Dear readers and well wishers of Sikhs With A Mission, I was absolutely enamoured upon the appearance of the above article in The Star, 11 July 2009, STARBIZWEEK pg SBW9, by: Roshan Thiran. As I read it line by line, although it was published in the business section, word for word, it applied to our religion and community. No surprise really. People have been saying it for years – that religion has to be managed like a corporation. I have repeatedly pointed out that our Christian brothers have been so successful with their religion because they have been doing that for centuries. Over 2000 years, everything has brilliantly thought out, designed, packaged, branded and marketed.
So, it gives me great pleasure to study together with you this article, sentence by sentence, so that we can all appreciate its amazing message and teaching. First, let’s read the original document as scanned from the newspaper. Then, we’ll walk through it point by point. So, here goes.
SCIENCE OF BUILDING LEADERS
BY ROSHAN THIRAN – The Star, BIZWEEK, 11 July 2009
LEADERSHIP TODAY REQUIRES OBSERVATION AND WORLDVIEW SKILLS
Last weekend, while delivering an action-learning programme, I showed a video of two teams playing basketball. When I asked the class to count the number of passes being made by the teams, they all got the right answer. But no one spotted this big gorilla that walked into the court and danced for a good portion of the game.
These past few decades, we have witnessed numerous companies at the top of their industry get dispatched by unknowns from nowhere. Motorola, the ruler of cellular telephone, missed the shift to digital and was displaced by Nokia, a Finnish company producing snow tires and rubber boots a decade before they conquered cellular wireless. IBM, kings of the computing age, completely missed the PC revolution and was overtaken by Microsoft, Dell and a host of smart start-ups.
At the same time, innovative companies were replaced by others that just copied. Xerox invented the photocopiers but Cannon took it to a whole new level with the colour copier. Ford and GM had automobile leadership for years till the Japanese copycats came in with their high value economic cars and wiped them out. Why do all these companies get dethroned?
In recent times, the richest economy in the 16th century was
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It’s the same in our personal lives. We are so busy in our work, our kids, our schedules and meetings, that we sometimes miss important changes that are taking place around us.
I recall a friend’s mother working as a secretary in the 1970s who was a great on the typewriter. But when computers made their debut in the 80s, she was made redundant and replaced by a savvier computer user. Companies face the same dilemma. When they are so busy with their internal operations and processes, they lose sight of the world and are soon replaced by new companies.
Just think of the products and services you use today. How many of these products are from companies that existed 15 years ago? We fly on AirAsia, buy furniture from IKEA, buy our computers from Delt, drink coffee at Starbucks, search for information via Google and we get leadership training from Leaderonomics!
Having a company byline that includes “established 1850” is almost a liability today. Reputation counts for nothing anymore. Shell has a home base in the
So, how do these companies lose their leadership positions?
One reason may be “social proof”, a theory developed by psychologist Robert Cialdini. The larger a crowd of people at the scene of an accident, the more likely no one will help the victims. If everyone is passive, everyone thinks that there is no emergency, Cialdini theory claims, “If a lot of people are doing the same thing, they must know something we don’t.”
Companies foolishly adopt this “follow-the-leader” attitude. Wang Laboratories, which established itself as a major computer force in the 80s, decided to follow industry leader IBM and forewent the PC market. Today it does not exist.
Another reason, asserts Charan and Useem, is that “a number of studies show that people are less likely to make optimal decisions after prolonged periods of success. Enron, Lucent, Worldcom – all had reached the mountaintop before they ran into trouble. Someone should have told them that most mountaineering accidents happen on the way down.”
Gary Hamel adds: “The seeds of failure are usually sown at the heights of greatness,” Once a company becomes an industry leader, defensive thinking seeps in and no one challenges the status quo. Many became insular and inward-looking. And miss changes taking place, becoming irrelevant to their customers.
Great leaders are always forward-looking and not basking in past glories or caught up in internal issues. Bill Gates constantly says “Microsoft is always two years away from failure.” Gates understands the need to be engaged with the world, its trends and market changes.
Intel is a great example of a company reinventing itself. Andrew Grove writes in Only the Paranoid Survive about how Intel faced competition from South Korea and Japan, which turned memory chips into cheap commodities. Intel quickly decided to exit the memory business entirely and become a maker of microprocessors. Grove came to this insight when he looked outside Intel and asked himself, “If I got kicked out and the board brought in a new CEO, what would the new CEO do?” The answer was clear: Focus on our strengths – high tech, and get rid of memory chips.
There were many internal Intel issues but Grove knew if he continued to play the same game, he would soon be another fallen giant. He observed that high-tech microprocessors had a premium and he had a stable of scientists which he could deploy into that space. His worldview enabled Intel to remain a giant, albeit in a different product line.
