75. SHATTERED DREAMS, UNBROKEN SPIRIT (2000)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 75 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards, link given below:
https://ranjanabharij.blogspot.com/2023/06/stress-success-and-everything-in.html

https://ranjanabharij.blogspot.com/2023/06/stress-success-and-everything-in.html

A year had passed, but the sting of my previous rejection still throbbed. The words of the Chairman of the Interview Board, a cruel indictment of my gender, continued to echo in my mind. It was a wound that had refused to heal.

But hope, a fragile bloom, dared to rise its head again as the Bank summoned me for another interview. Favourable recommendations had paved the way, and anticipation stirred within me. I delved into my studies, though a sense of cynicism clouded my efforts this time.

A chance encounter with a fellow batchmate shattered my optimism. His derisive laughter and cynical advice, steeped in the bitterness of nepotism, cut deep. "Prostrate yourself before the top man. There is no other way to get your promotion," he sneered, his words a stark reflection of the system.

I rejected his proposal, determined to earn my promotion through merit, not by sycophancy. I returned home, my heart heavy with despair. But fueled by a mix of hope and positivity, I once again immersed myself in my studies to update my knowledge of banking.

The interview, a battleground of knowledge, intellect and poise, concluded, and I emerged cautiously optimistic. The day of the result arrived, and a friend's jubilant call from the Corporate Centre filled me with anticipation. "Keep the champagne ready!" He said and I believed him: he was in a position where he would know the result. But fate had other plans. My name was once again missing from the list of promoted candidates. 

Years later, working within the corridors of power, I discovered the harsh reality. At the last moment, my name was removed from the list of successful candidates to accommodate a well-connected candidate. 

The realization was a bitter pill to swallow, a stark reminder of the systemic bias that continues to hinder people like us, the people without a Godfather!

(To be continued...)

*****

74. HOW I WISH I DIDN'T KNOW IT! (1999)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 74 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards, link given below:

https://ranjanabharij.blogspot.com/2023/06/stress-success-and-everything-in.html

Exactly nine months after I joined the Okhla Industrial Estate branch, the inspection team arrived and checked thoroughly every aspect of banking. I was ecstatic when the rating jumped two steps up. It was an unprecedented feat, especially given the high level of NPAs (Non-Performing Accounts). My superiors praised me endlessly, and I felt a sense of accomplishment.

Soon thereafter, I was due for promotion and was short-listed for an interview. The interview date arrived quickly, and I was sitting outside the room waiting for my turn. It was my first chance for promotion to the top executive grade. Waiting for my turn for the interview, I felt a bit nervous and tense. I had excelled in my assignments, garnered glowing appraisals, and meticulously prepared for the theoretical aspects of banking. Yet, the spectre of performance anxiety was raising its ugly head off and on. 

There was still some time for my turn to come. There was only one candidate between me and the interview board. Vinay Varma (not his real name), who was also one of the candidates but listed at the end, commented from the far end of the room, “Ranjana, do not worry. You will surely make it.”

Sensing his tongue-in-cheek tone, I asked, “And how you are so sure, Vinay?”

“It is because you are a woman. For women candidates, the Interview Board does not see performance. What matters is how you smile at them. You have a charming smile, so you are through. Simple, my dear Dr Watson!”

Vinay burst into laughter, suggesting that my charm, rather than my performance, would ensure my promotion.

His snide comment resonated well with others in the room. It was a stark reminder of the pervasive chauvinism in the workplace. While I was accustomed to such petty remarks, his words stung. Swallowing the affront, I gave the dialogue a light-hearted twist, “Oh really? Had you told me this secret earlier, I would not have worked that hard.”

My turn for the interview had come, and I walked in. The interview went smoothly. I felt confident in my answers and was happy with my performance. The earlier dialogue with other candidates did not affect me: I knew I had cracked it.

A month later, I was surprised to receive an apologetic phone call from a colleague, "I am very sorry. It is so unfortunate."

"Why? What happened?" I asked curiously.

"Oh! You did not know about it? In that case, I should not have called you up," the colleague sounded repentant.

"But what has happened?" I insisted.

"The result has been announced, and I am very sorry you could not make it. Now the rest of your career has gone for a toss," he continued lamenting.

"Never mind, sir. I have two more chances. I am sure I will make it the next time," I tried to put on a brave front.

"No, Madam. A soldier who once falls on the battlefield never gets up. Your career has now reached a dead end," he continued to mourn the death of my career.

Not expecting this failure, I was a little upset. However, I rationalized it by telling myself that the interview was a process of elimination. Those who were promoted must be better than me, but deep in my heart, I knew the capabilities of those who had been promoted. Never mind, I will try next time, I comforted myself. I did not run up to my seniors, seeking their sympathy and the reasons for my rejection. I had faith in the system.

