By Bharati Sarkar October 2001 The people who are redefining success are a new breed of motivational gurus who act as catalysts to people’s own emerging desire for permanent values WINNERS DON’T DO DIFFERENT THINGS. THEY DO THINGS DIFFERENTLY SHIV KHERA From washing cars and selling life insurance in the USA 30 years ago, Shiv Khera has come a long way. His multi-million dollar empire was built from scratch with sheer grit and he exemplifies his motivational trademark signature-line: ‘Winners don’t do different things, they do things differently.’ His greatest claim to fame is in his pioneering work in this field, both in the USA and in India. Shiv Khera talks of his background as the grandson of a man who owned collieries in Dhanbad before they were nationalized. With disarming candor, Khera says that he failed in class ten and barely made it as a commerce graduate. He talks of his failures, and of the effort that went into his eventual success. He speaks of his struggle to find a footing in Canada and the USA before he met Norman Vincent Peale whose motivational teaching changed his life forever. Khera’s book, You Can Win, an international bestseller, is an intelligently created motivational tool. One cannot but admire a man for walking his talk, for living his lectures, for having been there before acting as a catalyst to show you the way. He is a celebrity and the adulation that people shower on him is mind-boggling. Qualified Learning Systems, Khera’s flagship organization, charges phenomenal amounts of money to conduct corporate workshops and companies willingly pay to hear him speak. ”It is high time that people took a stand,” says Khera, ”those who are indifferent to injustice are as much to blame as the perpetrators. We have to become responsible, we cannot ignore our neighbor’s plight, we must get involved.” He says that we must make a clear distinction between detached action and indifferent noninvolvement. He is very firm in his belief that we all need to note our social responsibility alongside our personal duties. Discipline is high on his agenda of self-development, as are self-esteem and a winner’s attitude. He gives a comprehensive list of attitudes that winners and losers have. Examples: ‘Winners see the potential; losers see the past. Winners see the gain; losers see the pain. The winner is always part of the answer; the loser is always a part of the problem.’ Defining the winning edge, Khera says: ”In order to get the winning edge, we need to strive for excellence, not perfection. Striving for perfection is neurotic, striving for excellence is progress.” His definition of success is: ”Knowing you have done a job well and have achieved your objective. Success is not measured by our position in life but by the obstacles we overcame to get there. People who have overcome obstacles are more secure than those who have never faced them.” You Can Win relates an English proverb that says: ”A smooth sea never made a skillful mariner.” Everything is difficult before it becomes easy. Shiv Khera is a winner. He has a veritable who’s who list of corporate clients including a number of diplomats who swear by his teaching methods. He divides his time between workshops in India, Singapore and the USA. COUNT YOUR CHICKENS BEFORE THEY HATCH ARINDUM CHAUDHARI Prof Arindam Chaudhari, who has an impressive track record of having corporate CEOs and VPs twice his age listen to him in rapt attention says: ”I am not a motivational guru.” But he is already a media celebrity, a superstar, a motivator and a man in a hurry to get ‘Theory I management’ his India-centric theory, understood and applied in the Indian management context. With the recent launch of his book Count Your Chickens Before They Hatch, Chaudhari’s excellent media PR has made him a top of the mind brand image. What emanates from Arindam is his passionate sincerity and belief in his own message. His India-centric management theory is, simply put, to take all that is good (and bad) in our culture and make it work for our success. These are tolerance, patience, strong family values and a value for growth opportunities. The byproducts of the same good qualities are complacency and its ugly cousin, corruption. Chaudhari suggests that the reason our corporate managers (bar a few) fail to deliver the goods in terms of growth and global competition has been our failure to develop an indigenous management style; ”a style that revolves around our own cultural roots and upbringing.” The exceptions are those corporate houses that take their Indian-ness seriously and make it work with highly visible, profitable and positive results. Foremost among these being the Tata, Birla and Reliance groups. Chaudhari draws inspiration from our legendary