Nawab Saab

Nawab Saab

It was 1968 and I was 13 years old, in Grade (we called it Class) 8 in the Hyderabad Public School. If you left the school from its main gate and walked over the bridge across the stream which flowed full and freely in those days (not the trickle of sewage and toxic chemicals today) and on which we used to sometimes canoe, you came to the Begumpet Railway Station. This was at the bottom of the garden of a very graceful British Country Mansion, except that it was in Begumpet and not in England. Be that as it may, it would have been totally at home in the Shires of England. It was called Vilayat Manzil. It had a huge wooden gate about 8 feet tall and wide enough to take a Four-in-hand or perhaps an elephant or two. Not surprising as this was the house of Nawab Wali ud Dowla, the Prime Minister of Hyderabad State. The son of the man who built Falaknuma Palace, Nawab Vicar ul Mulk, who was also a Prime Minister of Hyderabad State in his time. That is where Nawab Nazir Yar Jung Bahadur , son of Nawab Wali ud Dowla, lived . By the time I met him, his father had passed away (he died in Madina in 1935) but his mother (Ameerunnisa Begum) and younger brother, Nawab Bashir Yar Jung lived in Vilayat Manzil. His older brother, Nawab Habib Jung, also a good friend, lived nearby in his own house, built in another part of the garden that surrounded Vilayat Manzil. A beautiful Spanish style Hacienda with an open central courtyard. Nawab Habib Jung Bahadur wrote the very first reference letter for me when I had applied to Harrisons & Crossfield Limited (Harrisons Malayalam) in 1979. I recall two things in it. He wrote, “He is excellent in saddle seat equitation and always shows respect where respect is due.” Habib Jung had horses and I used to ride them with his son Mohammed and he fine-tuned both our riding style.

Nawab Nazir Yar Jung , Ghulam Hyder and Nawab Habib Jung

As you came through the gate, you were on a circular driveway which curved past two large water tanks with marble fountains with carved lions. Even then water was getting scarce and so I never saw those fountains functioning, but the sculptures were striking. This is where I met Nawab Nazir Yar Jung first. I had heard of him as a dog breeder, trainer and judge. He was a prominent member of the Kennel Club of India (KCI) and a highly respected judge in dogs shows all over the world. I had the privilege of accompanying him to several dog shows and can still see him racing around the ring with his German Shepherds or in the field trails of his Labradors. I was very keen on owning one of the dogs from his kennel, the famous Paigah Kennels but to my great surprise and disappointment the price was Rs. 500 for a puppy. In 1968 that was more money that I could have dreamt of. So, I never bought a puppy. Nawab Saab however, took a liking to me and allowed me to spend time with him in caring for his dogs. This rather unlikely friendship grew, and in time he treated me like his own son. At that time, he used to have more than one hundred dogs in his kennels. It was a sight to see. I didn’t get a puppy at that time (later I got several) but I got the friendship of Nawab Saab, which was a priceless gift. He became my mentor, teacher and father figure.

My keenness for tea planting also came from listening to stories of plantations – the Anamallais in particular from Nawab Nazir Yar Jung. Nawab Saab had been a planter with Brooke Bond Tea Company (Tea Estates India) and was on Monica Estate (SenguthaparaiDivision).

Another very dear friend and mentor, Mr. K. Ahmedullah wrote this piece about Nawab Nazir Yar Jung which gives an insight into his planting life, which he never mentioned in the more than 50 years of our friendship. He talked about his hunting in Grass Hills and Highwavys, the exploits of his dogs and about his tracker friend called Kali, who he mentioned with great affection. But he never mentioned anything about his planting career. Being a planter myself, I can appreciate what Mr. Ahmedullah writes. Here it is:

NYJ was an authority on dog breeding, training, and was often a judge of international dog shows. It is a pity that this was not mentioned in the item that carried the news of his passing away. The news only harped on his Paigah connection, Jung title and so on. NYJ was on Monica Estate, Anamallais, reporting to Raghava Menon, just before he quit planting. As you know, Monica was a prestige posting, being the flag ship Estate of M/s Tea Estates of India, of Brooke Bond. 

It so happened that I was moved to Monica as assistant manager, immediately after NYJ resigned. Soon thereafter Raghava Menon was promoted as Group Manager in addition to his holding charge of Monica. He continued to reside in Monica Estate. I was asked to look after the operations of the entire estate to allow Raghava Menon to look after his additional duty, but I remained an assistant manager! That is when I took charge of Senguthaparai, which was looked after by NYJ.

And that is when I discovered that NYJ had planted the most advanced 100 hectares of coffee selections from Kenya. Not only that but he had created a most advanced system of curing and pulping the coffee harvest, using gravity as the driving force, from a stream which flowed on Senguthaparai. That coffee commanded a premium at the Auctions. 

I thought I should put this on record as not many are aware of the talents this man had.  NYJ was a decent, pious man, who never harmed anyone. IN FACT HIS GENEROSITY IS A LEGEND ON THE PLANTATIONS WHERE HE WORKED. He died with the KALEMA on his lips, which is the best possible reward The Almighty bestows on those who walk in HIS WAY . 

Some asides:

NYJ never entered the Anamallais Club! Siasp Kothavala, Doon School contact, was his close friend and just a few others, whom he entertained lavishly. He had about 20 dogs and a donkey, which was used to carry meat daily from Valparai town for his dogs! 

The famous donkey

I got all this information from Raghava Menon, who had a high opinion of NYJ and from Siasp and his wife Zarine , who were good friends of ours.

Like most of my friends at that time, Nawab Saab was about twenty years my senior. I think I benefited a great deal from being friends with older people as I learnt from their experience and my equation was always as a learner and they had something to teach. Nawab Saab was an exception in that he had a variety of life experience that I have seldom found anywhere. He would not only tell stories but would draw lessons from them which I found very useful and applied in my life many years later. He was a Judo Brown belt, a pilot in the Royal Air Force, polo player and dressage expert, a crack shot with a rifle and shotgun, a woodsman who taught me to love the forest and how to take care of myself in it. He was a swimmer trained as a lifeguard. He was a planter, manager and a role model par excellence.

Nawab Saab and I

The thing I remember about Nawab Nazir Yar Jung above all else is his storytelling. Storytelling is an art. Not everyone can tell a good story. Nawab Saab was a master of this art. Listening to him I remember being transported to the misty slopes of Grass Hills, waiting in the cold of the dawn for the Nilgiri Thar to present the opportunity for a good shot as they came out on the crags to take the sun. I recalled these descriptions when I went to Grass Hills more than 25 years after him and felt that I had been there before. So vivid and detailed were his descriptions.

I remember feeling a hollow dropping sensation in the pit of my stomach as I listened to him tell the story about how he was charged by a wounded Bison (Gaur) and how his Airedale Terrier saved the day by drawing the animal away towards it, allowing Nawab Saab to get the killing shot. But the dog, whose name was Khan, went over the cliff with the bison and died. Nawab Saab would have tears in his eyes when he told this story. I remember all the tips he gave me about survival in the jungles and about woodcraft, all of which I have tried and found to be superb. Every tip he gave me, be it about planting, or hunting, or safety or human psychology, was true.

The key to a good story is detail. Detail is what fills color into the outline. Detail is what helps you to see what the storyteller has seen. I can vouch for the fact that I could see the mist rise from the forest in the dawn as the sun rose. I could smell the rank smell of elephant urine which announces their presence in the forest. I could hear the rumblings of their stomachs and the low deep hum by which they communicate. And many years later when I had the privilege to walk in the same path that Nawab Nazir Yar Jung walked, I knew that I had been there before. I had walked those paths in spirit, listening to the narrative of a master storyteller and today I walked them myself and found the story to be true in every respect. I knew the smells, the sights and the feelings. Nawab Saab walked in spirit beside me and it felt good to know that.

