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...)

*****

64. A DAY FULL OF UNEXPECTED CHALLENGES (1996)

STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

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

CARE: This is Chapter 64 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.

That winter evening, I was late in leaving the office. Driving at a high speed, as I entered the South Avenue from Vijay Chowk, I rammed straight into a Delhi Police barricade. Placed in a dark patch under the shadow of a tree, I had not seen it. The road was deserted, and I was, to be honest, driving recklessly. The impact was so forceful that the steel barricade rebounded, encircled my car and hit its rear door. The jolt shook me out of my reverie. I got down and inspected the car: the rear door was jammed. Nobody was hurt. It was only my car which got damaged.

I looked around nervously. The road was deserted, and I decided to drive away. Suddenly, two cops on a motorcycle surfaced from nowhere, their red and blue lights flashing. They waved at me to stop, checked my registration papers and driving licence and directed me to follow them to the Police Station. I had no option but to follow them.

It had been a bad day, and my mind was embroiled in my thoughts. I felt like I was living through a nightmare. The sound of the siren and the flashing of the police lights only served to amplify the anxiety I was already feeling.

We reached the police station. The cops told the Station House Officer what had happened and why I had been brought there. The SHO asked me sternly, “The road was empty, and you still did not see the barricade. Why, Madam?”

“I am sorry, sir. Yes, I did not see the barricade. It was placed under the shadow of a tree, and the place was quite dark, making the barricade almost invisible. There were no blinkers on the barricade. I admit it was my mistake, and I am sorry for what happened,” I said politely.

The Station House Officer was a nice person. He warned me to be careful in future and allowed me to leave the police station without any punishment. I felt relieved, as this was the best thing that happened that day after various factors had taken a toll on me.

                                                           ***  

Back in the car, I did not switch on the music and drove home in silence, reliving what happened that day.

Juggling a demanding job and ever-increasing family responsibilities, I had developed an internal mental switch to maintain my sanity. Every morning, when I stepped out of the house, I switched off the domestic mode and turned the official switch on. In the evening, as I got into my car, I switched off my official mode and turned on my favourite music. The domestic mode would come alive only when I reached home. Thus, the interregnum between leaving the office and reaching home was my “Me Time” when I forgot the world. However, that evening, my worries consumed me, preventing me from relaxing. There was an onslaught of problems from all sides throughout the day.

***

Soon after I reached the office, my son called, “Mom, I have just reached home.”

“Why? What happened?” I was alarmed. He had joined a reputed engineering college for a four-year course just a month ago.

“The physical ragging is atrocious. The seniors are no less than monsters. I cannot take it anymore. I am not going back there,” he sounded upset.

“You relax at home now. We will talk about it in the evening,” I comforted him.

A little later, my mother called up from Lucknow, “Papa is in a critical condition. Can you come over one of these weekends to look him up? It is not urgent, but who knows what happens tomorrow…?” She had left the sentence incomplete for me to infer its meaning. My heart sank as I realized that if I did not go to Lucknow now, I may never see my father again.

Just before lunch, Ronnie Khanna (not his real name), who was earlier in my team, walked into my room. He looked serious and worried. “Madam, if you do not mind, I want to give some personal advice. Please clear the proposals of Faiz Ali Sahab.”

“But none of the proposals for donation to his institutes fulfil the criteria for donation under community services banking.”

“What you are saying is correct technically, but madam, it may not be good for you personally. I have come to caution you because I have worked with you earlier and continue to be your well-wisher,” Ronnie sounded concerned.

“Faiz Ali is sitting in the VIP lobby, raising a stink because you have turned down all the proposals for donations to his institute,” Ronnie’s tone was grim, the lines of worry getting dark on his serious face.

“He is a Local Board member and can be nasty. He is threatening to have you transferred to a difficult place.”

“But I have not turned them down myself. It is with the approval of the big boss,” I said confidently.

“You know our boss is spineless, and this man is saying that he will have you transferred to a place where even potable water may not be available,” he whispered as he looked at the door from the corner of his eyes.

“I do not care. Please tell that fellow I am willing to go even to the North East. I would boil the water before drinking it but shall not do anything against the norms,” I was unruffled. Disappointed at my firm response, Ronnie left the room.

I thought about it for some time and decided to inform the boss. I thought it would be good to forewarn him so that he could counter the undesirable onslaught by the Local Board member. When I apprised him of the situation, he listened attentively and said, “I hope you have not told him that all these notes were declined with my approval.”

“No, sir. Not at all! He does not know anything about that,” I said with pride in my voice, pride in being a disciplined soldier. My loyalties were with my Bank and my boss only.

“Hmmm… Do not tell him about this conversation, and keep these folders in your custody. He should not see them under any circumstances and not even get wind of the fact that I declined them,” he sounded relieved.