Jim Collins, author of Good to Great, writes: “The key sign – the litmus test – is whether you begin to explain away the brutal facts rather than to confront the brutal facts head-on.” By forcing himself to see from the outside, Grove recognized the brutal facts facing him and made the necessary change.
So what lessons can we draw from these stories?
Firstly, change happens all the time. That is not anything to be paranoid about. What we need to be vigilant about is to always be observing what is happening from the outside in. And it’s not just about in your industry but changes everywhere. Book retailers never quite understood how Amazon.com suddenly appeared and wiped them out as no one tracked the Internet revolution.
Secondly, we need to be wary when we start becoming so internally focused and consumed by tasks and to-do lists. Great leaders learn to reflect and take time off to notice the “dancing gorillas” that walk into their lives.
Finally, watch out when you become defensive and reactionary. This is the starting point of your fall from the mountaintop. Great leaders that stay at the top for long periods are usually ones who have humbled themselves to believe that learning and growth never end.
Back to my gorilla video – whether you are a leader or an individual contributor, take some time to be still and mindful of the changes that are taking place. There are many big gorillas walking into your industry and workplace and if you are too busy “counting passes” inside your organization, the gorilla may just consume you and make you an irrelevant dinosaur.
*Roshan Thiram is currently CEO of Leaderonomics, a social enterprise focused on inspiring people to leadership greatness. Join his journey and become a fan of Leaderonomics and DIODE Camps at www.leaderonomics.com
Now, step by Step;
SCIENCE OF BUILDING LEADERS
BY ROSHAN THIRAN – The Star, BIZWEEK, 11 July 2009
Leadership Today Requires Observation and Worldview Skills
Last weekend, while delivering an action-learning programme, I showed a video of two teams playing basketball. When I asked the class to count the number of passes being made by the teams, they all got the right answer. But no one spotted this big gorilla that walked into the court and danced for a good portion of the game.
Me: Everyone of us seems to be so complacent with the state of affairs in the Sikh religion that no one has taken any notice of the Dancing Gorillas. They are dancing in front of our eyes. they are tweaking their noses at us. They are walking off with our 'grapes'. And all we could manage so far has been to say - "Aah, they were sour anyway". But the truth is - sour or sweet, they were grapes, and they were ours.
Article:
These past few decades, we have witnessed numerous companies at the top of their industry get dispatched by unknowns from nowhere. Motorola, the ruler of cellular telephone, missed the shift to digital and was displaced by Nokia, a Finnish company producing snow tires and rubber boots a decade before they conquered cellular wireless. IBM, kings of the computing age, completely missed the PC revolution and was overtaken by Microsoft, Dell and a host of smart start-ups.
At the same time, innovative companies were replaced by others that just copied. Xerox invented the photocopiers but Cannon took it to a whole new level with the colour copier. Ford and GM had automobile leadership for years till the Japanese copycats came in with their high value economic cars and wiped them out. Why do all these companies get dethroned?
Me: For years now, I have been advocating that in some ways, a religious community has to be managed like a large corporation. If you want to be successful, and if you want to grow, then one has to think like a successful industry leader. That means keeping our eyes open and learning from the successful ‘business models’ of others. I have also urged our leaders to copy whatever can be implemented within our framework. No need to re-invent the wheel.
Article:
In recent times, the richest economy in the 16th century was
Me: Doesn’t that so much remind you of our situation right now? Internally focused, and obsessed with the Rehat Maryada almost to the exclusion of the teachings of the Guru Granth Sahib. Just last weekend someone speaking to me made a remark that even startled me. “Everybody only argues about the rehat all the time. How many people in the Sikh community today, he said, can even tell you the meaning of the second pauri of the Japji Sahib?
(Boy, was that a conversation stopper. Just think about it. Twenty million Sikhs, and hardly anyone can explain the meaning of the second pauri. Staggering!)
Article:
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Me:
Is it possible that Sikhs are also ‘missing the jump’ here? All others are growing. Sikhs are shrinking.
Article:
It’s the same in our personal lives. We are so busy in our work, our kids, our schedules and meetings, that we sometimes miss important changes that are taking place around us.
Me:
All this should be sounding real familiar to many of us who have been watching the slow but sure decline of the Sikh religion, especially over the last three decades.
Here I include a piece from ‘The Idiot’s Guide to Evangelical Christianity’. It is so interesting how the divine Guru has been literally pushing into my hands the books and the passages that He might want me to read, that are so relevant to the issues I am talking about in my blog. This book I would never have dreamed of getting, even in my wildest dreams. But just this June, my wife and I were in
298 Part 5: The Future of Evangelicalism; The
Further, how do shepherd/entrepreneurial leaders learn the skills of what is perhaps the most important leadership trend of recent years-team leadership? Evangelicals, because of their core value of community, have a unique opportunity to show the rest of the world-business, nonprofit, and government alike-what team leadership really looks like.