Nawab Nazir Yar Jung with one of his dogs at a dog show –
photo courtesy Munir Salahuddin (his son)

Nawab Nazir Yar Jung was an international expert on dogs and was invited to judge dog shows around the world. With him, I learned to train dogs for various activities, from tracking to retrieving to guarding. Dogs are amazing creatures. One must live with them and train them to know this. I spent many years right through school and college doing this. Nawab Saab was at that time training a dog squad for Thengakal Estate in Vandiperiyar, Kerala, which had perennial problems with theft. More about that later. I worked with him training Dobermans, German Shepherds, and Labradors for tracking and guard/attack work. Nawab Saab was a strict disciplinarian and didn’t allow even his own cousin who was on our team to call him anything other than Sir or Nawab Saab. He disliked people calling him ‘Uncle’. He used to say, ‘I have nephews and don’t need any more. You can call me Nawab Saab or Sir.’ This, however, didn’t reduce the warmth and friendship with which he treated us. We would start very early in the morning and work right through the day till it got very hot. Then we would stand down and give the dogs a bath and feed them and we would all rest. Then in the night, once it got dark, we would start the training once again.

From Nawab Nazir Yar Jung, I learnt the importance of commitment to quality. He never once used the word, but he never accepted anything but the best. Be it in breeding dogs or in their training, or in training horses. Attention to detail and insisting on the best. He was an expert in Judo and that also added to the quality of what he taught us. He taught us many self-defense techniques using our bare hands or ordinary objects of everyday use that are always at hand and can be converted into weapons to defend yourself and make the attacker think twice about attacking you. Martial arts training is more about training the mind than about the body. Martial arts is about living with awareness, studying your opponent, discovering his weakness, and exploiting it to your advantage. It is also about building your opponent a bridge of gold to retreat over – as Sun-Tzu calls it. But to do that you have to conquer your ego before conquering your enemy. The worst enemy is an overindulged ego.

In the years that I spent with Nawab Saab I learnt that when you work with animals your own sensitivity and communication improves. Your language is useless as the animal is only responding to sound, facial expression and signal. So the importance of being absolutely precise not only in what you say, but in how you say it and being aware of your body language when you are giving that command are essential to get the instant obedience that only a dog can give you. Dogs are so incredibly sensitive that they will pick up your facial expression or the way you hold your hand when you give a command. And the next time you don’t give it in that exact way, the animal gets confused. It is always essential to be extremely self-aware to be a good trainer. I realized that training dogs was equally if not more about training myself in how to communicate effectively. It was hands-on experiential learning in being intensely aware of myself, my posture, facial expression, tone of voice, mood, and overall disposition. I learnt all this training dogs, but over the decades since then this helped me in communication, public speaking, negotiating, and coaching people across three continents. I thank Nawab Nazir Yar Jung for teaching me these lessons and I know that he was pleased with me.

Dogs anticipate you to such an extent that to see a highly trained dog and his handler at work is to witness magic. That is what we saw when we saw Nawab Saab working with his dogs. The dog seemed to be doing everything on its own whereas he was doing nothing without his handler’s command. But the commands are so subtle that they are invisible to all but the trained eye that knows what to look for. There is a wonderful program on British Television which shows sheepdog trials. You see this handler standing a long way off in the field directing his Border Collie (the favorite breed for these trails) entirely by hand signals. The dog goes to the flock, cuts out precisely the number of sheep that he is ordered to cut out, and drives them into the pen all on its own by responding to signals that are invisible to us.

We had for our own trainer, the best in the world. A man who had trained everything from sheep dogs to tracking dogs, gun dogs, hunting dogs, and guard dogs. And we learnt from him. I hope we learnt well. To test how well we had trained the dogs to track, we would stand on one side of a wall that bordered a large area of scrub vegetation. Then we would give our dog a ball which he would hold in his mouth and smell. Then we would command him to sit and stay and throw the ball as far as we could over the wall into the forest. The dog would vibrate with excitement, yearning to go for the ball. We would count to ten and then say, “Get!” And off he would go. A big Doberman would clear a six-foot wall without so much as touching it. A Labrador would scramble over it. And then a few minutes later, back it would come over the wall with the ball in its mouth, circle the handler, and sit on his right. Then on command it would drop the ball and take the piece of dry meat that the handler would give him as his reward. How can I describe the excitement of testing your skill in the performance of your animal? The lesson learnt – you stand or fall by how your trainee performs – as important a lesson in corporate leadership as in training animals. A good coach after all is not the one who has the greatest knowledge, but the one whose team wins.

The biggest learning for me in these early years was the realization that no matter what you do, it is only worth doing if you aim at being the best in the world at it. And to be the best, it is essential to be passionate about what you do. I sincerely believe that it is impossible to excel in something that you do only halfheartedly or because you are forced to. It is impossible to be the best in the world in anything that you are not passionate about because you will never put in the heroic effort that is needed for you to succeed. Another realization was that when you are doing something that you are passionate about, you never get tired or stressed out. You are always fresh and full of energy and those around you also feel this. Passion is essential because it is the only thing which makes the heroic effort seem worthy of the goal. Only the passionate never compromise because compromise is the cancer which kills from within. Passion is infectious; so is compromise.  Stress occurs when we do things we don’t really enjoy.

My learning is that if you are in a situation where you find yourself doing something that you have no passion for, then it is essential to do one of two things: Either kindle a passion for this activity by learning more about it and seeing how it is valuable, or leave and find something that you do feel passionate about. It makes no sense to do something that you have no love for. Happiness is the result of doing something that is worthwhile, and which adds value and not of how much money you make or what rank you have. Interestingly, it is when the work feels worthless that people get overly concerned about titles, money, and perquisites. That is why I tell my clients who talk about compensation as an issue in people retention, “Money problems are not money problems, even when they are money problems.”  Most people complain about the compensation when they are uninspired about their work. The biggest proof of this are the many people in missionary and charitable activities who work all hours for next to nothing and are very happy doing their jobs. Happiness is therefore more about intangible rewards than about the tangible ones. That’s why I say, ‘If it can’t make you cry, it can’t make you work.’

Training dogs was a huge learning in human psychology. I learnt the importance of taking a stand and then remaining firmly on it without giving in to the pressure to change. I learnt that dogs and people will test your limits to see how firm you are. Once they test the boundaries and find that they can’t be pushed away, they accept them. Firmness and consistency are critical. There is nothing more debilitating than a leader who is ambivalent. I learnt the value of physical courage and how, if you stand with courage, you lend courage to those around you. I learnt the value of leading from the front and that there is only one leadership position – in the front – which is why those who follow are called ‘followers.’ What kind of a leader is it who has no followers? I learnt the value of quiet companionship – there is nothing more relaxing than sitting on a hillside with your dog beside you, watching the world go by. With Nawab Saab, you didn’t chatter. If you had something useful to say, you said it; if you had a question, you asked; otherwise you kept your mouth shut. The value of silence was appreciated. Without silence inside your head and heart and outside in terms of speaking, you can’t introspect or reflect. Silence has great value. We didn’t have intrusive gadgets to disturb our peace and so we valued silence. In the forest, silence also helps you to know who else is around. Knowledge that can be critical to survival and enjoyment of your experience.

