After opening the book ‘Corporate Chanakya’ (www.jaicobooks.com) with the ‘power’ chapter, the author Radhakrishnan Pillai moves on to cautioning leaders that the greatest danger they can face is revolt. Interpreting for CEOs the ancient lessons of the state from Kautilya, the author explains that ‘revolt’ can come from dissatisfied employees, shareholders and other stakeholders, he explains.
The antidotes, as Pillai outlines, are to understand the needs of the market, remembering old clients while making new ones, and solving the problem immediately. On the last, he reasons that to curb any revolt early action is must. “Similarly, it is necessary to curb the dissatisfaction of the employees and clients, the moment any issue crops up. When you sense any threat in terms of market or labour unrest, pay attention to the problem and resolve it as soon as possible.”
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How does Kautilya define an ideal leader? As one with energy, because ‘if the king is energetic, his subjects will be equally energetic. If he is slack (and lazy in performing his duties) the subjects will also be lazy, thereby eating into his wealth. Besides, a lazy king will easily fall into the hands of the enemies.’
The author cites JRD as an example of leader who led from the front, as the first Indian to get a pilot licence in his early twenties and then going on to set up Tata Airlines, known for punctuality, service and efficiency.
Revisiting energy, Chanakya speaks of three types of success, viz. success by counsel, by might, and by energy. While the first two are respectively dependent on advisors and authority, the third is about will-power, enthusiasm and passion. A highly inspired and energetic person can charge up anyone, notes Pillai. “Great leaders had this power. They were those who could mesmerise masses with their oratory skills. Such energetic people can also make the most lethargic person productive.”
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Inherited enterprise
Business leaders of established family enterprises can draw insightful wisdom from this line of Arthashastra: ‘In the case of inherited territory, he should cover up the father’s defects and display his virtues.” Those benefiting from an inheritance should look at the positives of the business and change the negative points with their own positives, advises Pillai.
He adds that while it may be easy to blame the previous generation for its mistakes, it is necessary to remember that the predecessors went through some real hard times when there was no capital, cash flows were uneven, and when even basic infrastructure and other comforts were not available. “At the end of the tunnel, they saw the light, and eventually started making money. But, more than the money, it’s their original experience that makes the most valuable inheritance. This knowledge will prevent people from repeating mistakes.”
After getting the power to make decisions, move your company slowly to the next level without giving any serious jerks to the existing system, the author counsels. Install the required new systems and processes, but do so while maintaining relations with your previous clients, and employees, even as the business is grown, he instructs. “Basically, you should come across as a new-age leader who is also grounded in the traditional values on the basis of which your seniors built the business.”
Right managers
When selecting your managers, try out the tips from Kautilya, on the qualities of a trainable person, thus: Desire to learn, effective listening ability, ability to reflect, ability to reject false views, and intent on truth rather than the person.
You can be confident that you have the right people when you need to make your demand ‘only once, not twice,’ as Chanakya observes. “A leader should be surrounded by workers who need to be told anything just once. And if you ensure you are good enough to be part of this crack team, your career is made,” assures Pillai.
Recommended read for a contemplative afternoon.
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