A fortnight later, I had to attend a meeting in the Head Office. It was sheer chance that I came face to face with the Chairman of the Interview Board. Seeing me, he stopped, "I am very sorry, Mrs Bharij. You could not make it. You see, I was quite helpless. We could not promote both the ladies from this area. There were only two of you. I am sure you will understand this limitation."

I was shocked but did not say anything. I had learned well that spontaneous reactions are better avoided in this strongly hierarchical setup, but my blood was boiling. It was straight from the Chairman of the Interview Board. Is there a quota for women? Why could they not promote both women if both were good? What had I not done? I had taken the unions head-on. I had improved customer service manifold. I brought about improvement in every parameter of the functioning of the branch. The Inspection rating of the branch had skyrocketed. Some of the people the Bank had selected for promotion had not performed half as well, but there was no quota for their gender. I had read somewhere that a woman has to work doubly hard to prove half as good as a man. Was it not true? When it was the question of reward as promotion, an unwritten quota had limited my upward movement. I had just hit the glass ceiling and had hit it hard. It was painful.

Until then, I had not felt upset about my non-promotion. But after knowing the real reason for my rejection, my faith in the system was shaken. 

How I wished I was not privy to this inside information! 

(To be continued)

*****

73. RECLAIMING AUTHORITY AND CONTROL (1999)

STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 73 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards, on the link given below

https://ranjanabharij.blogspot.com/2023/06/stress-success-and-everything-in.html

When I joined the Okhla Industrial Estate Branch, it was plagued by a culture of defiance, low employee morale, a non-cooperative employee union and a dismal inspection rating. The strong employee union aggravated the situation, with even the lowest-level staff openly disregarding authority. It was evident that decisive action was necessary to restore order and improve performance. But any reckless action would have aggravated the situation further. I had to take careful baby steps.

Scene 01: I needed to send some papers to another desk and pressed the call bell button. Nobody came. Pressed it again and waited. Nobody turned up. I again pressed it twice in quick succession, but still no response. But this time, my PS came in and took the papers from me. My Secret Agent #001 informed me that the previous branch head was very active, and he never used to call the messenger. He did all the running around, handing over the vouchers and registers at various desks himself. I asked him to look for the Head Messenger and send him to me. The Head Messenger, accustomed to a lax work environment, walked in after fifteen minutes. When asked why he did not come in when I pressed the bell, he stated carelessly, “I did not hear the bell.”

“And what were you doing that you did not hear the call bell I pressed three times?” I demanded.

“I was on the second floor having tea with Secretary Sahab,” he responded casually.

“No more going to the canteen for your chai! Place your stool outside my door and sit there. You have to be in my room forthwith when I call you. Otherwise, watch out about saving your pension.” I warned him curtly.

Stunned at my stern response, he left the room meekly only to comply with my instructions in future.

Scene 02: A valuable customer was visiting me, and I decided to call for tea. A lot of time passed, but Thapa, the canteen boy, did not turn up despite repeated reminders. The visitor understood my helplessness and left, politely seeking a rain cheque for the tea. The fellow brought tea after half an hour and faced my wrath. When I asked why he took so long to get two cups of tea, he said nonchalantly, ”I was busy making bread pakodas and tea for Secretary Saab.”

I lost my cool and fumed, “Listen carefully, Thapa. When I order something, it has to be complied with as a top priority, ignoring the demands of all others".

He thought I did not understand and repeated emphatically, “But it was Secretary Saab whose chai-nashta I was preparing.” He sounded like Secretary Sahab was the highest authority in the branch!

This infuriated me further, and I lost my temper. “Thaapa!!! Listen carefully. I am the boss, and I allow you to work here. If you delay my order the next time, I will close your canteen and throw all your stuff out. Aur tumhe doosri manzil se utha ke neeche phenk doongi. Samajh gaye na? (I will physically throw you down from the second floor.) Now get lost!!!”  

“And Thapa, listen carefully. I have got new bone-china cups and saucers. You dare not serve tea to any staff member in these, not even the Secretary. These are only for the visitors in my room and no one else!” Forgetting all the lessons of politeness, empathy and staff handling with kid gloves learnt in HR programmes, I was as rude as possible. Thapa, the canteen boy, understood this language well, and the tea/coffee demanded by me after this was invariably served without any delay.

Scene 03: Reaching late for work was the habit of most staff members. They would not come to work before 10.30am. All this while, I had to face the complaining customers and pacify them with lame excuses. Had I marked a cross against their names, the Attendance Register would have been full of red crosses, and I could not afford to send half the staff back. To address the issue of late arrivals, I adopted an off-beat approach.