Nawab Saab taught us to pay attention to the dogs and their highly developed faculties which warn of danger long before you would have been aware of it. This is where his storytelling really came into his own. Every lesson had a set of circumstances that it had been drawn from and that added value and meaning to it. This was not merely theory but hard-earned life experience that we were learning from. From my dogs, I learnt the value of unconditional love and complete trust in someone. When my dog got injured during training, I would order him to lie down and would then clean his wounds with hydrogen peroxide and stitch him up without anesthesia. The dog would lie there, sometimes whimpering in pain but never moving and never protesting or trying to harm me in any way. He trusted me completely and knew that what I was doing was for his good. There is nobody happier than a dog at seeing his master – no matter how ugly or dirty, poor or hungry, unfashionable or square his master may be. To the dog, his master is the best, most lovable, reliable, remarkable, and trustworthy human being in the world. And that has nothing to do with whether in fact this is true or not. The dog doesn’t care. Whatever the master may be to the rest of the world, to his dog he is the best in the world. And that is the secret of a great friendship and a great marriage. What you believe about someone and demonstrate in your dealing with them, is what they rise to embody. That is why they say, ‘Treat a man as if he is the best that he can be, and he becomes that.’ Many years later I dealt with some of the most intractable and obnoxious union leaders with great politeness, treating them as if they were heads of state and all their nastiness went away and I didn’t have to suffer any of it. People used to be surprised and asked me how I did it. I never let on the secret – that my dogs taught me this lesson. Some readers may not take kindly to being compared to dogs – but believe me, there is nothing more honorable in terms of friendship and loyalty. This is what Nawab Saab taught us and we learned these lessons well, very enjoyably and lived to realize their value throughout our lives.

As I mentioned earlier, Nawab Saab was requested to train a dog squad for Thengakal Estate in Vandiperiyar, Kerala. I don’t know if you have been inside a cardamom estate. Almost 30 years after this story, I raised and planted cardamom in the Anamallais and recalled those days when we were in that estate in Vandiperiyar. We trained the dogs in Vilayat Manzil and in the lands behind Yusuf Tekri in Towli Chowki. Today there isn’t an inch of vacant land in that place. In the early 70’s it was miles of barren land with scrub bushes, some Sitaphal (Custard Apple – Annona squamosa), some Lantana (Lantana camara), a sprinkling of Neem (Azadirachta indica), one or two Peepul (Ficus Religiosa) and an occasional Banyan (Ficus Benghalensis). We would load up the dogs in Khaja Nawab’s jeep and drive to Yusuf Tekri and then spend the day training the dogs. Since these dogs were being trained as trackers and guard dogs, the training was very intense. For tracking, we used Labradors whose sense of smell is more developed and keener than the other breeds we had. For guard/attack work, we used Dobermans and German Shepherds. But all dogs were taught everything as well, as a backup even though we used them, whenever possible, separately for these jobs.

It was fascinating to see how these different breeds worked. For a Doberman everything was a competition. The dog would get stressed out, angry and would bust his gut to do his best. A Labrador on the other hand took it all as a game and thoroughly enjoyed himself. He was playing and having fun, whether he was following a scent track or attacking an intruder and dragging him to the ground. Temperament has a big effect on the trainability and steadiness of dogs and humans under stressful conditions. Nawab Saab’s training technique was based on gaining the trust of the animal and persuading him to work. Nawab Saab never used force or punishment which was very commonly used by other trainers. The result was that Nawab Saab’s dogs worked much better than anyone else’s. The only catch was that training took longer than it would have taken if you simply beat the dog to a pulp and then forced him to obey. Our dogs were our friends and beating one was unthinkable. The other thing was the knowledge that success and failure was really ours, the trainer’s. Not the dog’s. If the dog didn’t perform, it was I who needed to look at my training technique, treatment of the dog, consistency of command and it was I who needed to work harder. ‘Failing’ the dog or punishing it was meaningless because the dog’s performance was a non-negotiable goal. Every dog was trainable and if it didn’t get trained, it was I who was at fault. Nobody needed to point that out to me. I knew it. I held myself accountable for it and I succeeded or failed by this standard.

Cut to our schooling technique today. Who passes or fails? Teacher or child? Who must really pass or fail? What would happen if we changed that to what really should happen and if teacher’s salaries were docked if children failed and they got a bonus if they excelled? Same thing for the corporate world. Companies succeed or fail because of what decision makers do. Not workers. But who gets laid off? Responsibility must lie where it belongs and those responsible must get the credit or pay the price. Not someone else, whose only fault was that they obeyed orders. Once again, sorry about the comparison, but it is precisely this ability to take learnings from one situation and apply them to a totally unrelated situation that distinguishes human learning from animal learning. That is what I learnt and that is how I learnt it. And that is why I say that I owe so much of my learning to the very unusual childhood and youth that I had and to mentors like Nawab Nazir Yar Jung, Uncle Rama and Aunty Mohini.

To return to our story, we finished our training and took the train with our dogs, to Cochin. The dogs were in the Brake Van at the end of the train. Every few stations, we would run to the back, unleash the dogs and take them out on the platform to stretch their legs and greet telephone poles. Then give them some water and back inside the Brake Van and we would run back to our compartment. Eventually we reached Cochin where the estate transport met us and we drove for another six hours to get to the estate to meet the Manager, Mr. Rudy Bosen.

Mr. Bosen very kindly invited Nawab Saab, me and Khaja Nawab to stay with him, and his wife, Dorothy made some wonderful chocolate ice cream for us for dessert after a lovely dinner. The estate had a big problem with theft as cardamom is a very valuable spice and easy to steal. A cardamom plantation is extremely dense and very easy to hide in. Thieves would come into the estate across the boundary at night, with sickles and jute bags and simply cut the ripe bunches of cardamom and take them away. To catch them in the dark was completely impossible. That is why Rudy Bosen thought of using dogs and contacted Nawab Saab for help. The dilemma was, how do you publicize the fact that now there are guard dogs which can catch thieves. The challenge was to have the dogs merely as an effective deterrent. Rudy Bosen didn’t really want anyone getting chewed up by a dog because in Kerala that would likely cause a bigger problem than the theft.

Nawab Saab had a unique idea. He asked Mr. Bosen to invite all union leaders and whoever wanted to come from the village to the estate to a dog show and competition at the end of which they would be given a sumptuous meal and could win cash prizes. People came in large numbers with great enthusiasm because there is nothing much to do in the plantations and any kind of entertainment draws big crowds. When everyone had settled down on the Muster ground under the marquee Nawab Saab, through an interpreter asked for volunteers to take part in the competition. He then picked six of the likeliest looking men. He told them to go and hide anywhere they wanted to, in the plantation. But before they went off, he took some item of clothing from each of them. He told them that he would give them half an hour to go and hide and then the dogs would find them. Meanwhile we put on a show of attack training which looks very ferocious indeed. For that also we took volunteers, dressed them up in protective clothing and then the dogs took them down. For a grown man, who thinks that he is strong, armed with a knife or stick, to have a dog taking him down in one smooth lethal attack, is very unnerving. That is what our objective was; to put the fear of the dogs in the minds of the people and any potential thieves.

Once this demo was over, we got the tracking dogs out and gave them the clothing to get a good sniff of and sent them into the plantation. The dogs disappeared in a jiffy. There was initially some rustling of leaves. Then total silence. We waited with bated breath as this was the final test of the pudding. If the dogs missed even one man, our reputation would be shot. We were literally putting our honor on the line. Then suddenly there was a scream. We ran into the plantation following the calling of the dog. The tracking dogs had been trained to ‘speak’. They would bark at regular intervals of a couple of seconds and would continue for as long as it took for the handler to get to it. Bow-wow-wow-wow and on, it would go. That told us that the dog had ‘treed’ the quarry or had pinned him down and the sound would guide us to the animal. The long and short of it was that we caught every single one of the men. Then we all came out of the jungle to where everyone was waiting to see what had happened. The men looked very sheepish and down in the mouth that they had not won the Rs. 1000 reward for the one who could escape the dog. In the 1970’s Rs. 1000 was big money. Mr. Bosen was a smart man. He still gave them consolation prizes for participating and then we all had lunch with the union leaders and all competitors. The result of this was that theft stopped on this estate as if someone had shut off a switch. The dogs had such an effect on the psyche of the people that nobody wanted to take a chance of meeting a dog in the dark of the night. As Sun Tzu says, ‘The wise general never fights a battle. He wins without fighting.’ I have yet to see a ‘general’ as wise as Nawab Nazir Yar Jung.

