dynamics of creative leadership

7/30/2019 Dynamics of Creative Leadership

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Dynamics of Creative Leadership

As a HDR professional,

Can every one of us ask,

what I can give to push

HDI ranking to reach top 20 from 134 out of 187 countries.

I am indeed delighted to attend the Annual National Conference of National HRD Network

at Hyderabad. My greetings to the organizers, participants and distinguished guests. I am

happy to know that the theme of the conference is "Energizing for Excellence" whichfocuses on individual, society, team, organization and the Nation. HRD professional has a

big challenge. India is ranked 134 in HDI among 187 countries. How can we improve the

HDI ranking to at least top 20 countries. Of course, to reach the higher performance in

ranking of HDI, we need innovation, excellence and above all creative leadership in human

resource development. Hence, I would like to share a few thoughts on "Dynamics of

Creative Leadership" based on my experience.

Excellence is a self-imposed self-directed life-long process

Friends, excellence is not by accident. It is a process, where an individual,

organization or nation, continuously strives to better oneself. The performance

standards are set by themselves, they work on their dreams with focus and are

prepared to take calculated risks and do not get deterred by failures as they move

towards their dreams. Then they step up their dreams as they tend to reach the

original targets. They strive to work to their potential, in the process, they increase

their performance thereby multiplying further their potential and this is anunending life cycle phenomenon. They are not in competition with anyone else,



but themselves. That is the culture of excellence.

Laboratories for Human Resource Development

Let me share some experiences working with multiple work centers and people

that gave unique experiences to me. Indeed these multiple centers are thelaboratories for Human Resource Development. The centers are the following:

1. High tech laboratory environment

2. Agriculture farming fields

3. School and college environment

4. Visiting Innovative Industrial Complex

Let me narrate my experiences with these centres and share with you friends, what I have

learnt. According to me, all the four lab experiences on the fields have potential human

resource development characteristics.

1. High tech laboratory environment: Selection of Project Directors for the Missile

Programme.

In June 1983 the Integrated Guided Missile Development Programme was about to be

sanctioned. That was the time we had to select the Project Directors for Prithvi, Agni,



Akash, Trishul and Nag. In DRDL, at that time, many experienced Scientists were

competing for this task. Many of them were over fifty years of age. To enable the

selection of the most suitable candidate for heading these projects we followed a novel

procedure. I called for a meeting of the Management Council of DRDL and the agenda

for the meeting was to finalize the criteria required for the selection of the Project

Directors. I asked each member of the Management Council to go to the Board andwrite one characteristic, which he considered essential to be a Project Director.

When we discussed all the characteristics together, there was convergence among

members that the following are the most essential characteristics of the Project

Directors: credibility of the person in achieving excellence in one of the technologies or

management is the first essential quality. Secondly, Project Director should be young

enough to design and develop the missile and lead it to production. Thirdly, the selected

candidate should be a person of highest integrity. With this criterion, Scientists of the

age group below 40 became the obvious choice for selection as Project Directors of the

Programme. Simultaneously, I nominated other experienced Senior Scientists as

Technology Directors with the responsibility of developing the technologies required by

the projects. This created a technological link between the Project and Technology

Directors. Project Directors had the sanctioning power, which created a healthy

relationship between the Project Directors and the Technology Directors.

As an anecdote to this, I would like to mention how we decided on the name of the

projects. In a special meeting we invited all the Project Directors and Technology

Directors to decide on the names. We put the criteria that the name should be indicative

of the performance of the missile systems; it should be simple, there should beIndianness about the name and should be familiar to everyone. On this basis the names

Agni, Prithvi, Trishul, Akash and Nag were chosen and today these names have become

household names in many places. People at large, common man and even school

students are aware of these names and know what type of missiles these names indicate.

The message to you friends, the unique selection criteria for managing the leaders large

project is a learning ground for Human Resource Development experts.

