BW Communities

Greed And Glory!

BW Online Bureau Nov 08, 2014

<?xml version="1.0" encoding="UTF-8"?><root available-locales="en_US," default-locale="en_US"><static-content language-id="en_US"><![CDATA[The Drona syndrome that captures the mindset and behaviour of Drona as vividly captured in this case is widely prevalent in corporates today. While management science is full of motivation theories, a closer look at the circus that goes on in corporates reveals that only two things seem to be the ultimate motivators: greed and fear! Blake & Mouton's Managerial Grid as it focuses on ‘concern for people' and ‘concern for production' as a framework to explain leadership behaviours seems quite incomplete in modern management. The Drona Syndrome calls for an addition of ‘concern for self' to the framework to explain the leaders' behaviours in organisations today. Let us count Drona's blessings as recounted by Vineetji: "Drona is beyond description and praise. No words can express his valiance, his greatness, his power." And as for his curses: greed and vengeance. When greed is not met, oversized ego, dishonesty, attachment and abandoning his svadharma. This is pure concern for self at a high with low or zero concern for any common good. Did we not witness this big time in the collapse of financial system in 2009 — managed by bright smart managers? Nothing brings this out more eloquently than by a 1983 Harvard Business Review classic titled ‘The Parable Of The Sadhu'. This was a real story of how a whole lot of mountain climbers chose to do as little as they can get away doing with for a dying sadhu they encountered so that they can press ahead with their expedition. This was an issue of where our responsibility begins and ends with respect to a fellow human being in dire need of help. This case also raises issues that all of us as managers and employees confront each day at work. To quote the author, "We cannot quit our jobs over every ethical dilemma, but if we continually ignore our sense of values, who do we become?" Vineetji remarks, "Drona of perfect pedigree, great lineage, best opportunity and education, had lost his mind throbbing with anger. Not a good quality for productive work." Cleary evident from this are two things: a complete lack of conscientiousness and totally possessed by ego that runs wild. The modern day version of Drona syndrome includes mindless acquisitions by power-hungry and self-serving CEOs for whom swelling on the job is more important that growing up! And, as it happened with Drona in this case, you do not complain when rewarded for ‘accomplishing' such feats! Corporate Dronas are on the increase globally perhaps because they are rewarded with pots of gold for leaving the company after wrecking them — call them separation package! Jim Collins narrates the story of the corporate icon, Lee Iacocca who saved Chrysler from the brink of catastrophe. However, many of us may not remember what happened with this ‘role-model' leader post this signature accomplishment! His ego took control, he starred in over 80 commercials, entertained the idea of running for President of the US, and even as Chrysler's stock plummeted by over 30 per cent during the second half of his tenure, he would not bow out! He postponed his retirement several times such that insiders at Chrysler began to joke that Iacocca stood for "I Am Chairman of Chrysler Corporation Always!"And when he finally retired, he also demanded a private jet and stock options!" He even reportedly joined the forces to launch a hostile takeover bid for Chrysler! This is not an isolated case in corporate history. True that there are no peaks without valleys. When the student brings this wisdom up in conversation, Vineetji observes: "...underlying these personas is fundamental Drona-mind… Look at the reason or cause behind abandoning his svadharma!" In most cases of organisational illnesses, we see what Vineetji attributes to Drona, ‘the bull-headed chase of Drupad' — i.e. chasing greed and power! A larger purpose can be thought through and embraced reviving our svadharma as well in the process. Vineetji also says: "Simply, he was not happy with the choices he was having to make! Finally, it is your guna (mindset) that determines your personality, not your birth or lineage! Drona was the epitome of a conflicted mind." For corporate Dronas, the situation is no different, but there is a way out in what Jim Collins calls "Stockdale Paradox". Stockdale paradox is the ability to retain faith that you will prevail in the end regardless of the difficulties and at the same time you need to confront the most brutal facts of your current reality, whatever they might be. This is exactly what leaders have done in good-to-great companies. To the question "Does Drona realise his errors at all?" by Amrita, Vineetji makes an emphatic observation: "I guess he did. It must have revealed in various ways. Began with Duryodhan piling pressure on him for more conquests — and Drona was easy to manipulate." Remember the Chinese proverb? If the student is ready, the teacher will appear! And hopefully, the teacher is not Drona! C. Mahalingam is executive vice-president & chief people officer with Symphony Services Corporation (This story was published in Businessworld Issue Dated 16-01-2012)