I went and sat down on the stairs at the entrance of the branch. Seeing me sitting there, some of the latecomers moved swiftly, apologized and gave some lame excuse before rushing off to their desks. Somebody said his scooter was punctured, while another blamed the unusual traffic on the road for his late arrival. Somebody said his child missed the school bus, and he had to go to drop him off. A few quietly said sorry and rushed in. The latecomers were thus forced to confront their lack of discipline without my uttering a single word.

This continued for a few days, and sure enough, the Union Secretary came in and demanded to know why I sat at the branch entrance every morning.

“I am the head of the branch and can be present in any part of the premises at any time,” I was unperturbed.

“It is not safe for you to stand there alone. A customer may come in a drunken state. Being a woman, it may not be good for your safety.” He tried to be patriarchal.

"Listen, I am the AGM of this branch and the AGM does not have a gender. If you are concerned about my safety, tell your members to be on time. I have no choice but to step out of my room because the customers in the banking hall are getting agitated as the counters are not manned. They come and shout at me. I go and sit outside to avoid them.”

“But the staff feels embarrassed with this action of yours.”

“Then ask them to come on time. They can surely come half an hour earlier.”

After a few days of this drama, most people became punctual, and I smiled at myself. This unconventional way of tackling late arrivals initially met with resistance from the union. But ultimately, it instilled a sense of responsibility in the staff.

But little did I know what was cooking behind my back.

Scene 04: One evening, when I reached home at 9pm after attending a gruelling Performance Review meeting at the Head Office, I received a call from a lady officer from the staff. She informed me that there was no water supply at the branch. The storage tank was empty, and the desert coolers were dry. In the hot summer of June, the staff was highly agitated, and the Union Secretary had given a call for a walk-out if the water supply was not restored. So she decided to forewarn me of the impending trouble. I thought for a minute, located the phone number of a water supply tanker and asked them to supply a tank of water to the underground tank of the bank early in the morning. I also instructed the Guard to get the water filled from the tanker and pump it to the overhead tank.

The next day, I reached the branch to find all the desert coolers functioning effectively. Incidentally, our Secretary Sahab decided to be on leave that day. He must have been informed that the water problem was resolved.

I walked around the branch to locate the cause of the disruption in the water supply and managed to find it. The Delhi Jal Board supply pipeline had been broken deliberately. This was an ugly attempt to escalate tensions and disrupt branch operations, which was foiled due to timely information shared by my Secret Agent # 002.

Scene 05: The President of the Staff Union had committed some irregularity many years ago. This misconduct had gone unpunished due to his influence at the Head Office level, and no action was being taken against him. I reopened the case and started sending reminders to the Head Office. I also wrote his name and case boldly on the file. I would often call him on some pretext after placing this file on the top of the other papers. While I talked to him, I could see he was eyeing the file from the corner of his eyes. Later, he would ask my PS, “Why has she got my file on her table? Has something come from Head Office?” Seeing the file on my table intermittently kept him under continuous stress, and his tone and tenor mellowed dramatically. By subtly reminding him of his vulnerabilities and keeping his file visible, I eroded his confidence, and he was forced to adopt a less offensive attitude.

Scene 06: The Union Secretary sought time to discuss staff-related issues with me. I told him to come after business hours at 3pm. He walked in with half a dozen cronies.

“Why so many people? Only the President and Secretary should sit down. Others may leave,” I directed assertively.

All were stunned to hear this. The Secretary tried to argue, “They are all my people. They can also sit through the discussion.”

“Are the two of you not competent enough to discuss the issues? So many people are not required. Two of you sit down. Others may please leave the room.” My instructions were a matter of fact. The cronies complied and went out but settled in the anteroom with the PS, where the conversation was audible. I had won the first round of the trial of strength.

The main issue was marking crosses against the latecomers on the attendance register. As the discussion took off, he started raising his voice. He wanted his cronies, waiting outside, to hear he could plead their case powerfully.

“I am not hard of hearing. You need not raise your voice.” I said gently but would he listen?

I again told him softly not to raise his voice, but he was getting increasingly agitated and started shouting. In that emotional outburst when he had lost his cool, his language turned abusive, “Hum hi saxxx chxxxxx hain jo aapse co-operate karte hain?” (Are we xxxxxx that we continue to co-operate with you?)

I grabbed the opportunity and screamed, “How dare you use such a word in front of a senior officer? Do you know you are talking to the AGM of the Bank? You are using unparliamentary language in front of a lady officer.” I was unstoppable and kept on repeating the same thing in different words like a TV reporter.

The Union Secretary and the President were taken aback. They had never experienced a Branch Manager shouting at them in this manner. They always used to cajole and flatter them, using only persuasive and gentle tones. My loud and threatening voice immediately brought their tempers down, and they quickly lowered their tone. They said sorry in an almost inaudible tone and left the room, requesting that I be more cooperative with the staff in the future.