See with ‘THEIR’ eyes

See with ‘THEIR’ eyes

Have you ever been in the shower in a 5-star hotel, nice and wet all over and you reach for the shampoo bottle, only to find that there are three? That is not because you are drunk and are seeing triple but because you are faced with three identical bottles but with totally different contents. What is in the bottles is not a mystery of course. It has been helpfully printed on the label. However, the label was designed by a 20-something design engineer sitting in a sweatshop in India or Bangladesh, who has never seen the inside of a 5-star hotel shower and won’t until he gets old enough to need glasses to read and the money to pay for the hotel. Then he will realize what he did all his life when he is forced to play Russian Roulette with the shampoo, body lotion (complicated way to say ‘soap’) and conditioner. If you think this is funny, put conditioner on your head instead of shampoo and you will think that is even funnier. That is perhaps the reason why I had to decline a haircut recently which was for Rs. 350 on the plea that I refuse to pay more than Re. 1 per hair, aforementioned number being an optimistic hair-count of my head. The refusal of hair to adhere to my scalp may be ascribed to the times that I used conditioner instead of shampoo. No self-respecting hair can stand such treatment and so they decide to part company with me forever.

“What’s the big deal?” you ask me. “Why can’t you read the label?”

“I need glasses to read but I don’t need glasses to shower. So, I don’t wear glasses in the shower, which is where I need glasses to read the labels on the bottles.”

What is the solution?

Take all shower bottle label designers to a 5-star hotel, blindfold them, strip them naked and shove them into the shower.

Why blindfold them?

How else will they understand how it feels to hold the bottle in your hand and not know what is in it?

Customer Satisfaction and Customer Delight can be condensed into one phrase and that is, “See with their eyes.” The keyword being ‘Their’.

Let me give you another example. A good friend sent me this video: Titled Mumbai Motorman, peeing in front of local train. https://www.youtube.com/watch?v=K5lt4avsHsM

As they say, ‘When you gotta go you gotta go.’ But then the question arises, where does he go? And what’s more, what if he had to do more than just irrigate the tracks? And even more critical, what if the ‘Motorman’ was a ‘Motorwoman’. Incidentally for those who may think that I am being facetious, let me assure you that I have seldom been more serious in my life. This, lack of facilities to do it decently and in private, is a major problem with Traffic Police Constables also, especially women Constables. Maybe the fact that we don’t have a distinct word for a woman police constable is an indicator of our blindness to their needs.

To return to our ‘Motorman’ video and the lessons from it, the reason the man has to do what he did is because the designer of the engine driver’s cab, never drove an engine in his life. If you think I am exaggerating, let me tell you another story.

In 2000 I was invited to teach a series of leadership courses, which we called From Managing to Leading, for the design team of one of the two major truck manufacturers in India. There were totally two hundred engineers who would take this 3-day residential course at their training facility. They were all graduates from the IITs (Indian Institutes of Technology) with a sprinkling from REC’s (Regional Engineering College); some of the most highly qualified engineers in the country. The IITs have an entrance test about which someone asked one of the professors of MIT what he would do if he had to write that test. He said, ‘I would leave, in tears.’ In short these were very smart people with arrogance to match. I asked for a meeting with the Head of the Division, the Head of HR and a cross section of the design engineers to understand their issues so that I could design a program that suited their special needs. This is how that went:

Me: “Many thanks for agreeing to meet me. I am hoping to understand from you, what you see as the special leadership challenges that you face and what you see as being the key deliverables for this course. So, let me begin with a question to all and each of you; Do you have a heavy license (license to drive a truck)?”

They: Thinking: Total silence. Odd looks. “Looks like we made a mistake. This guy looks like he’s flipped it. Heavy license? Why on earth would we, IIT grads, have a heavy license? Do we look like truck drivers to him?” But then this is India and he is older than we are, so we can’t just tell him that he is crazy. So, we remain silent.

Me: “Hmm! Does this mean that you don’t have a truck driving license? Nobody has one?”

They: “Yes.”

Me: “You mean that you design these trucks but none of you has ever driven what you designed?”

They: Thinking: “Now this is getting uncomfortable. How do we answer this?”

“No.”

Me: Thinking: “Expressive lot!!” 

“Okay, let me ask you another question; How many of you sat with the driver in one of your trucks as he drove from Chandigarh to Chennai?”

Eyes roll, silence is now so heavy that it is oppressive.

They: “Nobody.”

Me: “Okay, Chandigarh to Chennai is long, though your trucks are being driven on that route. But let me make it simpler; has anyone sat with the driver as he drove from Chennai to Bangalore?”

Eyes roll again. More silence.

They: “No.”

Me: Now I am twisting the knife: “So, you are telling me that you design trucks that you have never driven or ridden in?”

They: Sheepishly: “Yes.”

Me: “Let me ask you another question: Who makes the buying decision in the case of a truck?”

They: “The owner of the trucking company.”

Me: “Right and wrong. The owner ‘decides’ but he is totally influenced by his drivers. If the drivers like a certain brand of truck, the owner will always buy that brand unless there is a huge price difference between that brand and its competitor. No owner wants unhappy drivers who are constantly complaining about the truck which results in slower turnaround time, directly translating to lower profits. The owner wants the best, most efficient transport and his driver decides. Who is that driver? He is the one whose reality you have not even tried to understand. You were looking at me like I was crazy when I asked if you had a heavy license. What do you say now?”

Sadly, this inability to see with their eyes is widespread and is the real reason behind bad design and bad service.

Try an experiment. Walk down a street that you usually walk down. Notice how it looks and try to remember the details. When you get to the end of the street or if it is a long street, then when you have walked a few hundred meters, turn around and look up the street you just walked down. How does it look? Does it look like it had been a few minutes ago when you walked down it? Or does it look different? This is a good way to understand how perspective is a factor of position. What you see depends on where you look at it from. The same principle holds in life. One of my friends, a senior police officer was talking to me about human trafficking, which is a very big issue in India. She talked about how her subordinate officers seemed to have become calloused about it. She asked me for ideas about how she could get them inspired to solve human trafficking cases and bring the perpetrators of urban slavery to book. I told her, “Ask them to give the victim a name. The name of their daughter.” Simple as it sounds, it worked. Things change complexion when we put ourselves in the shoes of the ‘other’. The other is no longer a stranger to be ignored at best or at worst, maligned and hated.

We see the other, and in him, we see ourselves.

This is the origin of the Golden Rule: “Do unto others what you would have them do unto you.” Or as someone else put it: “Don’t do to others what you wouldn’t want them to do to you.” Or as yet someone else put it: “People may forget what you did but they will never forget how you made them feel.”

See with ‘their’ eyes

Before I end, let me assure you that this is not about business or winning customers. The biggest lesson I learnt in this context was one week after I got married. I married when I was thirty and had been living alone since I was eighteen. We got married in Hyderabad and left the next day for the Anamallais (where I was an Assistant Manager in the tea gardens) we arrived in Madras at my aunt’s place. Jahanara Aunty and Mohammed Uncle were absolute gems whose hospitality was legendary and recalled to this day by everyone who was fortunate enough to enjoy it. Two days later we boarded the train for Coimbatore from where we drove up the Aliyar Ghat of forty hairpin bends. Samina was violently sick all the way up the Ghat. Being prone to motion sickness anyway, the Ghat road was not doing her any good at all. I was very concerned because this Ghat road was a given if we lived in the Anamallais and with Samina being so sick on it, it didn’t seem to portend well for us. The prospect of a repeat performance every time we traveled was definitely not something to look forward to. But as it happened after a couple of trips Samina got over her motion sickness altogether. Maybe the Ghat road shocked it out of her system.

