Category Archives: Columns

Columns, arranged by topic, that I have written

Keeping yourself & others honest – Lessons from my dad

English: 1926 Promissory Note from the Imperia...Growing up, I recall my father gifting things to folks – in what I deemed – a reckless manner. There was time when someone admired my father’s wristwatch and he took it off and insisted that they take it. My sister and I argued with him, not just on that occasion but on several others that he was being taken advantage of. Of course his response was that there’s as much pleasure, maybe even more, in giving as there is in taking. My sister’s immediate offer of making him ecstatic by happily taking any and all gifts that he planned to give in the future, I don’t think was taken seriously.

Yet once I hit my teens, I became aware that whenever my father lent people money – particularly to a steady stream of strangers, often referred by relatives – for a family exigency or to buy a motorcycle or to go abroad to study, he always insisted that they sign a promissory note or pro-note as was called. This was usually a letter on plain paper, stating the amounts borrowed and the borrower’s intent to return the sums upon demand or by a certain date. The borrower signed it across a revenue stamp pasted on the paper, making it a legal contract. This was in marked contrast with how he handled grants at the small non-profit he ran, which usually gave money directly to elementary, middle or high schools for kids who needed financial help to pay their fees or for books. These grants were just that and the beneficiaries, usually economically disadvantaged kids, were not expected to pay the money back.

So I asked my dad, why he took pro notes from these other folks who borrowed money from him. His response was that if he didn’t treat the money as a loan, that he expected the borrower to return, it diminished the value perceived by the borrower. While most borrowers intended to return the money, it didn’t hurt that there was a legal reason for them to pay off the loan. As my dad put it, “If they return the money, it allows me to lend it to more people who could use a helping hand.”

Ronald Reagan is credited with popularizing the term “Trust but verify” (or as the Russian proverb went “doveryai, no proveryai”). This was my dad’s own method to keep himself and others honest.

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Share the credit generously – Lessons from my dad

Spotting someone you know in a movie’s end cre...

“That is what TTN has visualized.” I’d heard my dad say this so many times as I was growing up. TTN was TT Narasimhan, his boss – who relied heavily on my dad as his execution guy. In later years, my father took on the role of the CEO of two group companies and was left to call the shots in these and other businesses. Yet, in almost all public instances, my dad never did anything without indicating that he was only carrying out TTN’s vision. While not comfortable himself with any form of public praise, he was never failed to point out the contribution of TTN, when someone praised or credited him with any success. Even in the hierarchy and sycophancy-laden culture of India in the 70s, it was clear that it was something else that drove my dad.

I recall, once having a big argument (at least that’s how it seemed to me) with my dad, as to why he did not take credit for a lot of what were clearly his own ideas and doing. My dad gave me the indulgent smile he was wont to, when he felt I was being particularly childish or unreasonable. “Son, keep in mind, that all I’m able to do is because of the freedom and trust, not to mention the capital that TTN has provided. It’s in his name that we are borrowing money – that enables  us to do what we are doing.” He could see clearly that this did not cut much ice with me. “Even without all of that, there are two things to keep in mind son,” he continued. “It does take vision – not everyone can provide it. And giving credit to others does not take anything away from your own contribution.”

I can’t say that I was convinced that day. Several years later, when he had hired several PhDs in the research department of the pharmaceutical firm he was the CEO off, I saw this in action again. My dad had only graduated from high school, as his father’s death while he was still in 9th standard, and the family’s financial situation did not allow him to pursue a college degree. So here was a man, with no formal qualifications other than a high school diploma from a small town in  Tamil Nadu, who’d worked his way up from accounting apprentice through chief accountant to eventually CEO of two firms. “All credit has to go to our scientists for how well our firm is doing today,” was his constant refrain.

At my father’s funeral last year, many strangers came up to me and said “I was able to pursue college or go overseas only because of your dad.” So my dad’s exhortation to “Spread the credit” clearly had not undermined him in any way – his actions spoke loud enough.

This is a lesson that I’ve finally begun to appreciate and practice. Let me tell you about all that things that I’ve learned from Rajagopal….

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Lessons start-ups can teach all of us

As with most sayings there’s a good deal of truth to the truism—history is written by the victors. And rarely do such histories dwell on the mistakes or, worse yet, atrocities committed by the victors. While modern historians have attempted people’s histories or stories of the subaltern, as academics are fond of calling it, it’s pretty certain most histories are not exactly balanced reporting.

Cover of "Founders at Work: Stories of St...

Cover via Amazon

Stories of entrepreneurial journeys in many ways are not that different from histories written by the victors. Many of them are only slightly better than hagiographic biographies written by adoring admirers. Baskar Subramanian, one of the co-founders of my first start-up is fond of pointing out that once an entrepreneur is successful, he can write the story of his journey in any manner he deems fit. So if a start-up saga contains few mistakes, almost no accidents or lucky breaks, and where every major decision was the result of great strategic thought, you know you are reading a history by the victor. So a bucket of salt may be required when you read such a history or seek to learn from it.