Thereafter, I did not have to face any industrial relations issues in the branch and could focus on improving the inspection rating. By implementing these strategies, I successfully transformed the branch culture. The staff became more disciplined, punctual, and respectful. The inspection took place, and the inspection rating improved by two notches to become “Well Run". The branch had regained its reputation as a well-run institution and I was on top of the world.

(To be continued...)

*****

 

72. ANOTHER POSTING, NEW CHALLENGE (1999)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 72 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards on the link given below
https://ranjanabharij.blogspot.com/2023/06/stress-success-and-everything-in.html

I had barely completed two years at Dehra Dun when I was abruptly transferred to head the Okhla Industrial Estate Branch in Delhi. A well-meaning friend warned, "Do not go there. It is a disaster. You will ruin your career. Whatever Brahmastra you have, use it now to get your posting changed."

I confronted the HR Head, "I am not a credit-oriented person. The Bank always denied me credit-related positions. Now, I am expected to head an industrial estate branch? Is this fair?"

"I know that and said the same thing to the circle management, but the big boss insisted upon your posting there. The branch is in bad shape, and he believes you can turn things around. He also said that we need a leader there. Credit can be handled by her juniors." HR Head sounded helpless.

Aha! They had finally recognised my leadership skills, I thought and thus, arrived at Okhla Industrial Estate in April 1999.

The branch was a mess, with the NPA to Advances ratio being 62%. The atmosphere of the branch was bleak, employee morale was low, and the staff seemed resigned to failure. Customer service was at its lowest ebb. The otherwise impressive building was splattered with red paan stains in every corner. The entire top floor was full of discarded items which had never been disposed of. The employees' union was strong and defiant and unwilling to cooperate. My next-in-command felt threatened working with a female boss and acted defiant. He even flexed his muscle to threaten me during his speech in my predecessor's farewell party. The Accountant, on the verge of retirement, did only essential work and deflected all his duties towards me. My immediate boss wanted me to focus on an improved rating in the ensuing inspection and audit, which was only nine months away. Overall, everything appeared to be dismal. It was a huge challenge to bring the branch back on the rails. Or so I thought?

I began by implementing a series of reforms, but were the employees willing to cooperate? I soon realised this team could not be handled by adopting a benevolent management style. I had to be tough.

I used a two-pronged strategy, one to create a fear of authority amongst the delinquent employees (will share it in the next episode) and the other to keep the house ready for the ensuing inspection and audit. The factor that was pulling the branch inspection rating down in a big way was high NPAs, which could not be addressed as all these cases were with the BIFR (Board for Industrial and Financial Restructuring) under Govt of India and were to take years to settle down. The only thing I could do was to ensure that even the minutest procedural details of branch functioning were taken care of. The inspection manual immediately became my favourite book, and I set out to put the systems and procedures in order. Simultaneously, I focused on improving the image of the branch and building relationships with customers.  

Taming delinquent employees was another area to be addressed to establish my authority in the branch. I had understood that being polite would not work here. I started using overt and covert means to threaten the delinquent employees.

In this mayhem, two people out of the team of 62 became my secret agents of change and helped me silently without their colleagues getting wind of it. I shall forever be grateful to them for the covert support they provided to me in turning the branch around from a third-rate branch to a top-performing entity. 

 (To be continued...) 

 

*****

71. MYSTERIOUS RECOVERY OF STOLEN CASH (1999)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 71 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards link given below:

https://ranjanabharij.blogspot.com/2023/06/stress-success-and-everything-in.html

One evening, the Accounts Manager came to my room to report an unfortunate incident that had taken place in the cash department of the branch. A bundle of ten-rupee notes had vanished from a cashier's cabin when he went out for a few minutes, leaving it unlocked. The Cash Officer, the joint custodian of the cash, also joined the discussion. We were all concerned, not only about the financial loss but also because this was an unprecedented occurrence during the Cash Officer's tenure. He was also worried as it led to a breach of trust among the cashiers, which had happened for the first time.  Usually, the cashiers trusted each other and left their cash cabins unlocked while moving around. But today was different, and a bundle of notes had disappeared. This was a significant loss, especially in 1998, and the cashier did not have enough funds to deposit the amount from his pocket.

For the uninitiated, let me explain that each bundle of notes has 10 packets, and each packet contains 100 currency notes. Thus, a bundle of ten rupee notes meant Rs 10,000.

The standard procedure is to report such matters to the head office immediately. But the Cash Officer pleaded fervently to delay the reporting by a day. He suspected someone in the department but could not accuse him without proof. He assured me he would get the money back within 24 hours.