It was a tradition that estate workers welcomed the Assistant Manager when he returned with his wife. But it was not something that happened always. The workers decided who they wanted to welcome and who they didn’t. In our case as our car rounded the bend off the Sholayar Dam and came towards ‘Black Bridge,’ we were stopped and requested to alight. Samina and I came out of the car, glad for the chance to stretch our legs. The road was lined with girls who sang a welcome song and showered us with flower petals as we walked through this guard of honor. We were taken to a pavilion which I realized had been made by tying the best sarees of the women to the poles and decorated with lots of flowers. Tea garden workers can be the most loving people in the world and if you were good to them, they appreciated it and reciprocated. I saw many examples of that in my decade long career. We were garlanded and sat at a table on the two grandest chairs that they could find. Then we were served tea and biscuits and sweets. It was then that a depressed fly decided to end its meaningless life in my wife’s teacup. But Samina, being the perfect lady that she is, merely fished the fly out and drank the tea without batting an eyelid. An amazing performance which saved us from a lot of embarrassment.  

Then speeches were made, and the women danced and sang a song in our honor in which we were mentioned repeatedly in sometimes a humorous way and sometimes with great respect. The amazing thing was that this song was made up then and there and they sang about various habits of mine, including singing while I rode my motorcycle. People observe you and remember and respond to you the way they perceive you. People listen with their eyes. They don’t care what you say, until they see what you do. I have seen this in my life more times than I can possibly recall. All the more reason to ensure that whatever it was, remained good and honorable.

At the end of all this song and dance there were some speeches by the local union leaders and one supervisor and then I was asked to speak. It was permitted for the manager to speak in English and the speech would be translated. But I had learnt Tamil for occasions such as these and spoke it well, much to everyone’s delight. When I had finished and thanked them for all their trouble and expressed our gratitude for the honor that we had been granted, they gave my wife a gold ring as their gift as a mark of their love and honor for me. I was floored. These were poor people who had collected money for this, something which was not expected of them at all. What could I say? As I mentioned earlier, Managers and workers in the plantations form bonds that are more like family than anything else.

That story was the background for the lesson I mentioned earlier. A lesson in seeing with ‘their’ eyes. It was about a week later when one day I was saying something to my wife about my car and so on when she stopped me and said, ‘If you keep talking about everything as my-this and my-that, how will I ever feel that I share it with you?’ I was flabbergasted. I didn’t realize the effect of my perfectly innocuous speech on my wife. I had lived alone since I was eighteen and was used to thinking of everything as being mine. Sharing didn’t come into it as I’d had nobody to share with. But now I did. I realized that I needed to change my outlook. I needed to see with her eyes. Today, thirty-four years later, I am very happy that I learnt that lesson.

Leadership is a Personal Choice – Podcast

Leadership is a Personal Choice – Podcast

#LeadershipisaPersonalChoice

This is my legacy to those who wish to take it

https://podcasts.apple.com/us/podcast/leadership-is-a-personal-choice/id1473306732?i=1000445726516

This is a new initiative that I started this week. Leadership is a Personal Choice. It will be available on Google Podcasts (Android) also. Please listen to the introduction first which tells you what this is all about and what I am trying to persuade you to do. Then listen to the first episode, Differentiate. This and more to come, are the essence and extract of my own experience as a Leadership Development expert, gained over 35 years, on 3 continents, working with people of multiple races, religions, communities and nationalities.

This is my tribute to all those who contributed to my growth, all those who taught me life lessons and gave me opportunities to prove myself. All those who challenged me, stood by me, refused to accept anything but the best and who appreciated what I did. What I do today is because of what they did for me. Some of them have passed on. Others are still in my life and I thank Allahﷻ for both. They are too many for me to name and some wouldn’t like to be named. But I salute every one of them and they live in my heart.

I want to share this with you free and I hope you will benefit. Some people told me that I am giving away my capital (because for a Leadership Consultant ideas are billable capital). I said that I would rather give it away than take it to my grave. I don’t know anyone on the other side who needs this.

So, please listen and enjoy this. And if you like it, please share with others and please let us know. All the very best to you.

Differentiate

Differentiate

If you asked me to tell you in one word; only one word, the secret of success, I would say, “Differentiate.”

Let me begin with a question; “What do you ask for when you go to the corner store to buy toothpaste?” Do you say to the attendant, “Please give me toothpaste?” If you did, what would happen? Maybe you should try this out the next time you go shopping. What would happen is that the store attendant would ask you, “Which brand would you like?” You will face the same situation if you went to buy almost anything in the market, unless it was buying mangoes from a street vendor. Products are known, recognized and bought by their brand.

I teach career management in global corporations and have been doing that since 1994. You can see my presentation on career management on my YouTube channel https://www.youtube.com/user/YawarBaigAssociates . The link to the presentation is Careers in Global Corporations http://bit.ly/2ZY3KW5 . I’ve taught this course in GE, Motorola, IBM, Microsoft, National Semiconductor and many other corporations in America, India and elsewhere. But more importantly this is what I practice myself, in my lifelong effort to add value to others and thereby to myself. That is how I define my career. That is my differentiation. Adding value to others.

What is differentiation?

Differentiation is to stand out. Not blend in. Incidentally that is also how I define leadership. Let me give you another example; how do you introduce yourself? More than likely you say, “I am an IT professional or engineer, doctor, teacher, whatnot.” Well, so are a million other people in the world. You are one in a million in the wrong sense. You need to become one in a million in the sense of that proverb. That is differentiation.

Why Differentiate?

Because Differentiation creates Brand

Brand inspires Loyalty

Loyalty enables Influence

Without differentiating you are one grain of rice in a sack. You are still rice, but one grain in a sack. Nobody knows you exist. Nobody cares. Nobody understands this better than Apple. Or Coke for that matter. And that is why these brands inspire loyalty that seems extreme and even absurd to others. But it is neither. It translates into a totally loyal customer base which is money in the bank and make Apple and Coke the most valuable brands in the world.

In the podcast that goes with this article, I will tell you a story about brand that happened with me in 1996 and has stayed with me all these years and is one of the most powerful illustrations of the power of brand. Don’t miss that podcast. Please subscribe to our channel and you will be alerted every week with a new episode.

How can I differentiate, you ask? Let me tell you a story from my life. But first, the principle; you differentiate by doing what the rest of the world is not doing and doing it in a way that is graceful, dignified and beneficial to all concerned. Differentiation is not about being freaky. It is about standing out in a way that inspires respect and the desire to emulate in those who see you.

It was 1989 and I was a Manager in the tea plantation industry in South India. I had been in the industry since 1983 and had developed a reputation for high productivity and excellent labor relations. A very big advantage in a highly labor-intensive industry with a militant unionized workforce. I was ambitious, high-energy and looked forward to a fast-track career. At that time, I was transferred to our company’s garden in Assam. The job was at the same level as I was at but came with better perquisites and a slightly bigger span of responsibility. What it also came with was the ‘opportunity’ to be as far away from the company headquarters as is geographically possible, when your company HQ is in Chennai. For some this may have looked like a good thing. To me, it didn’t. In the corporate world, ‘out of sight is out of mind’. So, I declined the transfer. This was not easy for me or my bosses. This was a trying period because suddenly I had no specific job. I had to leave my job as the Manager on Lower Sheikalmudi Estate because that job had already been assigned to another colleague. That left me literally homeless as there were no bungalows in the Anamallais where I could live. It is a measure of my reputation with the company and the understanding of my superiors that I was not simply sent home for refusing to accept the transfer. I was sent off to Mango Range until the management could decide what to do with me. We stayed there for six months. I was getting my salary, but I had no work. No office, no superiors to report to. No assignment. Nothing to do.

I was assigned a bungalow in a forest thicket, which was in a dilapidated condition. The location of the bungalow was lovely, and it was a joy to wake up to bird calls every morning. However, the house itself looked like it would collapse on our heads at any time.  Of particular concern were the walls, which were so waterlogged that they had fungus growing on them in huge patches. My wife is an amazing homemaker and all her talents were put to test in this place. Out of this dilapidated house she created a lovely home which we enjoyed living in.

