The passing away of Field Marshal Sam Manekshaw marks the end of a Chapter in the glorious history of the Indian Army. He was the Chief of Army Staff during the 1971 India-Pakistan war which resulted in the creation of Bangladesh. Though he was the chief of staff, you do not find his image in the picture which is the most potent image of that faithful event. That picture contains the image of Lt. General Arora accepting the surrender of Pakistani Troops from General AK Niazi at a famous signing of the instrument of Surrender.
I have read a huge number of articles on the Field Marshal’s qualities, but I find this one of the most important. A great leader is a person who has the ability to identify great talent, nurture that talent and allow the talent to grow and most importantly receive just rewards for success instead of trying to usurp it. The Field Marshall had great subordinates because he encouraged them and stood by them in their good times and bad.
I once had a boss who would say “when in the field think like me, and I will back you up”. He could identify great people and enthuse in them a sense of commitment and ambition. He would support them when they needed it. He managed to really grow the team and the company, but he faltered in the final steps. The ability to allow his subordinates getting their just rewards.
In today’s corporate world the biggest challenge is identifying “doers” and “achievers”. More often than not managers tend to hire people not for the benefits that they may bring to an organization, but for their ability to be molded. Managers would rather keep subordinates who are pliable and would not outshine them. Where this happens, it is an organizational failure from the top. An organizational failure, because the leadership at the top has not created an environment which encourages excellence. Where making a mistake is frowned upon and to be discouraged with punishment.
Any employee is bound to make mistakes. When it happens, most management tends to go on fault finding and identifying defaulters. A second chance is rarely given. That is where the difference between a good organization and a “great” organization lies. That is where leadership tends to fail.
Leadership is about identifying, nurturing, sustaining, supporting and rewarding. So Lt. Gen J S Arora got the greatest reward of all, a permanent place in History.
I have read a huge number of articles on the Field Marshal’s qualities, but I find this one of the most important. A great leader is a person who has the ability to identify great talent, nurture that talent and allow the talent to grow and most importantly receive just rewards for success instead of trying to usurp it. The Field Marshall had great subordinates because he encouraged them and stood by them in their good times and bad.
I once had a boss who would say “when in the field think like me, and I will back you up”. He could identify great people and enthuse in them a sense of commitment and ambition. He would support them when they needed it. He managed to really grow the team and the company, but he faltered in the final steps. The ability to allow his subordinates getting their just rewards.
In today’s corporate world the biggest challenge is identifying “doers” and “achievers”. More often than not managers tend to hire people not for the benefits that they may bring to an organization, but for their ability to be molded. Managers would rather keep subordinates who are pliable and would not outshine them. Where this happens, it is an organizational failure from the top. An organizational failure, because the leadership at the top has not created an environment which encourages excellence. Where making a mistake is frowned upon and to be discouraged with punishment.
Any employee is bound to make mistakes. When it happens, most management tends to go on fault finding and identifying defaulters. A second chance is rarely given. That is where the difference between a good organization and a “great” organization lies. That is where leadership tends to fail.
Leadership is about identifying, nurturing, sustaining, supporting and rewarding. So Lt. Gen J S Arora got the greatest reward of all, a permanent place in History.
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