The next day, the Cash Officer came to me after lunch, beaming with a surprising revelation. He had retrieved the missing bundle using an unconventional method. The way he managed it was unlike anything I had ever seen before.

That morning, the Cash Officer reached the Bank with a big red tika on his forehead. He had also brought a packet of vermillion and marigold flower petals, which he sprinkled on all the cash counters while chanting some mantra. When questioned about his actions, he explained he had consulted a renowned tantric. The tantric had assured him that whoever had stolen the money would face a divine curse on their family within 24 hours if they did not return it.

To everyone's astonishment, the ploy worked. During lunchtime, when the counters were empty, someone placed the missing bundle on the Cash Officer's table. He was relieved to have recovered the money without involving the police. By doing so, he also managed to save Bank's reputation from getting tarnished.

This incident was a reminder that even the most perplexing mysteries can sometimes be solved through unconventional methods.

(To be continued...)

*****

70. HUM HONGE KAMYAAB! (1998)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 70 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book from Chapter 01 onwards, link given below: 
https://ranjanabharij.blogspot.com/2023/06/stress-success-and-everything-in.html

The Dehra Dun branch, a sprawling entity with four distinct business divisions, was identified to become the first fully computerised branch of Delhi Circle, a daunting task, to say the least. I was promptly assigned two weeks of institutional training to familiarise myself with the intricate processes involved in the task. With the arrival of Head Office officials and the formation of dedicated teams, the pre-computerisation phase commenced with palpable excitement.

The day of reckoning approached with a mix of anticipation and trepidation. The stakes were high; a successful data transfer without disrupting our daily operations was paramount.

The evening before embarking on this monumental task, I addressed the staff. "This is a historic moment," I emphasised. "Our Head Office has placed trust in us by choosing this branch for full computerisation. Let us show them we can." I concluded my speech with a resounding call to action, invoking the iconic slogan, "Hum honge kamyaab" (We will be successful!). In response, the staff members stood up with alacrity and chanted in a chorus, "Hum honge kamyaab!!!" The banking hall resounded with the slogan, giving me goose pimples.

On that winter night, as the clock ticked, the temperature dipped low. But the staff was ready. They were well-armed with woollen caps, mufflers and shawls. Their determination was unwavering. Endless cups of tea kept them warm. They knew that they could not rest until the task was complete. I made rounds of the branch every half hour, checking their progress. The response to my inquiries about their progress was always the same, a resolute "Hum honge kamyaab." This had become a battle cry.

Around one o'clock in the morning, my phone rang. A distressed woman's voice filled my ears. "Where is my husband? It is past midnight," she demanded. I explained the situation, sharing with her that we were all working tirelessly to complete a critical task. She was not convinced. Her words were harsh, her tone accusatory. "Should I send his bedding and cot to the bank? Let him sleep in your room," she spat before slamming the phone.

I was taken aback. Never before had anyone spoken to me so rudely. But I tried to understand the wife's concern. Her husband was spending the night at work, a decision that had clearly upset her.

As I recovered from the shock, I decided to check on the progress of the task assigned to her husband. When I approached him, he declared enthusiastically, "Not yet completed, but don't worry, Madam. Hum honge kamyaab." I urged him to call his wife and reassure her, but he waved it off. It was clear she had already given him a piece of her mind.

Thanks to the dedication and cooperation of my exceptional team in the Dehra Dun branch, we achieved our goal. The branch became the first in the Delhi circle to be fully computerised without a hiccup.

As I reflect upon that night, my heart is filled with immense pride even today for my sincere and committed team at the Dehra Dun branch, who made this daunting task a child's play.

(To be continued...)

*****

69. WHY HIS WINGS WERE CLIPPED? (1998)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 69 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards.

In my room, I heard a screaming female voice from the banking hall. Promptly, I came out and found a frail petite woman shouting furiously at the top of her voice at Deepak, the Fixed Deposits Assistant. The poor man looked highly embarrassed. He was apologizing to her repeatedly, but she would not relent. The Section Incharge also stood there, watching helplessly.

As the head of the branch, I approached her and tried to calm her down, but would she pay any heed to me. She was a local school teacher who had come to collect her Fixed Deposit Receipts. She enquired from the Fixed Deposits Assistant whether the receipts were ready. He smiled courteously and quipped informally, "Yes, of course, Ma'am. I am so scared of you. I wouldn't ever delay your work."  This comment enraged her, and she exploded, "What do you mean you are scared of me? Am I a witch or a demon? How dare you say such things to a customer?"

With great difficulty, I managed to cool her temper and sent her back.