Now, this is where differentiation comes in. Anyone else in my position would have done one of two things. Either they would have resigned and tried to find another job. Or they would have considered this period as a paid holiday and enjoyed it. I enjoyed it alright, but not as a paid holiday and I didn’t leave or even try to find another job. I loved my job in the plantations and had no intention of leaving until someone kicked me out. So, I wanted to ensure that didn’t happen. Since I had no regular job, I decided on doing two things:

For a long time, I had been talking about the need for systematic training of new assistant managers. The current system in the plantations was that a new assistant would be put under a manager and what he learnt or didn’t depended on the capability, interest, and energy of himself and his manager and field or factory officers. If the assistant was lucky and got some people who were both knowledgeable and interested in teaching, then he learnt a great deal. If not, he remained guessing. This is a highly undesirable system, which is very time and energy intensive and does not give standard results. I had been advocating for several years the need for a standard textbook on tea plantation management, which could be used to provide standardized training. Any additional inputs that the young man’s manager and staff could give him would only add to this, but he would not be deficient in the basics.

During my stay in Mango Range, I decided to write this book and in 6 months, I produced a 200-page Manual of Tea Plantation Management. Remember, this was before we had access to computers. The best we could get was a 386 desktop and DOS-OS. So, I wrote the book on an ordinary typewriter and then re-entered it all on a 386 at the head office when it was done. No copy paste, no cut and paste, no auto-correct or spell check. Windows were in the wall and what sat in your lap couldn’t be typed upon. At the time of its publication there was no such book on the market, and it was a source of great satisfaction for me. My company published it as an internal training book and though it was never a commercial publication, it did get fairly wide publicity and was used by many new managers. The biggest lesson for me was about the power of the written word and its high credibility in making your customer base aware of what you have to offer. I never forgot that lesson and today, I have just published my 35th book. After that book there was no way that I could be ignored, not that I feared that. I had a lot of people who I had dealt with over the years rooting for me in the company.

The second thing I did was to spend a lot of time in Mango Range factory and hone my expertise in CTC manufacture of tea. I was very fortunate in that Mr. T.V. Verghese, who had retired as a General Manager in Tata Tea and was consulting with our company on CTC manufacture, was a regular visitor and we became good friends. He shared his knowledge freely and I learnt a great deal. He was a practical teacher, which meant that I got to spend a lot of time on my back on the floor meshing CTC rollers with grease anywhere on my face and body that grease would stick. I learnt all aspects of manufacture hands-on, further reinforcing my belief that learning comes from doing – not from talking about doing. In Murugalli Estate, I’d had a lot of experience in Orthodox manufacture, and even though I had built Mayura Factory, the premier CTC factory in South India, I was moved as soon as the construction was over – thanks to a motorcycle accident. Consequently, my knowledge of CTC manufacture was weak. In Mango Range, as a student of Mr. T. V. Verghese and thanks to his willingness to teach, I rectified that deficiency. It was ironic that thereafter I went to Ambadi, which was a rubber plantation and never really used this knowledge, but it did come in use for writing a paper comparing Orthodox and CTC methods, which I presented at the UPASI Annual Conference in 1989.

Mango Range was an interlude in my career. I was marking time and waiting for some positive change to happen, and in the meanwhile, I enjoyed myself. It has long been my philosophy to live one day at a time and to try to create as much happiness for myself and around me as possible. I have learnt that the two are the same. You can only be happy if those around you are happy. This is true whether you are an individual, an organization, or a country. Imagine what a wonderful world we would have if instead of competing, we collaborated and shared resources. We would all be wealthier, happier, and healthier. I have always held that the secret of happiness is to be thankful for and enjoy the small things in life. There are far many more of them than the big events. If we can enjoy the small things, then we can be happy all the time. The key to enjoyment is to appreciate them and be thankful for them. An attitude of gratitude. The key to contentment is not amassing material but in being thankful for what one has. The happiest people are those who are content. Content people are those who are thankful. Material wealth has nothing to do with it. 

One of the things that I was very appreciative of and thankful for was the leisure that I had in Mango Range. I had no specific work except what I decided to do for myself. And I was still getting my salary. So, I decided to learn golf. I got a caddy from Ooty Golf Club to come and stay with me in the estate for three weeks. His name was Frank Augustine (I used to call him Frankenstein) and he looked like a dried prawn. When he swung the club though, he always hit the ball with that sweet phut that all golfers love to hear. And the ball would travel straight like a bullet down the freeway. Whereas my club would come up with a good measure of earth and top the ball to boot. Shows that technique and not strength of the arm is what works in golf. As it does in many other things in life. Frankenstein believed in hard work – meaning, making me work hard. He set up a practice net, produced a set of one hundred used golf balls and we were good to go. I would hit the ball into the net until I felt my arms would drop off. All the while, Frankenstein would sit on his haunches under the Champa tree that was to one side and watch me and make clucking noises. The effect of all this clucking and my swinging at the ball became clear when one day about midway in our training Frankenstein suggested that we should go and play a round at the club. So off we went on the three-hour drive to Ooty. After a cup of tea and a sandwich, I teed off and that is where all the practice paid off. Ooty Golf Club has very narrow freeways bordered by spiky gorse. If you didn’t hit your ball straight, you would send it into the gorse and then you may as well forget about it –  or pay to get the ball back by leaving your blood on the gorse and acquiring gorse thorn furrows in your hide. As Frankenstein continued his mother hen act, I could see the distinct improvement in my style and capability.

Differentiation creates Brand. I got noticed and appreciated and was rewarded with one of the toughest jobs in the company. I was sent to New Ambadi Estate as its Manager. Two estates, two factories in Kulasekharam, Kanyakumari District of Tamilnadu, which is geographically in Tamilnadu and spiritually in Kerala. Highly militant, unionized, communist unions with a history of violence. And to top it all, I didn’t know the first thing about rubber estate management. I had not even seen a rubber tree in my life until then. That is another story of great friends, like Arun, who taught me all about rubber. I successfully faced the tough unions and not only won but made lifelong friends with the union leaders, so that when I was leaving Ambadi three years later, the General Secretary of the CITU, came to my farewell party, unannounced and delivered such a speech that he had us all in tears. But as I said, that is another story.

The meaning of ‘Covenant’

The meaning of ‘Covenant’

In the plantation world we had two cadres of staff: Covenanted and Non-covenanted. Covenanted Staff started at Assistant Manager (or Assistant Superintendent) and Non-covenanted staff ended at that level. There were very few exceptions to this ‘rule’. This system was an outcome of the fact that the British planters who ‘opened’ the plantations and for almost a century later, were all army-men, almost to the last one. They implemented the Army/Military system of Officer Staff and NCOs in the plantations also. The ‘glass ceiling’ was made of toughened, almost armored glass and was very rarely penetrated and never broken. Interestingly the same system exists in India, in the Army and Police (IPS Direct Recruits) to this day.

The pecking order of the servants in the bungalow was that the butler was on the top, followed by the Chokra (a Hindustani word with a derogatory tone which literally means ‘urchin’). This worthy was the assistant of the butler who did all the cleaning, scrubbing, and polishing work in the bungalow. Then there was the gardener who did all the work outside. If you had a cow, there was the cow-keeper. There was the dhobi (washer man) who washed and ironed your clothes. All these for you as the Assistant Manager in South Indian gardens. I am informed that Managers in Assam and Bengal had more servants and bigger bungalows.

When you got promoted and went to the Big Bungalow, you got an additional servant inside the bungalow and a driver for your car. The pecking order remained the same. The pecking order was very strictly followed. Almost always the only person you spoke to or who spoke to you was the butler. He was the one who handled the money. You would give it to him, to give to the others or to the provision merchant from whom food for the bungalow was bought on credit. Credit played a major role in life as most assistants had no money. Many who liked high living had club bar bills that took up most of their salaries and so they lived on credit. This was obviously an evil because apart from the obvious reasons, many butlers set up their own kickback systems as a result. It was a given that you would pay more for provisions than other people but that was the burden of being the Chinna Dorai (Small Boss).  

