Considering the kind of negative publicity being received by Sourav Ganguly over the last few weeks it seems amazing at the speed in which the Indian public and press seem to have forgotten the achievements of the most successfull skipper in Indian History.
To present the contra-view I shall be focussing on the important learnings that one can learn from Ganguly's stint as a leader,which include things he has done and could have done. In what is the first in a series of writings I shall be focussing on what I feel are the essential traits of an effective leader. I believe that a good leader has to be blessed with certain inherent qualities as well as be the one with an open mind which will allow him to learn from the environment.
I shall not go into a theoritical detailing of the traits. I shall merely trace out certain integral aspects that made Ganguly an effective leader. I choose to call it 'THE GANGULY PRINCIPLES'. It is a collection of principles in no particular order. To start with a strong leader needs to have all of the following: wisdom, sincerity, benevolence, courage and strictness (Sun Tzu). In today's world this roughly translates into experience, honesty, the ability to bestow faith in youngsters, guts to stand up and speak for teammates and not hesitating to weild the axe if the situation comes to that. While some of these are inherent the others have to be inculcated from the environment at hand.
Principle 1
What we thus learn from Mr.Ganguly is that a leader must initially begin from a position of trust in the ability of all his teammates. He must give all of them an equal chance to prove their worth. This will essentially have two outcomes- either they will succeed or they will fail. In the event of them succeeding the leader's job then becomes harnessing their capabilities to use it to complete the task at hand in the best possible manner. In the event they fail, the leader's job then becomes to coach them and guide them on a point-by-point basis and monitor their performance. The advantage of this system is that your teammates have no choice but to obey the leader and his commands because he has already given them the initial leeway to do it their way, which they were not able to achieve. However the time horizon given to the teammates may differ under different situations keeping in mind the urgency of the task in hand.
Principle 2
The leader is essentially a paradox of virtues, which makes life miserable for him. It is often said that 'uneasy lies the head on which rests the crown' and this couldnt be more appropriate. On one hand the leader has to have a steely resolve and a strong task focus. On the other hand he also has to take into account that he is dealing with humans, each of whom are dealing with their own personal monsters. This is where principle 2 comes in. A good leader realises that it is almost impossible to carry everyone along everywhere if a task has to be completed. The leader has to tread very delicately and not eject people unless it is absolutely necessary. Ejecting people is always a tough job and this is where personal courage and charisma comes into the picture. The person (s) being ejected or rested should realise that it is being done keeping in mind the task at hand.
Why is courage required? Courage is required so that the leader can ignore personal likes and dislikes in taking these decisions. And Charisma? Charisma and stature is required so that the person (s) who are at the receiving end have enough faith in the leader to know that they are not being victimised against and are genuinely not in fit with the goals of the team.
Principle 3
The leader has to also exhibit personal dignity in the face of crisis and criticism. One may recall that Douglas Jardine, the English captain during the Bodyline series had once offered to drop himself from the team for a test match owing to lack of form. Such personal conviction is rarely seen. The important lesson to be learnt is that a leader is not above mistakes. A great leader is one who accepts mistakes and assumes responsibility for his actions, something that is missing in most leaders today. It is also important to convey to the teammates that a leader is not god, nor is he invincible. If not anything it helps in rallying the team around the leader.
However there is an important corollary attached to this principle. On no account should a leader fall victim to hypocrisy and lack of courage. He must do what he preaches, even if it means sentencing himself to death. Moreover he should be brave enough to accept responsibilities for failures, only then will success illuminate him.The true leader does not look for excuses and scapegoats. If anything he tries to ensure that others are not made scapegoats in the event that something goes wrong. If a fall guy has to be selected and if the leader realises that he is accountable, then he should volunteer to be the fall guy.
It is tough, but not impossible to follow principle 3. However it can only be followed by those with a brave heart, people who will ultimately realise that failures are nothing but pillars on which eventual success is built up.
To conclude the first part I shall leave you with a verse from Rudyard Kipling's If, something that justly sums up what I have tried to explain
If you can keep your head when all about you
Are losing theirs and blaming it on you;
If you can trust yourself when all men doubt you,
But make allowance for their doubting too;
If you can wait and not be tired by waiting,
Or, being lied about, don't deal in lies,
Or, being hated, don't give way to hating,
And yet don't look too good, nor talk too wise;

Posted at 01:56 pm by Rishin
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