heroes like Lord Krishna and Mahatma Gandhi to illustrate his theory. When fighting for our independence, he says, despite the obvious appeal of Netaji’s call to arms, he failed to find mass support. ”Gandhi, with his nose to the ground and his finger unerringly on the Indian pulse, called for the opposite-satyagraha-and of course, the rest is history.” The average Indian will not take readily to arms. He has always endorsed peace and togetherness as witnessed by the fact that even our conflicts are localized and politically instigated, muscled by a few, suffered by many but never a national syndrome. After all, one billion Hindu, Muslim, Sikh, Christian, Parsi, Jain and other Indian communities of a myriad hues live cheek by jowl, work together and befriend each other unselfconsciously, as Indians. In contrast, Chaudhari points out: ”Tiny European nations with a few hundred thousand citizens fight each other on the streets, on religious and other differences.” The Bhagavad Gita is a golden repository of universal wisdom ”that we”, Chaudhari points out, ”bind in a red cloth and worship, instead of reading and practicing its teachings.” He takes his Indianness very seriously. ”But,” the economist in him says: ”as expatriates, it is only our culture that we carry as our badge of honor. We cannot boast of ‘made in India’ products in the global marketplace. It is time we changed this by a change in our attitudes.’ Chaudhari believes that the Indian judiciary, which he considers ‘defunct’, needs to be revamped, and the common man must have real purchasing power. He agrees that education is the foundation on which any real progress can be based. But, he says: ‘I would suggest that professional studies be made part of on-the-job training.’ Prof. Chaudhari is Dean of IIPM, New Delhi and CEO of Planman Consulting. ENABLING PEOPLE TO REINVENT THEMSELVES P.S. WASU About teaching people to become leaders, P.S. Wasu says: ”In today’s world, organizations need performing people who are intrinsically motivated to give their best. However, such people don’t come ready-made. The good news is that they can be trained to be that way. Morphic Leap (Wasu’s workshop) is unique and aimed at energizing people, enabling them to reinvent themselves. It revolves around cultivating the right state of mind that changes one’s relationship with life and work, giving rise to the optimal experience of being alive. ”The Morphic Leap is explorative, not prescriptive. As a result, it is much more involving and generates a very high degree of enthusiasm among participants. ”What the program does is to trigger self-actualization, enhancing creativity and personal effectiveness. It sharpens intuition and decision-making skills while it helps in time and stress management. It also improves communication, infusing leadership qualities and change-readiness. Above all, it adds to the joy of living and working. Speaking of the driving force behind his teaching concepts, Wasu says: ”Zen, which literally means meditation, inspires Morphic Leap. It is a practical tool for living, loving and working but more than anything else, it’s about action that springs spontaneously from a ‘whole’ mind.” Wasu has delivered in-house programs for major corporate houses with remarkable results. Over the years, his The Zen of Perfect Action evolved into an excellent mind-training model, recognized as one of the best of its kind in the world. Morphic Leap is the updated version of the workshop, a culmination of years of research and practical training experience. THE BLOW OF A HAMMER MAY BREAK GLASS BUT WILL FORGE IRON DEBASHIS CHATTERJEE On being asked about the popular perception of personality, Dr Debashis Chatterjee says: ”Personality has become a contest of packaging. At the Harvard University’s Kennedy School of Government, where I taught leadership, I learnt that the presidency in the USA is more often than not won by the best performance on television! This leaves young minds with a great sense of image consciousness. He adds: ”I see the Self as the central organizing principle of personality. By ‘Self’ I mean the flow of intelligence that shapes our identity from moment to moment. The Self is the experiencer behind all our experiences. What I am experiencing today, as ‘I’ or ‘me’ is not the end of the story about my personality. My personality is what I am + what I would be if I continue to be what I am + what I should be. So there is hope if we pay simple attention to what I am when I am jealous and then what I am when I am generous. Before we attempt to win friends and influence people let us influence ourselves bit by bit. How do I do this? By being attentive to my thoughts, movement
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