But again, it all depends on starting the conversation.
Redefinition and Revolution
By definition, evangelicals are out to change the world. So ultimately, how does that "revolution" take place?
Thinking out of the box? Embracing constant change? Driving forward with undaunted entrepreneurial spirit? Spending countless hours in prayer?
Overall, if they are going to be effective for the next millennium, evangelical/emergent expressions of Christianity are going to have to be redefined and/or revolutionized for a new, changed culture. Maybe an old story will help provide some guidance.
It is the story of a university that was building a new campus. As the last blueprints and proposed campus maps were being reviewed, the university president noticed a key omission: no sidewalks had been planned for the school. So the president made an unusual decision-instead of redrawing all of the plans, he simply let the school be built without sidewalks.
After the school was completed, and the students made their way through the campus, the president watched where they walked. Before long, paths began to appear, as the natural flow of the students wore down the grass in certain areas of the campus. After a year, the president ordered the sidewalks put in-along the pathways that the students had already created.
Perhaps this is a picture of how Evangelicalism can operate as it moves aheadwatching where God is laying down pathways through people and culture, and partnering with him by laying down ministries, strategies, and structures that compliment what is afoot. This, of course, requires listening to both God and culture.
And listening, as we all know, is the foundation of good conversation.
Me:
I can hardly believe what I was reading. These guys are already the fastest growing religion in the
Relating to that article, we too have designed the University (the institution of Sikhi) and been running it for 500 years. Now we should be looking to see how it is being used and utilised. We may have to look for the ‘footpaths’ and see how we can to the best of our ability accommodate the ‘students’ while preserving the greatness of the institution. Is it possible we need to realign some of our pathways? I mean it’s been 500 years since we built the university. THE FOOTPATHS MUST TELL A STORY BY NOW! You can look for the footpaths and re-align your sidewalks, or you can ‘lose’ your students to those institutions that are constantly upgrading.
If for example, it was the university’s rule at its inception that all students must wear a neck-tie, and you found that over the years, 95% have stopped wearing them, is it possible that you may have to reconsider your rules. Is it possible that you can yet accommodate and include all as your good and patriotic students, even those who don’t wear the neck-tie’s any more? I don’t have the answer. You decide.
Article: I recall a friend’s mother working as a secretary in the 1970s who was a great on the typewriter. But when computers made their debut in the 80s, she was made redundant and replaced by a savvier computer user. Companies face the same dilemma. When they are so busy with their internal operations and processes, they lose sight of the world and are soon replaced by new companies.
Me: We too have many still working with their type-writers, refusing to give them up, and wondering why we can’t go back and force those who have stopped, to return to their typewriters.
Article: Just think of the products and services you use today. How many of these products are from companies that existed 15 years ago? We fly on Air Asia, buy furniture from IKEA, buy our computers from Dell, drink coffee at Starbucks, search for information via Google and we get leadership training from Leaderonomics!
Having a company byline that includes “established 1850” is almost a liability today. Reputation counts for nothing anymore. Shell has a home base in the
So, how do these companies lose their leadership positions?
One reason may be “social proof”, a theory developed by psychologist Robert Cialdini. The larger a crowd of people at the scene of an accident, the more likely no one will help the victims. If everyone is passive, everyone thinks that there is no emergency, Cialdini theory claims, “If a lot of people are doing the same thing, they must know something we don’t.”
Companies foolishly adopt this “follow-the-leader” attitude. Wang Laboratories, which established itself as a major computer force in the 80s, decided to follow industry leader IBM and forewent the PC market. Today it does not exist.
Another reason, asserts Charan and Useem, is that “a number of studies show that people are less likely to make optimal decisions after prolonged periods of success.
Me: Is it possible that we have a lesson to learn here too. And to think that we haven’t even reached the top!
Enron, Lucent, Worldcom – all had reached the mountaintop before they ran into trouble. Someone should have told them that most mountaineering accidents happen on the way down.”
Gary Hamel adds: “The seeds of failure are usually sown at the heights of greatness,” Once a company becomes an industry leader, defensive thinking seeps in and no one challenges the status quo. Many became insular and inward-looking. And miss changes taking place, becoming irrelevant to their customers.
Me: Defensive thinking? Ok. That’s new. Ever heard some saying – we only interested in quality, not quantity. Nice slogan. Helps us psychologically, so we don’t have to feel so bad about our bad shape. But we all forgot to ask why is it, that others can have both - quantity and quality, enough for them to keep growing. Problem is it is hard to admit we are failing and to fix our problem, and it is easier to hide behind slogans.
