As per the official statistics of the Election Commission, 56% of the registered voters in Bangalore did not cast their vote during the Elections held on 10/05/08. These 56% had better work at home than to decide what will be the shape of their future Government. Some of this 56% would have found going to a resort, family picnic or a movie as being more important than casting their vote. Most of these 56% will continue to point their fingers as to what is wrong with the Country but don’t want to stain their fingers with the election dye on 10/05/08. These are the people who crib about corruption but on 10/05/08 left their votes for possible manipulation.

There were many people who turned up to vote but did not find their names on the list. This 56% had their names on the list but did not believe in the power of democracy and a vote. This 56% will continue to complain about poor infrastructure, corruption and every conceivable problem under the sun but could not walk a few 100 meters on 10/05 to cast their vote.

Ask them they will say, what guarantee is there that the person whom we vote for does win and more importantly deliver on his promises. Excuse me, don’t we lock houses our even though we know that burglars still can break in. Do we middle class stop investing in the share market just because we lost money on one particular share? Why do we plan vacations during holidays given for voting? Would we plan for vacations during our children exams? Elections are the examination for the country. We fail to vote we have to suffer for five long years.

Name not present in the voter list is the excuse which does not hold water in today’s internet world. Voters Lists are frequently displayed on the web by the Election Commission. If we care for our vote, we will definitely ensure that our name is in the final list.

Don’t ask what difference will one vote make? The power of one is infinite. Have we forgotten Buddha, Mahatma Gandhiji, Dr. B R Ambedkar or for that matter sport icons like PT Usha and Kapil Dev? One person can make a lot of difference to the society. Only if each one of us rises to the demands of the society, will a change come about? Thank God the generation that fought for our freedom from imperial rule did not have a pessimistic mind set like ours.

Balu A.M.- LeadCapper

From an interview with APJ Abdul Kalam

India Knowledge@Wharton: Could you give an example, from your own experience, of how leaders should manage failure?

Kalam: Let me tell you about my experience. In 1973 I became the project director of India’s satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India’s “Rohini” satellite into orbit by 1980. I was given funds and human resources — but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.

By 1979 — I think the month was August — we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts — I had four or five of them with me — told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal. It was a big failure.

That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference — where journalists from around the world were present — was at 7:45 am at ISRO’s satellite launch range in Sriharikota [in Andhra Pradesh in southern India]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure — he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.

The next year, in July 1980, we tried again to launch the satellite — and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, “You conduct the press conference today.”

I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience.

Use Feeling to listen for what makes people proud.

The secret of all leaders is that they know how to make people feel proud. They may make people feel proud of their country, race, religion, sex, the company they work for, the neighborhood they live in, the work they do, or even the thoughts they are thinking. Just remember how Jesus made people proud to be human, Martin Luther King Jr. made people proud to be black, and Germaine Greer made people proud to be female.

If we want to draw people toward us to help change the world, we should keep in mind that first and foremost, people want to feel proud. Engage them in thinking about our ideas, but in a way that makes them feel proud and excited.

How do you do this? Discuss about things that make people feel proud. Ask people questions that make them feel proud. These discussions and questions elicit responses from people that make them feel effective. These questions might be…

What are you doing right?
What are you proud of recently?

Avoid the usual questions like, “What’s wrong with you?” What are your problems?” and “What are you failing at?” because those kind of questions tend to make people feel anxious, ashamed and defeated before they begin. Discussions based on negative questions go around and around and seldom lead to productive action.

As a leader, we want people to step in voluntarily and help the cause. We want people to empathise and rally our cause. And a good way to move towards this is to make them proud of themselves, and to make them feel proud in the context of our ideas. For example, when we talk to students we ask them “effective questions” that are likely to get them relate their educational experience with that of nation building. Like…

“What are you most proud of having learned to help you grow to a higher level?”
“What are you most proud of in the way you have used your learning to build you nation?”

With these “effective questions,” leader’s people feel proud of themselves at the same time relating their educational decisions to nation building as such.

This is the Feeling part of our listening. We’re listening for what makes people feel proud and effective in the context of our ideas. As a result, we are “leading” them to find pride and excitement in our campaign. That may allow them, at the very least, to hear us, and at the very most, to help us.

A title or a position can be akin to the Emperor’s Clothes. We can become blinded by our titles; blinded to our impact and effectiveness in our role. We can become unable to see what others around us can see. They can create a hazard to our ability to see ourselves and our motives clearly.

As John P. Kotter observed, management tends to work through formal hierarchy and leadership does not. “In a world that is continually changing, where additional leadership is necessary, more individuals outside one’s chain of command take on added importance, as do intangibles not on the organization chart, intangibles like corporate culture.” The spotlight can not be on titles.

A title can open doors, but our staying power will come from our ability to influence others. The real strength of a leader is the ability to elicit the strength of a group. Our accomplishments are restricted by our ability to lead—influence—others. But how are we doing this—by force of power?

If leadership is about influence then the acid test of leadership must be the following question:

If you were stripped of your title – the politics of leadership, the power to punish and reward people – would they still follow you? Would you still get results from them?

It’s good to ask your self this question periodically and adjust your approach accordingly.

In a very practical book, Achieve Leadership Genius, authors Drea Zigarmi, Susan Fowler and Dick Lyles ask, “What if employees didn’t wait to be empowered—but empowered themselves?”

Good question; one that places the responsibility for “empowerment” where it belongs. The individual. If you’re waiting for your boss to give up control and decision-making authority to turn you into a free-thinking, free-wheeling employee, empowered to determine your own work rules, you’ll wait a long time. Empowerment is a good idea, but as the authors point out, it depends on self-leadership—“people who possess the ability, energy, and determination to accept responsibility for success in their work-related role.”
Employee engagement suffers because organizations depend on managers to engage employees, rather than developing self leaders who recognize their responsibility and have the skill to take initiative for success in their role.

It just makes sense that every organization should develop self-leaders—yet this is usually the most underfunded and undervalued aspect of leadership training.
The road to empowerment begins with visualizing your ideal role. That vision is something you can begin to build your identity around. How do you see yourself? How do you want others to see you? Your identity will guide you thoughts, decisions and actions. Keep in mind, your vision should be aligned with the goals and purposes of your boss and organization or you will get no support. The authors remind us to, “Consider your role as a piece of the puzzle—one of many in an organization. It is important fro you top understand the big picture and your place within it. Your efforts to envision will not only help you understand the meaning of your work, but it will also remind your boss of the vital contributions being made by you and your role.”
Wise sages extol the virtue in the moment. But what happens when the challenge of the moment diminishes the energy available for moving forward? Your work-related vision acts like an emotional manager to pull you through the tough times and into a time of possibility. It provides a transition from the potentially threatening current reality to the next step of action. It empowers you to overcome the inevitable obstacles, pain strife, exhaustion, and any number of inevitable de-motivators that could jeopardize success in your work-related role.

Courtesy Leadership Now