I recalled meeting Deepak, the Fixed Deposits Assistant, for the first time when I had joined the branch. He was a tall young man with a polite demeanour. My predecessor had introduced him as an asset to the branch, and I soon discovered he was right. Deepak handled the Fixed Deposits desk efficiently, and his work was always impeccable. He had a positive outlook, and his colleagues admired his dedication and efficiency.

After the angry customer left, I asked Deepak to come to my room after public hours. I wanted to know what had actually enraged that customer so much as well as to understand the other side of the incident.

At 2pm sharp, Deepak was in my room. He looked embarrassed and crestfallen. Recounting how he was humiliated by that customer, Deepak became emotional and wiped tears from his eyes. He told me he had not intended to be rude to her. He respected her as an older person and a teacher.

I sensed genuineness in what he was saying. To ease his discomfort, I asked him about his background and how he came to work at the bank. He told me he had been a brilliant student and was keen to join the Indian Armed Forces, but his father had not allowed him to do so because he was their only child. Two of his classmates who had joined the Army had become Brigadiers, and he felt a sense of regret that he could not follow his dream. I asked him why he did not appear for promotion tests. I was surprised to hear that his father did not allow him because a promotion would entail a transfer and would take him, the only child, away from his parents.

His father was the Principal of a prestigious school. They owned a sprawling bungalow. Deepak was a member of the Doon Club and owned a big car. But there was nothing to look forward to in his professional life. He missed personal growth and the related satisfaction.

I was awestruck by the sacrifices the poor man had made for his family and how his father controlled his life. It was apparent Deepak had great potential and could have excelled in any career he would have chosen. But his father's fear of losing his only child held him back from moving upwards in life.

As Deepak left my office, I wondered how complex the human mind is. Was it the love and attachment of a father for his son? Was it genuine concern for his son's safety and well-being? Or was it his selfishness to be near his son in one's old age without disturbing his own existence?  And what did it say about our society where the parents felt they had the right to control their children's lives in this autocratic fashion, ignoring their personal growth and aspirations? Whatever be the reason, it was his own father who had clipped the wings of this brilliant young man.

(To be continued....)

*****

68. HR INITIATIVE GOES HIC... HIC...! (1998)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 68 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards.

It was like a scene straight out of a wacky sitcom. The clock had struck seven, and the sprawling bank premises were eerily quiet, with only a handful of officers scattered here and there concentrating on their last-minute jobs. I was getting ready to pack up and head home when I suddenly heard someone yelling incoherently. It sounded like a wild animal who had escaped from its natural habitat! Curious, I stepped out of the office room to investigate.

And there he was - the Bank Guard on duty, stumbling down the staircase like a newborn giraffe, except he wasn't cute or cuddly. He was totally sloshed! To make matters worse, he was clutching a loaded gun like it was his favourite toy. I knew I had to act fast and asked the other guards to disarm him quickly.

I learnt it was not the first time our drunkard friend had behaved this way. He had had a history of similar drama on the job. After getting him disarmed, I sent a staffer to escort him home before he turned the staircase into his personal Slip 'N Slide with indiscreet fireworks from his gun.

That evening, instead of taking disciplinary action against him for drinking while on duty, I thought of some HR intervention. Next day, I asked an officer to counsel him followed by a small talk on the harm alcoholism could have caused to him and his family. He stood there like a statue without any response or reaction, much to my chagrin. Next day, I asked a local officer to visit his house and talk to his wife to enlist her help for stopping him from excessive drinking. But boy, was I in for a surprise! 

The officer visited the Guard's house, after office hours, to talk to his wife but was shocked to find that the wife was in a worse state than the husband. He reported that the Guard could at least speak but his wife was totally drunk, dhutt as they say in Hindi. She could not even sit up or utter a word properly. In fact, getting tipsy was a family tradition passed down through generations of the hill tribe they belonged to, he further shared.

I hit my forehead with my hand. How do I implement HR measures when everyone in the family drank like a fish? Should I try to teach a fish to ride a bicycle? 

(To be continued...)

*****

67. IN SEARCH OF THE UNBORN DAUGHTER (1997)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 67 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards.

Knock, knock, knock...

I looked up as the door to my office room opened gently, and a man with a wrinkled face walked in with the help of a walking stick. Clad in an elegant tweed coat with leather patches on elbows and adorned with a golf cap, he had an air of distinction about him. As the room was large, it took him a little time to walk up to my table. I continued to look at him with patience.

Most of the visitors came to my room to complain about the indifferent service rendered by the staff. I wondered if he was another disgruntled customer with a complaint. But I noted warmth in his smile and twinkle in his small grey eyes that belied my hunch.

He introduced himself with an affectionate smile, “Good morning! I am Brigadier Arora.”

I offered him a seat, curious what had brought him to my office.

