FOCUS
analytical brain. Yet, there is enough research to
show that as one goes higher up the Corporate Ladder,
emotional intelligence – a right brain component, is
far more vital to success. Harvard Gardner showed
how multiple intelligences, not IQ, count for success.
The eternal approach urged the Leader to have
a whole brain orientation – Aum Namoh Shukra
Brihaspati abhyam – a call to compliment Brihaspati
(IQ) with Shukra (EQ) – intelligence with empathy,
analytical skills with creativity, rationale with
compassion. Thus all faculties of the human brain
were employed.
4. Individual vs. Collective: Modern methods
of management have an inherent confl ict – while
all businesses want “team” effort in all actions, yet
they demand and reward individual performance
– good performers are differentiated-fast trackers
are identifi ed, segregated and groomed, stars are
recognized and celebrated. This, however, is the
Vyashti approach – centred around individuals, the
particular, one which stands separate. The eternal
Indian approach, on the other hand, is Samashti
oriented, which believes in the wisdom and power of
the collective, the performance of the collaborative.
This because, none stands alone, each one is
connected to every other and all are part of one large
system. Hence one may observe that communities
were so ubiquitous in India throughout the passage
of history, up to recently. This also has a parallel in
the Zulu belief “I am because we are.”
5. Inclusion vs. Family: In corporations, we
hear Diversity and Inclusion as important factors for
determining manpower composition, team formation,
workforce policies, promotions and so on. This often
entails diversity targets – what percent of a certain
gender, generation, region, ethnicity, specially abled,
etc. should form a part for Boards, levels and projects.
This is defi nitely of value in many circumstances as
opportunities are given to those, hitherto not under
consideration and enhances the talent pool. The moot
question, however, is why to overlook any talent in
the fi rst place and remember them later? Vasudhaiv
Kutumabakam, say the Upanishads, implying that
the world is a family – each member of this universe
is important and connected to the other, so there is
no question of even distinguishing between one and
the other – there is equal opportunity for each. The
potential in each being is endless.
28
| Vol. 10 Issue 2 • FEBRUARY 2019, Delhi NCR
This brings us to the core values of leadership in
eternal Indian wisdom – let’s examine each closely:
Leadership vs. Service: None in moder n
organizations can ignore the overwhelming focus
on Leadership charisma, suggesting that Leadership
is the exercising of the phenomenal qualities of the
one person who calls the shots. There are a plethora
of rankings of CEOs and Business Leaders and glut
of Leadership Development programmes. While
there is no lesser emphasis on the abilities of the
Leader/s in this method, eternal wisdom suggests
that Leadership is not about the Leader, but about
the one she serves. Praja Sukhe Sukham Ragyaha
prajanam ch hitey hitam proclaims that the Leader
exists for the service and welfare of the people alone.
Thus, all Leadership is about others and superlative
Leadership is about one who serves best. This
principle has also refl ected in Robert Greenleaf ’s
work on Servant Leadership just a couple of decades
back. Annadorai learned to ride the rickshaw from
his father and brother, but to rise above the basic
expectations of trust and respect from his customers,
is his own calling. He nurtures this calling all his
waking hours.
CSR vs. Giving: Corporate Social Responsibility
is invaluable in modern times and of course, the
best organizations have always strived to give back
to society in many ways, from where it derives
resources, talent and of course customers. Often
this can be seen as a post profit activity since
Indian law mandates 2 percent of the company’s
profi ts to be invested in activities benefi ting society.
Eternal wisdom has no mention of CSR because
the business itself is rooted in giving; indeed all
activities in every sphere of life include giving back.
This is no surprise because this approach believes
that whatever you do comes back to you - thus all
giving returns to you, likely in kind. So to make
profi ts, giving fi rst is recommended. The giving
itself is not polluted with motives of acquisition
but from a sense of doing what’s needed. Annadorai
is often asked by his audience how much money
he makes (he earns double of what the average
Rickshaw driver earns) but his face glows and his
eyes shine when he speaks about the joy of giving
his customers, what they do not even ask. He cares
far more for giving than getting. A compulsive Go-
Giver, this man!