2. Agriculture farming centre: My recent experience with farmers of Uttar Pradesh.

Friends, on 22 November 2012, I visited Barabanki district of Uttar Pradesh, where I

interacted with nearly five thousand farmers and villagers of that region. The DistrictMagistrate over there, Mrs Ministhy S., who is from Kerala and her team, has evolved a

multi dimensional rural development plan which covered health, education, agriculture,

sanitation, enterprise and environment. There I specifically heard from four progressive

farming entrepreneurs about how they have achieved high yield in their produce,

namely; Banana, flowers, wheat, mentha and rice. They told me how they have

innovated a new method of seed cultivation through a machine called seed drum. They

also told me that this seed drum was first invented as a prototype in Cochin, Kerala and

was brought from Cochin for ground level testing and implementation by the Barabanki

administration and the farmers. Friends, this is how rural ideas and innovations need to

quickly disseminate to the entire nation and empower the 800 million rural citizen of our

country. The message is how the Innovation of the farmers in seed cultivation has



resulted in increased productivity.

3. School and college environment - Will-power can defeat any problem.

Friends, recently, an incident which took place in Harali village, Kolhapur District inMaharashtra, where I addressed and interacted with over 2000 of students hailing from

different schools. When I was about to get down from the stage after finishing my lecture

and interaction, a young boy about 18 years of age, held in the arms of his mother cried to

meet me. I called both of them on to the stage. The polio affected boy could not walk, but

he was strong in will power. He told me, "My name is Shailesh and I am from this village

Harali. You told us to have a dream. I am here to tell you my dream. I am a chess player. I

will work very hard and someday I will become a Grand Master". I wished Shailesh all the

best, who has a strong will power and said, ?You will succeed. Definitely, God is with

you.? Dear friends, the message is, "will power can defeat any problem". The environments

of Schools and College will reveal the dreams and pains of the youth. HR leaders should

active participants to learn the dreams of our future leaders and nurture them.

4. Visiting Innovative Industrial Complex - My recent experience at Charanka Solar

Park, Gujarat.

Friends, on 9 November 2012, I visited Gujarat, where I went to the District of Patan

and witnessed the Charanka Solar Park. This Solar Park, which is a part of the state?s

solar power mission, has a capacity of about 214 MWs out of the total 700 MWs of

clean solar power generated in the state. The park has been established as a model PPP

(Public Private Partnership) project with 17 different private partners, each with the

freedom to choose their technology and size and is now the single largest solar park in



India. When I interacted with the administration and managers of this solar park, I was

told, that entire park was implemented from idea to plant in a matter of just 11 months.

The decision to go for Solar Power, even though it was costly, was supported and

subsidized by the government at a fixed purchasing cost per unit, assuming that with the

increasing capacity the cost per unit will come down. And as expected this drop in

generation cost has already happened, with per unit cost reducing to about 2/3rd in lessthan one year of operation.

The solar park has generated many jobs for the local youth who are trained in the technical

management of solar technology and its maintenance. As a social goal, the solar park is also

providing healthcare and education facilities to the local population all empowered by clean

green solar power. It is now planned to extend the Charanka solar park capacity to over 400

MWs of solar power by 2014 using the state of the art thin-film and crystalline

technologies. The message is the vision of establishing solar park has resulted in generating

700 MW of Solar power.

Hence, dear friends, the new thinking, new approach and innovation and taking calculated

risk will bring growth to establishments and the individual leaders.

Now let us see, what worked yesterday, how it will not work today.

What worked yesterday, will not work today

Friends, the world in the 21st century will be a knowledge based society with

multiple opportunities naturally in nations and we have to become knowledge



driven. I was studying a book, "Empires of the Mind" by Denis Waitley. This book

gives what type of the new world which we are facing now? What was yesterday

and what is today. I have modified certain points of the author to suit the

discussions of today. I have also added a third line which relates to action of

leadership. The book specially says that "what worked yesterday, won?t work

today".