One cardinal fact of plantation life always took its toll – nothing in planting life was private. If you took a bribe, its exact amount, who gave it, and for what, was the subject of much conversation in the bazaar. If you refused to be corrupt and lived a life of honesty, that also became common knowledge. The result was that the actual love and respect that you received from the workers and staff was directly proportional to the kind of life you lived. And in the end, it affected your own success, the loyalty that people showed you, and the peace of mind you lived with. People spoke with great respect about managers who were incorruptible and with disgust and disdain about managers who were corrupt. And in a place where you were the subject of most conversation, public opinion made a very big difference to your success as a Manager.

Most people understood the responsibility and meaning of being ‘Covenanted Staff’ and that it was precisely the superior moral position that gave them the ‘command authority’ that neither any special educational qualifications nor social order bestowed on them. They understood the importance of these unwritten rules and respected them. But there were others who abused this position much to everyone’s disgust. They didn’t realize until too late that the resultant loss of respect was the most expensive loss they would ever suffer and something that was never redeemable. In my decade in planting, I had the opportunity to see both kinds. People for whom I developed the highest respect and those for whom pity, and contempt were the only emotions possible.

Traditionally, like in the army, there has always been a social distance between the Managers and other staff. There is social interaction, but in a very formalized and rule bound way. Most of it is restricted to ceremonial occasions around festivals. The Manager was the ‘Headman’ of the estate and was expected to be completely secular to the extent that he was supposed to preside at all festivals irrespective of his or the celebrator’s religion. We had Hindu and Christian Managers presiding at Eid celebrations and Muslim Managers flagging off the cart bearing the deity at temple festivals. I flagged off such carts on many occasions, then stayed for a cup of tea and left, so that the workers could carry on their celebrations unhindered by my presence. When to arrive and when to leave are very important things to know.

This tradition came out of the history of plantation labor almost all of whom were Dalit and in their own homelands, were not allowed into temples as they were considered ‘untouchable.’ But in the plantations, thanks to the fact that they were all displaced and almost all from the same caste, they created their own religious customs. So many temples in the plantation districts have Dalit priests, an anomaly in itself. Later, some Brahmin priests who were perhaps short of money in their hometowns started to come and preside at the temple, but the shots were called by the Dalits who built the temple and paid their salary. So, Dalits could not be prevented from entering the temple and were treated respectfully by the priest. That is why the religion of the Manager didn’t matter; by definition, a Christian or a Muslim were untouchable in the Hindu caste system anyway. But in a world comprised of untouchables, everyone was touchable.

The Managers were initially all British, Christian, and white and lived by their own traditions which were more British Military than Christian. Many of them were only nominally practicing Christians for whom the daily pilgrimage to the local Planter’s Club bar was more sacrosanct than weekly attendance at the Church. Over the years, more out of necessity than ‘equal opportunity,’ the British planters started recruiting Indians to the ‘Covenanted Staff’ cadre because British youngsters were not willing to go out to India. These people came from upper class families, sometimes local nobility (which is how we had a number of Hyderabadis from the noble families of erstwhile Hyderabad State). The key, non-negotiable requirement was social acceptability. The logic was that everything else could be taught. But Covenanted Staff needed to be people who held themselves apart and considered it necessary to behave by a higher moral code. To give this a positive spin, it was probably not racism alone but the need for the Officer Cadre to have the moral authority to command.  

These people and their families automatically got membership in the Planter’s Club and were strictly supposed to follow tradition. Almost everyone did to the extent that many even spoke their own languages with a British accent. I used to have a very hard time trying to keep a straight face when I heard emanating from a black Tamilian face the words, “Angamootoo yenge da irkain??” in a very British accent. Those of my readers who know Tamil can probably imagine how funny this would sound. There is a very funny story about one of these black-outside-white-inside managers driving to visit another manager friend in an estate where he was not familiar with the roads. He stops his car and calls out to a worker who was walking down the road, “Dey, payyan inge wa da. Inda wali yenge pohudoo?” The man, obviously irritated replied, “Dorai inda wali nayra Englandu ku pohudoo” (Sir this road goes straight to England). Once again those who know Tamil will see how highly disrespectful this entire conversation is towards the worker. There is nothing more pathetic than someone who disrespects his own people and imagines himself to be superior and different because of his pretensions.

I remember with amusement my first job interview in 1978 with the Kannan Devan Tea Company (now Tata Tea) in Munnar, Kerala. I was asked to report one day prior to the date of the interview. An old friend, my senior in school (Hyderabad Public School, Class of 1972, when Satya Nadela was 3 years old) Shahzad Abbas, who was an Assistant Manager and knew the ropes, told me that this was to see if the candidates would fit the social scene. I was to wear a tie and lounge suit, he said. We would start in the Men’s Bar and after the drinks were over, we would be asked into the dining room to have dinner which we would have all together. While we did this, different people would come and talk to us. And all this would be observed and would count in our favor or against us in the interview the next day.

Sure enough, that evening we were asked to present ourselves at the High Range Club, sharp at 7.00 pm. About twelve of us in various styles of suits and ties found ourselves in the Men’s Bar (women not allowed). We were asked what we drank. When it came to my turn, I said that I would like to have a soft drink. People looked at me with various expressions; the barman with pity, fellow contestants with derisive smiles, and other inhabitants of the bar with a variety of expressions related to whether they thought I was a poor fool, uncultured, or just plainly idiotic. To put the record straight, someone in the meanwhile gave me a fresh lime soda.

As I sat there (I was all of twenty-two years old) wondering about the job that I had applied for and what drinking alcohol had to do with it, I heard a loud, “Hello there!” I looked up to see a florid red face in a body without a neck and a large smile looking at me. “So, you don’t drink, eh?” he asked. Seeing that I was drinking a fresh lime soda (what else can you do with an FLS?) and that he could see what I was doing, I decided to keep silent and simply smiled and nodded. Smiling and nodding is an excellent strategy to allow people to interpret whatever they want.

“Tell me something young fellow,” he said, “Do you play cricket?”

I said that I did, but others who played with me wished that I didn’t.

Then he asked me, “Are you a Mason?” At that time, not being aware of the Free Masons Society I thought he wanted to know if I could build walls. “No, I’m not,” I said.

He looked me up and down with a sad expression on his face and said, “You don’t drink, you don’t play cricket, and you are not a Mason. Boy! You don’t have a chance.” Then looking at my face once again, he said, “Anyway, don’t worry, I am not on the recruitment panel.”

As it turned out, that did not make any difference to the outcome since those who were on the panel had the same views. I was asked a lot of questions about everything other than planting tea and given the ‘kiss of death’ – “Thank you very much, we will get back to you.” In plain English this means, “We are very glad that we are seeing the back of you.”

Thinking back over this incident, what is clear to me is the principle behind this method. In a place with a limited population (you did not count the estate staff and God Forbid, the workers as people) that you could socialize with, it was essential that you hired people who were socially acceptable. So social values that matched those of the locals had overwhelming importance. The skills of tea plantation management were all trainable. On the other hand, eating at table using the right fork for the right meat, drinking yet not getting drunk, making conversation that was inane yet interesting, dancing decorously with the manager’s wife and so on were all skills that were either thought to be not trainable or too much trouble. So British managers (including their acolytes, the Brown Sahibs) hired young people from backgrounds that were socially acceptable to them and then trained them for job related skills, on the job. I obviously didn’t match and so was rejected.

The Sahib’s prediction was right, even though he was not on the panel.

