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Staying power

Power Through People and Principles

Not Puppets and Prejudices

By Vipen Kapur

Publishers: Mc Graw-Hill, Singapore

Price: Not Mentioned.

FOR the past 2000 years in the history of humankind, the phenomenon of power has shaped and swayed good as well as worse course of events. In the traditional sense, power has been viewed as military might, political power, totalitarianism, economic w ealth.

Occasionally, people talk of power in terms of span of control and technological capability. There is always linkage between people, principles, power, leadership and strategy. Leadership is based on an in depth understanding of values and principles for motivating and guiding people.

Vipen Kapur's treatise is not addressed to any one specific type of person. His guiding ideas cover managers, bankers, academics, entrepreneurs, union leaders, bureaucrats, military officers, politicians and young people who aspire towards leadership in any of these careers. The book is divided into four parts relating to power in different settings and various aspects of life with special attention to corporate life.

Part A deals with corporate culture and values. Corporate culture is generally defined as a blend of values, beliefs, mind-set, policies and work styles which people in a particular corporation follow quite consistently in their day-to-day job performanc e. This culture identifies them and also acts as a binding factor. It also reflects how this group of people will capitalise on opportunities and face threats to their business. It sheds light on the culture of colonial British banks in India and the dra matic change that has taken place in them since 1970. The appendage talks about the importance of culture compatibility, especially in the case of mergers and acquisitions.

An enterprise, during all times of its existence, has to endeavour to meet certain needs, demands and expectations of various segments of society, often referred to as stakeholders. The importance of balancing stakeholder needs, even though they are ofte n conflicting is important.

The successful CEO is one who can `walk the tight rope', keeping an eye on short-term issues, including cash flows, and building a great company with longevity. People, by and large, don't like to feel isolated. People want to be kept informed, particula rly on topics that are important or meaningful to them. People do not like to feel left out or feel insignificant.

Corporate communication must be clear so that there is no room for misunderstanding or different interpretations. The communication must also be timely. Above all, there is no substitute for direct one-on-one, face-to-face discussion between the supervis or and subordinate, or among peers. Such contact is personal and is key effective two-way communication.Part B discusses team work and leadership in a detailed manner with anecdotes, historic examples punctuated with verses and humour. More and more corp orations are recognising and harnessing the power of teamwork.

Some of the major characteristics of the High Performance Teams (HPT) are members cherishing a common goal / vision, befriending each other, trusting each other, respecting each other, enjoying each others' company, listening to each others' views with o pen minds, learning celebrating success together and passionate about something similar to the Three Musketeers' motto - ``One for all and all for one''.

Leaders can enhance their strength through humility. People with humility are approachable, and therefore, get the benefit of diverse opinions and the best ideas. Also, a boss with a humble approach becomes a good motivator and role model. Further the m anager's job is incomplete if he does not act as a mentor of his people.

Moreover, where there is good `people leadership', the potential for excellence and developing future leaders increases. Another outcome of good people leadership is that the organisation develops capabilities to become a market leader, as well.

Debates whether leaders are `born' or `made'. Leadership can show in early childhood through the power of genes or early influences. Also, the impact of environment and mentors on nurturing potential leaders. To cite an example. Bill Gates' leadership is his statement, ``My greatest strength is my ability to transfer my enthusiasm to my people'' - the sign of a great team builder. Furthermore, Bill or Microsoft has made may more employees millionaires than probably any other company in history. Bill, wa s and is of the `born leader' type in a very original way. Above all, to be a leader, one has to have followers and supporters. To be a great leader, the leader has to be able to hold his people together under a worth-while common cause.

Part C theorises that business minus people is equal to zero. These days, almost without exception, chairmen's speeches and annual reports of corporations mention that people are their most important assets. There is no debate against that. The debate is whether these proclamations are being put into practice. It needs to be emphasised that while technical or operational skills must be up-graded, as a person moves up the corporate ladder, greater attention must be paid to improving `soft skills', especi ally leadership. Physical assets are depreciating assets. On the contrary, a human being, especially in a learning organisation is an appreciating asset.

Part D presents the author's personal experiences in his wider corporate life both in India and overseas. To him, with a sense of humour, managers and leaders can be healthier and more popular and therefore more effective in the work place and at home.

His advise to people in power and future leaders, who would wield power: Please count your blessings and be grateful to the people who helped you gain your power; use this power with good principles. Otherwise, the people will take back the power they ga ve you. Positive patience gives us more staying power and more endurance, which are vital in a long-term game, especially managing or participating in culture change. We cannot force change, but we cannot afford to lose heart and give up. We have to be t he catalysts and help usher change.

Vipen Kapur's book is unconventional in its style of corporate life presentation, its instructive illustrations and its practical guidelines. An enjoyable reader to corporate managers, emergent management leaders and students and scholars of management s tudies.

P. Jegadish Gandhi

The reviewer is Professor of Economics, Voorhees College, Vellore.