Role of leadership in a Knowledge Society:

1. Yesterday - natural resources defined power

Today - knowledge is power

Leadership should empower itself with knowledge

2. Yesterday - Hierarchy was the model

Today- synergy is the mandate

Leadership will be enabler for intersection of multiple faculties towards

mission goals

3. Yesterday - leaders commanded and controlled

Today - leaders empower and coach

Leadership will enrich itself through exposure to the needs of sustainable

development

4. Yesterday - shareholders came first

Today - customers come first

Leadership should inculcate sensitivity to the needs of all the stakeholders

5. Yesterday - employees took order

Today - teams make decision

Leadership will promote team spirit

6. Yesterday - seniority signified status

Today - creativity drives status

Leadership will be judged by innovation and promote creativity

7. Yesterday - production determined availability

Today - Competitiveness is the key

Leadership will constantly evolve more competitive with knowledge,management and technology

8. Yesterday - value was extra

Today - value is everything

Leadership will have the priority to inculcate value addition at every level

9. Yesterday - everyone was a competitor

Today - everyone is a customer

Leadership will value feedback and action based on that

10. Yesterday - profits were earned through expediency



Today - Work with integrity and succeed with integrity.

Leaders will work with integrity and succeed with integrity and act as

promoters of such a culture in their subordinates.

Creative Leadership

I have seen three dreams which have taken shape as vision, mission and realization. Space

programme of ISRO (Indian Space Research Organization), AGNI programme of DRDO

(Defence Research and Development Organization) and PURA (Providing Urban

Amenities in Rural Areas) becoming the National Mission. Of course, these three

programmes succeeded in the midst of many challenges and problems. I have worked in all

these three areas. I want to convey to you what I have learnt on leadership from these three

programmes:

a. Leader must have a vision.

b. Leader must have a passion to transform the vision into action.

c. Leader must be able to travel into an unexplored path.

d. Leader must know how to manage a success and failure.

e. Leader must have courage to take decision.

f. Leader should have Nobility in management.



g. Every action of the leader should be transparent.

h. Leader must work with integrity and succeed with integrity.

For success in all your missions you have to become creative leaders. Creativeleadership means exercising the vision to change the traditional role from the

commander to the coach, manager to mentor, from director to delegator and from one

who demands respect to one who facilitates self-respect. For a prosperous and

developed India, the important thrust will be on the generation of a number of creative

leaders from our educational institution.

Friends, let me discuss with all of you some examples of leadership of different forms.

Certainly, the life of these great human beings will inspire all of you to have an aim in

life, which gives the motivation to acquire knowledge continuously, make you to work

hard and achieve success with perseverance as we evolve into a knowledge society of

the 21st century.

Managing Failure

Friends, when you set upon difficult missions it will bring difficult challenges which

may sometimes produce temporary setbacks. The test of a human being is in

accepting the failure and keep trying until he or she succeeds. Managing failures is a

quality which is the essence of leadership. Let me now tell you an experience in this

regard in my professional life.

When I think of Prof. Satish Dhawan, many incidences come to my mind. I would like to

share with you again, one important incident, which is a valuable lesson to the younger

generation. Friends, some of you know about the first experimental launch of SLV3, for

which I was Project Director. On 10th August 1979, the vehicle took-off beautifully at T-0

and the first stage gave predicted performance. The second stage was initiated, but within a

few seconds, we witnessed the vehicle in a tumbling motion and we lost the flight to the

Bay of Bengal. It was 8 am in the morning. The whole team in spite of all day and night

hard work and sweat for several days, were busy in collecting the data and trying to

establish the reason for the flight failure. Meanwhile, I was called by Prof Satish Dhawan toattend a press conference. Before the press conference, Prof. Satish Dhawan told me that he

was going to handle the situation and I should be present with many of the senior scientists

and technologists. The press conference room was full with media. There was gloom, many

questions were posed, some very powerful, thoughtful and also criticisms. Prof Satish

Dhawan, announced "Friends, today we had the experimental launch of SLV3 to put

ROHINI satellite in the orbit. It was a partial success. It is our first mission of proving

multiple technologies in a launch vehicle. We have proved many technologies in this

launch but still we have to prove some more. We have tumbled but not fallen flat. Above all

I realize my team members have to be given all the technological support for the next

mission to succeed. Subsequently, a failure analysis board established the cause and we

proceeded with the preparation for the second launch.