"You may probably be thinking I have come to complain about something," he said as if reading my mind. "But I have not. Your staff is wonderful. I saw your nameplate and came in to look at you."

“To look at me? But why?” I was amused.

Sometimes, customers walked into my room to see me. They would say it is the first time since 1922 that a woman was at the helm of affairs in this big branch. This ignited their imagination, and they wanted to personally see the woman who headed it. 

“I have come to meet you because your name is Ranjana,” he said with a conscious smile.

I was confused and looked at him curiously, wondering what he meant by that. He slowly continued, “You will laugh at this old man who has come to meet you because of your name. Are you amused? Do you think I have gone off my rocker?” He chuckled.

"You see, I have two sons, but I always wanted a daughter whom I wanted to name Ranjana. Unfortunately, it was not meant to be. So, I named my younger son Ranjan."

He paused, his eyes filled with a mixture of longing and joy. "Do you understand now why I wanted to meet you? May I call you Ranjana instead of Mrs Bharij?”

“Yes, by all means. Brig Arora.”

An affectionate smile spread on my face also when I learnt of his unfulfilled desire.

A few days later, he came with his equally charming wife, “Meet Ranjana. I have finally found her.” He enthusiastically introduced me to his wife, eyes shining with genuine happiness. I learnt that both their sons lived in the US, while Brig Arora and his wife continued to stay alone in this beautiful city of Dehra Dun.

Over the next few months, Brigadier Arora made it a point to see me whenever he visited the branch, which he often did. He would invariably drop into my room for coffee and to chat.

                                                                  ***

A few months later, it was the annual closing of the bank, a time when the bank officials were extremely busy. Ensuring everything went well, especially when we did everything manually, was quite a challenge those days. Seeing Brig Arora walking in on a day like this was not a welcome idea, but I welcomed him with a warm smile.

“No, I will not sit today. I know you are busy, but I have come up with a request. I hope you will not say no to that,” Brig Arora said with a charismatic smile.

I squirmed for a moment. Anyone putting up a condition before making a request makes me uncomfortable, but I smiled, “Please tell me, Brigadier Arora. What can I do for you? It will be my pleasure.”

“My wife and I would be delighted if you could come home for dinner this evening,” he said, his small grey eyes dancing merrily.

“Today? But it is a weekday! Can I come over the weekend?” I suggested as I was neck-deep in work.

“No, no. We want you to come today only,” Brig Arora asserted rightfully.

I had no choice but to agree, “I may be late in the office today. I really do not know what time I will reach your house.”

“Never mind. Whatever time you can make it, even if it is midnight, we will wait for you,” Brig Arora slowly walked out of the room, balancing himself with the help of his stick.

I was left wondering why he had invited me today of all days. The long day in the bank was so tiring that, in the end, I just wanted to return home. Going for dinner and having a polite conversation was challenging. I stretched my arm to pick up the phone to call him and convey my inability to come for dinner. But on an impulse, I stopped.

After 9pm, I drove into his huge bungalow in the posh Dalanwala. The door was open, and he was talking to someone on the phone. Seeing me, he waved at me frantically to come where he stood. He was saying, “You know she has come. She has just come. Here! Speak to her.” Saying this, he thrust the handset into my hand. Not knowing who he was talking to, I looked at him. He whispered, “This is my son Ranjan from the US. It is his birthday today. You talk to him. Speak…speak.” He was so happy and excited.

As I wished Ranjan on his birthday, I told him what the Brigadier had shared about his not being born a girl. He replied promptly, “What my father has told you is 100% correct. For years, he has longed to meet a girl with this name. He is so excited that he always talks to me about his meetings with you now.”

Telephonic conversation over, I realised I was invited for dinner to celebrate the birthday of their son Ranjan.

At dinnertime, the indulgent couple insisted, much to my embarrassment, that I sit at the head of the table. When the dinner was over, Mrs Arora brought a chocolate cake she had specially baked herself, as it was a favourite of their son. They asked me to cut it on behalf of their son, Ranjan. While I blew the candles and cut the cake, the old couple clapped and cheerfully sang, "Happy birthday to you..."

When they hugged me and fed me the cake with their hands, my eyes welled up with tears.

The joy I saw on the two wrinkled faces that evening was the experience of a lifetime.

(To be continued....)

*****

66. IGNORANCE IS BLISS (1997)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 66 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards.

Dehra Dun Main Branch had been notorious for its militant unions, and there were numerous tales of their indiscipline and aggressive behaviour in the past. But when I joined this branch, I was told that it had since become clean and the undesirable elements had already been neutralised. However, the miscreants continued to be posted there.

A few days after my taking over, I learnt that some staff members use the premises for boozing after office hours. I promptly issued an office order that no employee shall sit in the branch after office hours unless there was a written order for working overtime.