I had assessed my boss to be straightforward and strong, but was he? How mistaken I was! This happened before lunchtime, and my transfer orders for Dehra Dun were issued by the evening.

Later in the evening, Ronnie told me that Faiz Ali would not leave the top man’s room until he signed my transfer orders. Not having enough guts to explain the official policies, he preferred to succumb to his pressure and comply with his demands in a cowardly manner. How I missed my previous boss! (See Episode no 63. Two Opposite Leadership Styles (Year 1994) 

https://ranjanabharij.blogspot.com/2024/10/63-two-leadership-styles-year-1994.html 

***

I had reached home. As I parked the car in front of my house, I felt fatigue wash over me. The events of the day, culminating in the car accident and the police encounter, left me feeling overwhelmed and exhausted.

I continued to sit in the car for a few minutes, contemplating which issue to deal with first, break the news of my transfer to Dehra Dun to the family, book my tickets for Lucknow to meet my ailing father or to help my son handle the issue of ragging at the college.
I took a deep breath, gathered myself and stepped out of the car, ready to handle all the unexpected challenges that had suddenly cropped up that day.

(To be continued...)

                                   *****

63. TWO OPPOSITE LEADERSHIP STYLES (1994)

STRESS, SUCCESS AND EVERYTHING IN-BETWEEN 

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

CARE: This is Chapter 63 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 the annual closing time for the Bank. News of business performances from other circles was coming into the media every day. Our circle had achieved phenomenal growth in business. I was thrilled with our success and envisioned a press conference to showcase our achievements. As the head of Public Relations, it was my duty to capitalize on such opportunities to enhance the image of the Bank.

While I reported directly to the Circle head, administrative matters were routed through one of the General Managers. Eagerly, I approached the General Manager with my idea, but his response was almost lukewarm. With an expressionless face, he merely suggested I consult the Chief.  

I did not allow my spirits to be dampened and sought an audience with the big boss with renewed determination. He was the same person who had interviewed me for this job, as I have previously recounted in Episode 61. He enthusiastically endorsed my proposal and instructed his Personal Secretary to schedule a suitable date.

Excited at the idea, I moved swiftly, booked a prestigious hotel for the press conference, designed invitation cards, selected thoughtful gifts for the media, meticulously prepared an impressive press release and had it duly approved by the General Managers and the Circle head.

The press conference was a resounding success. All our top and senior executives were present at the venue, the media briefing was informative, and questions were addressed by the circle management committee with clarity. The media relished the exquisite wines and thoughtfully curated dinner menu. With the help of my team, I saw off the last guests around 2 am.

In the morning, I was delighted to read extensive coverage of our performance in the newspapers I subscribed to. Eager to see how other papers had reported the event, I arrived at the office earlier than usual. I was thrilled at the success of my first press conference.

As I was immersed in reading the media reports, my phone rang. It was a long-distance call from the head of Public Relations in the Corporate Centre in Mumbai. He rebuked me for a significant blunder: the profit figures of the circle were not to be shared. He emphasized that only the consolidated profit figures of the Bank were to be made public. He apprehended that the Chairman would be furious and may reprimand our Circle head. Before I could respond, he disconnected the line.

I was stunned. My pride and joy evaporated as I slumped in my chair. A mistake had been made, and I could not undo it. I felt compelled to inform our superiors so they could be prepared.

I could not wait for the elevator and took to the stairs to inform the General Manager. He listened impassively and replied curtly, "I never wanted a press conference. It was you who were pushing for it. Now face the consequences! (मैं तो वैसे भी कोई प्रैस कांफ्रेंस वगैरह करना नहीं चाहता था। आप ही को पडी हुई थी। अब नतीजा भुगतिए।)"

"I had only suggested it, and you had agreed. You even approved the press release with the controversial figures. How can you disown it now?" I wanted to protest but was dumbfounded by his attempt to evade the blame. He washed his hands of any responsibility.

Snubbed and humiliated, I came out of his office. But after a moment of hesitation, I decided to inform the Circle head about the lapse. I wanted to forewarn him. Anticipating a potential call from the Chairman, I did not want him to be taken off-guard. As I entered his room, he greeted me warmly and complimented me for arranging a successful press conference. I could not even accept the compliment properly and confessed to the mistake pointed out by the Corporate Centre. I expressed my apprehension about the likely adverse reaction from the Chairman.

He listened attentively, smiled and said reassuringly, "Don't worry. I will handle it."

With his soothing words, a wave of relief washed over me, and I breathed easy. I never heard anything further about the lapse from anyone.  

That day, in the face of adversity, I witnessed two vastly different leadership styles. One was a man who shied away from responsibility and tried to throw back the blame at his junior. The other was a confident leader who stood by his team even in crisis. It was a lesson I would never forget.

(To be continued...)

*****