The other ‘feel good’ defensive thinking we love to use is – We are the fifth largest religion in the world. It is good to use such descriptions for public relations exercises as I myself might do. But for introspection, that statement is only technically correct, and it hides a glaring shortcoming, as I have stated in my previous blogs. All the other religions have more than 1 billion adherents. We only have 20 million. The closest we can get to making any claim is to state that ‘we are the fifth religion of the world’. That way, we still get to wonder why we are so far behind the fourth. It will save us from the syndrome described earlier as Robert Cialdini’s ‘Social Proof’ ie, since no one is doing anything, there is no emergency. So, since we are the fifth largest religion in the world, no need to do anything!
Article:
Great leaders are always forward-looking and not basking in past glories or caught up in internal issues. Bill Gates constantly says “Microsoft is always two years away from failure.” Gates understands the need to be engaged with the world, its trends and market changes.
Me: That really has to be a Wow statement. No better way to keep on your toes, with eyes wide open.
Intel is a great example of a company reinventing itself. Andrew Grove writes in Only the Paranoid Survive about how Intel faced competition from
Me: the high tech taught by our Gurus of Naam, Dhaan and Ishnaan – Remembrance of God, Purity in thought, and Charity in action. Any chance we can go back to that to consolidate. That will also divert us from the never-ending debates over the Rehat.
There were many internal Intel issues but Grove knew if he continued to play the same game, he would soon be another fallen giant. He observed that high-tech microprocessors had a premium and he had a stable of scientists which he could deploy into that space. His worldview enabled Intel to remain a giant, albeit in a different product line.
Me: Where and what is our worldview?
Jim Collins, author of Good to Great, writes: “The key sign – the litmus test – is whether you begin to explain away the brutal facts rather than to confront the brutal facts head-on.” By forcing himself to see from the outside, Grove recognized the brutal facts facing him and made the necessary change.
Me: More reminders on the dangers of ‘Defensive Thinking”.
So what lessons can we draw from these stories?
Firstly, change happens all the time. That is not anything to be paranoid about. What we need to be vigilant about is to always be observing what is happening from the outside in. And it’s not just about in your industry but changes everywhere. Book retailers never quite understood how Amazon.com suddenly appeared and wiped them out as no one tracked the Internet revolution.
Secondly, we need to be wary when we start becoming so internally focused and consumed by tasks and to-do lists. Great leaders learn to reflect and take time off to notice the “dancing gorillas” that walk into their lives.
Me: How many of our leaders are there looking out for the ‘Dancing Gorillas’? Things are happening out there to us, and nobody’s looking out for the dancing gorillas.
Finally, watch out when you become defensive and reactionary. This is the starting point of your fall from the mountaintop. Great leaders that stay at the top for long periods are usually ones who have humbled themselves to believe that learning and growth never end.
Me: Defensive thinking. Another word for ‘nice excuses why we’re not doing so well’.
Article:
Back to my gorilla video – whether you are a leader or an individual contributor, take some time to be still and mindful of the changes that are taking place. There are many big gorillas walking into your industry and workplace and if you are too busy “counting passes” inside your organization, the gorilla may just consume you and make you an irrelevant dinosaur.
Me: Did I just hear someone mention the ‘D’ word. But hang on. This time it wasn’t me. It was Roshan Thiran. And I want to say to him that his words are so apt and so clear and so timely for me. This article in the Star could not have come at a better time.
I am well confident that people who read these articles are discerning and well capable to understand where I am coming from. If anywhere there is an oversimplification, it is only to emphasize. I am sometimes staggered by the failure of some to understand the simple logic I offer in my articles, which is actually re-affirmed time and again by every motivational and personal trainer that is in the circuit today, as clearly demonstrated by Roshan Thiran. Believe me, this stuff that I write is tough on my nerves too. And I keep repeating, again and again, that I don’t have the answers, only the pain, and some ideas. The dilemma of the Panth is much too big for just individuals to resolve. Institutions and organizations have to take it on.
Conclusion:
It is my perception that we are not looking out for the dancing gorillas. We are just stuck with the ball. We are just tossing the ball from one pair of hands to the other, within our little court. We are too content with little victories and nice words, like being the ‘fifth largest religion in the world’. And just like Thiran’s video, we’ve got people counting all the passes. How many have noticed the gorillas?
The events of the past few months surrounding my life have clearly showed that not many of us are looking out for them. Some years ago, I used to think that my generation might pull through and it will be our kid’s generation that will be the one that will have to face the dire consequences. Now, I believe that I may have to brace myself for what’s coming. Because it looks like it’s about to happen in my own lifetime.