I was determined to join planting and had applied also to the other big company in South India, Harrisons & Crossfield (later Harrisons Malayalam and then Malayalam Plantations). A few days after I returned home to Hyderabad, I got an interview call from Harrisons. The letter read, ‘You are invited to attend an interview at The Westend Hotel in Bangalore. You will be paid second class train fare and Rs. 50 out of pocket expenses. It was clear that Harrisons didn’t want their assistants to put on weight. I was delighted to get the letter. The problem was that I had never been to Bangalore and didn’t know the first thing about the place. So, I booked myself on Indian Airlines (no other domestic airlines then) and booked myself into The Westend Hotel, the only place in Bangalore that I even knew the name of. I arrived in Bangalore the evening before the interview. The hotel picked me up from the airport and the next morning, I presented myself for the interview. The Westend was a Spencer’s hotel at that time, if I recall correctly and Taj had not taken it over. It was and is still one of my favorite hotels for the magnificent old trees in its grounds, it lovely old rooms (don’t like the new ones) and its excellent service. I stayed there many times since then, but 1978 was the first time I stayed at the Westend Hotel in Bangalore.

The interview was in the suite of the Visiting Agent of Harrisons, Mr. Mccririck (I learnt his name only later), one of the many Scotsmen who were in tea. Wonderful people who left behind great memories of hard work, hilarious eccentricity and great friendships. I waited my turn in the lounge. Precisely on the dot a tall white man in a suit walked in with his hand extended, saying, “Good morning Mr. Baig. How are you? Please come.” We went inside his suite into the internal lounge where he invited me to take a chair facing the window which put me with the light in my eyes while he was in the shade.

“So, how was your journey Mr. Baig?”

“Very comfortable, Sir.”

“How long does it take to get from Hyderabad to Bangalore?”

‘One-hour Sir.”

His eyebrows shot up. “How did you come?”

“I flew, Sir.” Technically that was not true because I only sat while the pilot flew the plane, but there I was.

“Hmm! Where are you staying in Bangalore?”

“Here Sir.”

I think he heard a question in my tone and not a statement, so he said, a bit testily, “Of course, in Bangalore, where are you staying?”

“That is what I mean Sir. I am staying here, in this hotel.”

“Are you staying here at the Westend?” Now the eyebrows pretended to be the hairline. “You read the interview letter, didn’t you?”

“Yes Sir, I did. I am staying here. But I am not asking you to pay for it, Sir.” I thought that I had committed suicide and that the interview was over.

Mr. Mccririck asked me a couple of other questions, which looked to me to be more time fillers than anything else. I steeled myself for another kiss of death but then he said, “Well Mr. Baig, I am happy to have met you. You will get a letter informing you about the estate you need to go to for the extended interview. And please give us the bills for your travel and hotel. We will be happy to reimburse you these expenses. Thank you for coming.”

I was selected and posted to Ambanad Estate, under Mr. Ansari, who had a fearsome reputation for being a very hard taskmaster. However, before I could join, I had an offer to go to Guyana and leapt at the opportunity to go abroad. I spent five years there and returned to India, to join tea in the Anamallais in CWS (India) Limited, under a harder taskmaster, Mr. K. Ahmedullah. The best thing in life is to start your career under a hard taskmaster. For me, I had already been working for several years, but in planting, which was my first love, as evidenced by my persistence in trying to become a planter, I started under Mr. AVG Menon as my Manager and Mr. K. Ahmedullah as the General Manager, Plantations. Anyone can teach you what to do. But hard taskmasters teach you standards. That is the biggest favor that anyone can do for you. That is what I owe to AVG and Ahmed. Both were the kindest of people off the job, but on the job, it was a different matter. If you did well, not only did they appreciate it, but they made sure that your work was highlighted as yours and they didn’t take credit for it. But if you were careless, or brainless, then you were in for a chewing. Mind you, if you made a well-intentioned mistake in trying to achieve something new or introduce an innovation, your ‘mistake’ was praised. But if the mistake was because you had not applied your mind, were just being plain lazy or stupid, then you learned about that pretty graphically.

Planting was more about life than about tea. I had many teachers, all of whom I honor in my memory. Mr. AVG Menon, Mr. K. Ahmedullah, Mr. N. K. Rawlley, Mr. Saleem Sharif, taught me Estate Management. Mr. O. T. Varughese, Mr. Poovaiah, Mr. K. V. Choodamani, taught me about field operations. Mr. Madhavan and Mr. Hamza taught me Orthodox manufacture. Mr. T. V. Varughese (ex-GM, Tata Tea), taught me CTC manufacture. And all of them taught me about life, culture, decision making, conflict resolution, standing up for yourself and those under you, and more than anything else, taking pride in your work. AVG, Mr. Ahmedullah and Mr. Rawlley would take the Assistant with them when they visited the estate or division. Mr. Ahmedullah and Mr. Rawlley both had a very disconcerting habit of turning up at the crack of dawn, when I would still be in my muster. One of our Field Watchers would come racing, out of breath, gasping, “Company Dorai wandirkiraar.” (General Manager has come).

“Yengay irkiraar?” (Where is he?) I would ask, with visions of Mr. Ahmedullah walking into the Muster behind the man.

“Padanetta numberil boundary ley irukkiraar.” (He is on the boundary of Field No. 18). Grab your hat, leap on the bike and race down the rough, narrow field roads to the boundary where your fate awaits you.

“Good morning Sir.”

“Good morning. When was this field last plucked? How is your manuring going?” If these were the kind of questions, you could start breathing.

Otherwise it could be, “All these blue flowers look lovely on the tea.” Then you knew that your end was near. The blue flowers were the flowers of Morning Glory (Ipomoea), a beautiful garden creeper for everyone in the world and a noxious weed for tea planters. If allowed to grow it would cover the tea and result in serious drop in crop. The reason Mr. Ahmedullah and his generation started inspection from the boundaries was because those were usually the most neglected parts of the estate. In planting there is an old saying, which says it all. “The dust from the Manager’s boots is the best manure for the tea bush.” Estate management is not rocket science. It is a lot of walking and climbing hills. You need to love doing it or you won’t, and it will show. The field boundary in South India, meant either the bottom of the slope ending in a swamp or the top of the hill, sometimes 2-3000 feet above ending in the forest. Not the most inviting places for most managers and assistants, except wildlife crazy cracks like me. The reward was some of the most magnificent views that you can ever hope to see. That is why in planting they looked for temperament and extracurricular interests so rigorously.

Parambikulam Dam, backwaters, seen from Murugalli Estate, Anamallais

I loved and love trekking up and down slopes. I would go down almost daily as I normally didn’t take my bike to the Muster. I would start off earlier than anyone and walk down to the bottom of the slope from my bungalow. In the swamp, I would be greeted by a pair of Barking Deer that lived in that patch of tea. Then I would walk along the bottom of the tea, cross the swamp, noting where Wild Boar had been digging for wild yams, up the other side and walk along the road, leading past the coffee area of Lower Sheikalmudi Estate. That was where many a day, I would see the last of the bison herd (Indian Gaur) or Sambar, before they went off into the forest for the day. Once in a while I would hear elephants as they moved through the coffee area on the way to Candura where they rested in the thick forest between the two parts of the estate. Then I would walk up that road to UD Muster by the time the workers started to gather. Of course, my progress would be monitored by the workers and their families who could see from their ‘lines’ (housing) any movement on the roads. Nothing is hidden in the hills. I could imagine the grapevine, “Dorai warraar.” All good for the tea, for discipline and to gain respect. All lessons learnt from my wonderful teachers, who practiced the same things.

Tea planting was a way of life. It was not a job. You loved it and thrived. Or you didn’t and left. I loved every moment of it and still do. You can’t be a good planter if planting is merely a job for you. Planting is a lifestyle, which even to this day, I will be very happy to return to, if someone is ready to give me a job, mentoring youngsters who join planting. For me, just to live in the Anamallais is a privilege. Any takers?

For more please read my book, ‘It’s my Life’, available on Amazon worldwide.