The second mission of SLV-3 took place on 18th July 1980. It was 6.30 in the morning.

The whole nation's attention was towards the SHAR launch complex, now named after

Prof. Satish Dhawan as a great tribute to him. The mission teams were busy during the

count down and carefully watching the flight sequence. At T-0 the vehicle took off and

we witnessed a text book trajectory. After nearly 600 seconds of the flight I realized

every stage has given the required velocity including the 4th stage. I made an

announcement, "Mission Director calling all stations. The SLV-3 has given the required

velocity and right altitude to put Rohini satellite in the orbit. Our down range stations

and global stations will get the orbit of the satellite within an hour". There was a

thunderous applause from the entire stations and visitors gallery.

The most important thing happened after that. Again, there was a Press Conference. But

this time, Prof Satish Dhawan did not handle the Press Conference. Instead, he asked meto handle the Press Conference with our team members.

There are two messages I would like to convey here. First is about the resilience and

courage to resurge after a setback. And the second is about the role of a leader in

managing failure. The leader should give the credit of the success to the team members.

When failure comes the leaders should absorb the failures and protect the team

members. I could not get this beautiful, technological education of failure management

in any of the text books written by any of the institutes at that time.

Scientific Magnanimity

Now, I would like to narrate an incident which took place during a function



conferring Nobel Laureate Prof. Norman E Borlaug, a well known agricultural

scientist and a partner in India?s first Green revolution, with Dr. M S Swaminathan

Award, at Vigyan Bhavan, New Delhi on the 15th of March 2005. Prof. Borlaug, at

the age of 91, was in the midst of all the praise showered on him from everybody

gathered there. When his turn came, he got up and highlighted India?s advancement

in the agricultural science and production and said that the political visionary ShriC. Subramaniam and Dr. M S Swaminathan, pioneer in agricultural science were

the prime architects of First Green Revolution in India. Even though Prof Norman

Borlaug was himself a partner in the first green revolution, he did not make a point

on this. He recalled with pride, Dr. Verghese Kurien who ushered White Revolution

in India. Then the surprise came. He turned to scientists sitting in the third row, fifth

row and eighth row of the audience. He identified Dr. Raja Ram, a wheat specialist,

Dr S K Vasal, a maize specialist, Dr. B. R. Barwale, a seed specialist. He said, all

these scientists had contributed for India?s and Asia?s agricultural science. Dr.

Borlaug introduced them to the audience by asking them to stand and ensured that

the audience cheered and greeted the scientists with great enthusiasm. This action of

Dr. Norman Borlaug, I call it as "Scientific Magnanimity". Friends, if we aspire to

achieve great things in life, we need Scientific Magnanimity to focus the young

achievers. It is my experience that great mind and great heart go together. This

Scientific Magnanimity will motivate the scientific community and nurture team

spirit.

Conclusion

Friends, so far I have discussed with you some unique dimensions of creative leadership in

every domain. These creative leadership are born out of the excellence in thinking andcreativity in their action. Because there are certain unique characteristics which shaped the

human development in different forms distinctively with great potential for excellence.



Finally I would like to ask you, what would you like to be remembered for? You have to

evolve yourself and shape your life. You should write it on a page. That page may be a

very important page in the book of human history. And you will be remembered for

creating that one page in the history of the nation ? whether that page is the page of

invention, the page of innovation or the page of discovery or the page of developing and

deploying a vital system and products for the nation. Here, let me recall a profound

saintly message to all of us by Maharishi Patanjali 2500 years ago.

"When you are inspired by some great purpose, some extraordinary project, all your

thoughts break their bounds. Your mind transcends limitations, your consciousness

expands in every direction, and you find yourself in a new, great and wonderful world. Dormant forces, faculties and talents come alive, and you discover yourself to

be a greater person by far than you ever dreamt yourself to be."

My best wishes to all the members of India Cultural Centre and Community Leaders of

Tampa.

May God bless you.

By, Dr. APJ Abdulkalam www.abdulkalam.com

dynamics of creative leadership

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