Learning from the leader

The entire premise of thought of this caption, refers to, is based upon, the existence of a Leader , who is recognised, to have the knowledge, skill, talent and potential to offer something worthwhile to the followers. Perhaps, the English idiom, imitation is the best form of flattery is a bit harsh in its application. The view taken here is limited by negativity that what may be adopted as a practice borrowed from the boss can mean to seek the good pleasure of him/her. The intent being to seek "undue advantage" from whom the skill or practice is being had. Personally, I have a completely opposite view. In my library of idiomatic phrases, the disparaging use of this phrase, is written differently, with positive thought attending it; it is enshrined as, imitation is the best, easiest and less costly method to adopt and inculcate, of what one may consider as a worthy skill or practice to have, with the sole objective of improving oneself. There is no intent to please anyone, however in the process of adoption, if it seemingly pleases the boss; so be it.

In a career that spans four decades, I had the luxury of being supervised directly by fifteen different people; coupled with multi layers of indirect supervisors, under the matrix management principles. I learnt from each of them; to their credit, they took the pain and effort to teach, train and create opportunities to use the skills imparted. With each of them, I had the most cordial of relationship, of respect, care and interestingly of affection. In my professional disposition, I carry within me their contributions.

In the life of pursuing any profession, the first two decades are spent in acquiring and polishing technical skills, relative to the industry. The changing assignments go towards testing the technical proficiency acquired. During this time, while managing skills do get into the scheme of things, the necessity to be fully adept at handling complexities of technicalities relating to the industry, dominate more than the managerial abilities. Since I belonged to the financial industry; it was important to keep sharpening skills in banking and finance, covering operations, trade finance, foreign exchange & treasury, lending & financing; risk & compliance, corporate governance and regulatory standards.

As one progresses on the corporate ladder; technical skills start to take secondary status, and management skills become the need for acquisition of experience and expertise. This is when you start knocking on the door to take the numerous uno positions. A good combination of technical and managerial skills help in career growth.

It is here, that out of the many supervisors, I would like to mention about my boss, the CEO/President of the financial institution, I then worked for: M. Saleem Akhtar. I met him for the first time at the final leg of the interview/induction. I had no previous interaction with him. For almost six years I remained under his direct supervision (last two of them as his understudy); he imparted to me training and skills, in the 'management of people and resources'.

Since I was inspired by the style of his management, I make no hesitation to admit that unbeknownst to me, I had begun to imitate him. I will briefly cull, from those six years, only a few management lessons I learnt, at his hands.

a) At 5.40 pm, he called me on the intercom, and asked, what are you doing? I said, nothing. (That has always been my standard answer to my colleagues and supervisors; because if I had said, I am busy with this or that, the opportunity to learn wouldn't be available to me. To get new challenges, one must be available.) He said, "come over". Sitting across in his cabin I could sense he was angry and not in a good mood. I asked, "all good, sir?” He passed a letter and said, “read it". I did. The contents weren't pleasant. He said, make a reply for me, and started giving me inputs that were laced in aggression. "Don't spare the writer", he said, while I was exiting his cabin. In less than twenty minutes I sent him a draft. A few moments later, he called and said, “come over”.

He occasionally smoked, which he was then doing, as I sat down he said, "What's wrong, why have unleashed so much venom and anger into the reply!” I was taken aback, but, you said, I shouldn't spare the sender, I said sheepishly. It was now almost 6pm. He turned the draft and kept it aside. We will discuss this tomorrow morning. And off he went! I was perplexed. The next morning, he called me, and suggested how to redraft it. He defanged the draft letter of its original bite. But it had all the contents objectively stated. The letter was signed and sent. He then remarked and taught a lesson of a lifetime, when you receive any nasty communication especially from either the supervisor or the regulator, write a reply immediately, but never send it the same day; because by next day the initial anger would get subsided, and then the thinking process becomes objective and devoid of emotions. I follow this practice.

b) In spite of the fact that he belonged to the traditional school of thought of management; he was open to views for change and adoption. Was extremely cognisant of the value of emotional intelligence over IQ and technical proficiency. EQ demands different types of handling and response to different situations and people, he excelled in changing gears to suit the situation. He was soft with performers and extremely tough with the defaulters; however if a performer dissented from organisational repute or standard, he would come down heavily on such colleagues. I learnt that performance cannot become a licence or carte blanche to any for stepping outside the framework.

c) As leader he cast the vision for the institution, but the method used was extensively participative, rendering its acceptance across the board. Was always willing to listen to alternative views, which of course was rejected many times too.

d) Highly self-disciplined and regulated: excellent skills in defusing disruptive emotions, reactions and impulses; inclusive of insinuations. He was so skillful in the act of speediest movement from showing signs of extreme impatience towards shoddy work to being placid and patient, while explaining his expectations. Persuasiveness and effectiveness were his hallmark characteristics.

e) Leadership must have both charisma and an aura. The halo of authority must remain impregnable, so that leadership is not taken lightly by followers. He had a serious no-nonsense attitude, at all times. Nobody, not even his closest associates and aides could take a chance on this aspect. He abhorred voluntary information bombs, unwarranted and uncalled for; so gossip was nipped. He despised such elements and made no bones about it. So any attempt to "plant thoughts" with him wouldn't germinate any results. To intrude into this halo of his, he would demonstrate his capabilities to lose shirt upon the violator... Such events were far and few in six years, more few, than far. I learnt how to remain polite with iron clad firmness.

f) Without much fanfare, he was deeply motivated. His passion and drive to achieve resounding success, remained prominent in his management style. To all his direct reports, he gave ample space for them to be creative; innovative and independent. As a leader, the lesson here is, for talent to flourish the allowance for breath of fresh air must be plenty. He was also a stickler to policy, but knew well the value of judicious use, for departure and exceptions, to the policy.

g) Empathy is a necessary leadership trait. It has, however, all the potential to explode in one’s face, if carried beyond the necessary. Empathy I learnt has to be used in recognition of facts relating to business dynamics or even for basic elements of retaining human capital. He wasn't cut out to please anybody nor he played to the gallery; never got carried away for being popular. I recall, he stepped out of his office, going down to the restroom, he stopped at the casket containing plants; he noticed a "single yellow leaf"; he turned around asking for the in- charge of administration, once he appeared , the boss made him a finely minced meat. Later that day, sitting in his cabin, I kind of complainingly said, "sir you were harsh today!" He smiled and said, "was I?" On some occasions people around have to be reminded who is the boss!! A lesson learnt.

Personally he was proficient. A banker with rich hands on, diversified experience, gathered, locally and internationally. He could roll up his sleeves, to do what would be difficult for others. The capacity to transform knowledge into actionable aspects was amazing. With his acute sense of proprietary and integrity, coupled with graceful social skills, his word was respected by the regulators and clients across the board.

Readers, especially the younger lot, learn from your "boss". A Supervisor is the best teacher. Avail them.

The writer is a senior banker & freelance columnist