A few days later, when I came out of the building at the end of the day and started my car, I noticed at least a dozen two-wheelers stationed in the parking area. There was no other car, which meant all the Managers had already left the office. I looked at the watch. It was already 7 pm.

I asked the guard on duty whether any employees were still sitting in the branch. When he nodded, I asked him to go inside and ask them to leave immediately. I waited and waited, but nobody came out. I again asked the guard to go upstairs and bring all of them downstairs. He appeared reluctant but mentioned their names. I lost my temper and threatened that if he did not turn them out of the building, I would suspend him then and there for dereliction of duty. 

The poor fellow went upstairs again. I do not know what he told them, but the guys sitting inside unauthorisedly came down. I asked them to explain what they were doing upstairs despite clear orders against sitting in the branch beyond office hours. They mumbled and fumbled and gave vague excuses. They said they were to go for a wedding, and instead of going home, they were waiting at the branch. I sternly told them they were sitting there unauthorisedly and should leave immediately. They looked at each other and quietly moved towards their respective vehicles, and I drove away. 

I must have driven about 100 metres when it struck me that they might not have left and may have returned to the branch after I left. I turned the car and came back to the branch building. Sure enough, they were still there and did not appear to be in the mood to leave. I lost my temper and yelled at them. I parked my car and saw to it that they all left. After that, I instructed the guard to lock the gate. I also told him I would return after some time to check them. I stayed put there until all of them left the place. I was pleased with myself for taking this action against delinquent employees.

When I reached the branch the next day, I sensed a strange silence in the banking hall. A few minutes later, the Manager (Accounts) came to me. He wanted to know what had transpired the previous evening. When I told him, he was surprised at my handling the situation in this manner. Then he asked me sheepishly whether I knew who the concerned people were. On knowing my ignorance, he whispered in undertones that they were the biggest goons of the branch who had played havoc with one of the branch heads in the past. However, he also told me that those people were now quite zapped after experiencing my unbridled verbal shouting. 

After he left the room, I covered my face with my hand and laughed. I also thanked my stars I knew neither their names nor the faces of those notorious guys. Who knows whether I would have been so tough with them had I known their shady backgrounds.

Don’t they say ignorance is bliss?  

(To be continued...)

*****

65. HEY WOMAN! PROVE YOUR METTLE (1997)

 STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

The Highs and Lows of A Woman’s Journey in the Corporate World

CARE: This is Chapter 65 of my book Stress, Success and Everything In-Between. These are individual anecdotes but to understand the professional journey in totality, I would recommend reading the book right from Chapter 01 onwards. 

In 1997, I assumed charge of the Dehra Dun branch, the largest branch in Uttarakhand State. Spread over two floors, this branch had four divisions and 206 employees. It was considered a challenging task to steer it successfully.

As I took over this role, the first monthly Performance Review meeting loomed as a challenge. The branch performance was abysmal across all metrics, and I dreaded presenting the figures in the meeting. I knew this was not my fault, but the weight of the situation was palpable. To my relief, my boss did not embarrass me. Instead, he was straight, “You have joined the branch recently, and I cannot hold you accountable for this poor performance. But can you give some timeline for turning these figures around?”

I replied without hesitation, 'Within a quarter!”

He smiled, “Good! Best of luck!” Did I see scepticism on his face?

Returning to the branch, I immediately called a meeting of all the Heads of the Divisions and discussed with them what transpired in the Performance Review meeting. I urged them to rise to the challenge. They assured their unwavering commitment. Together with their teams, they devised strategies, tapped all their resources, and aggressively pursued business growth in deposits and advances.

I felt pride as I presented the branch performance figures for the next quarter, which showed positive results on every parameter. Thanks to the dedication of my team, I fulfilled my promise.

After several quarters of sustained positive performance, my boss publicly acknowledged his initial doubts about my capabilities, rooted in gender bias.

He said, “When I came to know of your posting, I anticipated further decline in the performance of the branch, assuming that a woman would find it difficult to lead it. However, you have proved me wrong. I once believed that you would give more time to your family and may make frequent trips to Delhi and take leave often. But you have defied my expectations. Previously, I used to question the Dehra Dun branch why they could not achieve targets while Region 1 could. Now, I should ask Region 1 why they cannot emulate the success of the Dehra Dun branch. I must admit that I was highly mistaken about your capabilities.”

For a moment, I was overwhelmed by the fact that I was constantly required to prove my worth because I was a woman. Yet, I admired profusely his candid admission. This was the first time I witnessed a senior officer openly admitting his mistaken preconceived notions. I was deeply impressed with his honesty in sharing his views frankly in an open forum. My salute to him!

                                                                                                                       (To be continued...)

*****