Even when an entrepreneur is clearly successful and well thought of on matters of integrity, such as Sam Walton, the founder of Wal-Mart, or for someone closer to home, J.R.D. Tata, the matter of relevance, particularly to a fledgling start-up, becomes important. A reader is at best able to draw only general lessons about perseverance or passion. India and the world are a significantly different place today than when these men built their businesses. So, how practical are their insights for an entrepreneur to apply today? Inspiration is critical and these tomes offer them, certainly, but entrepreneurs need more than inspiration. They need practical and proven insights that can be both internalized and implemented with ease. Do books of even recent entrepreneurial success, pertain only to a market segment—modern retail or generic drugs—or can their lessons be applied to any entrepreneur starting up?

With the advent of blogs, particularly those professing advice for entrepreneurs, a number of interview series, and subsequently, books of interviews of entrepreneurs have emerged. These overcome the shortcomings of a single subject or company book and are often stories of recent or still-running businesses, which the readers not only relate to but also are likely to encounter in their lives. Yet, not each of these are written (or worse yet edited) in a manner that makes them as palatable and useful as one would like.

The first challenge when trying to learn from the lessons of others is figuring out which lessons are relevant to your own situation. Once you identify the problems that are similar, if not identical, to your own, you’d have to figure out whether the solution is germane to your own situation. Hiring for a software product start-up may be just as difficult in Bangalore as it is in Mountain View or New York—however, the solution may be altogether different.

Founders at Work: Stories of Startups’ Early Days by Jessica Livingston stands head and shoulders above most other compilations of founder stories. While largely confined to Silicon Valley founders (whose origins are as varied as Brazil, China, India and Russia—and more interestingly the lesser-heralded towns of US states such as Nebraska and Iowa) and what would be termed as “tech” start-ups in India, many of the lessons are broadly applicable to start-ups anywhere.

The 32 stories in Founders at Work are set in Q&A form, with mercifully short questions. The entrepreneurs’ answers are delivered in direct and often in an unflatteringly candid manner. The book, which I’d avoided reading for a long time, gripped me from the first page. The book works because it keeps its focus on the earliest days of the start-ups—whether they subsequently grew into today’s Apple or self-destructed like ArsDigita or were acquired like Hotmail or TripAdvisor. This is one book of start-up stories that you cannot do without, even if you never intend to start something on your own. You’ll do better at your job as will your company if you read this book and take its lessons to heart.

This article originally appeared in the Book Beginnings column in Mint.
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Getting your people to take ownership

This last week I made a mistake for a second time and paid for it dearly. A friend had offered to book a hotel for me and feeling lazier than usual I’d agreed. And when she sent me an email with the reservation I actually felt good, because she’d booked me in a fancy downtown hotel at bargain rates. Of course, only when I showed up at the registration desk did I realize that I’d confused my drachmas for dirhams. So the good deal in a downtown hotel, for what I thought was $100 a night, turned out to be nearly $400. But by then it was too late not just with the non-refundable booking but also on a long day after a long flight with the family in tow. I reckoned might as well have a good time. But I was in for yet another shock. The lady behind the desk had a most snarky attitude. “No! Breakfast is not included with your room. It is $30 per person.” “No, there’s no free wi-fi—$7 for an hour or $15 for a day. By the way that’s per device.”

A Stake in the Outcome ; Jack Stack & Bo Burlingham; Double Day, October 2003.

None of this rankled as much as her attitude that she clearly didn’t care how I felt and she absolutely felt no need to be even remotely polite. In contrast, the hotels that I’d stayed at the night before and the two nights afterwards, each cost well below $100 per night and offered free breakfast and free wi-fi (in only the lobby in one case and all over the hotel in the other). More importantly, both had extremely friendly folks at the front desk—who were happy to let us check in early, check out late and went out of their way to help us have a good time. And these were employees, who certainly were paid a whole lot less than my snarky host at the $400 a night hotel. My little one asked in the puzzled tone she uses when she doesn’t understand something, “Why did that lady have such a bad attitude dad?” And, of course, answered herself quickly, “Maybe she had a fight with her boyfriend!” What was evident to my 13-year-old was clearly not evident to the owners of this fancy hotel —not the boyfriend part but the fact that attitude matters. This lady with her snarky attitude did not only prevent us from enjoying our stay at $400 a night but made sure that we’d not go back there.

“I can’t just get them to take ownership.” How many times have we heard this refrain from managers or entrepreneurs? And how often have we voiced this sentiment ourselves? It seems like we all run into folks who can’t look at what they do to be anything more than a job. Something they do to make a living—put food on the table, pay the bills—and they can’t wait for 5 o’clock or the end of their shift, so that they can get back to their real lives. Sure we may use other words or expressions—“Doesn’t he have any pride in what he does?” and “I can’t seem to make them care about the company or customers.”

In his book, A Stake in the Outcome, Jack Stack, CEO of SRC Holdings Corp., talks about building a culture of ownership among the people who run a business and the critical role it plays in the long-term success of a business. The book builds on his own experience of taking the original Springfield ReManufacturing Corp. where he was a manager, from the verge of failure to a major financial success. The original $0.10 stock in 1983 when Jack and his 12 manager colleagues took over the business was worth $81.60 in 2001—for a return of 816,000% in 18 years! But that’s not the story. It is how all 727 employees own shares—not just some shares, the 722 newest shareholders own 64% of the business valued at $23 million in 2002. I’d run out and get this book for everyone on your team to not just learn how Jack and has team achieved this but to repeat it with your business.

Enhanced by ZemantaThis article originally appeared in the Book Beginnings column in Mint.
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Learning leadership from business & politics

Cover of

Cover of On Becoming a Leader

There are few things that have been written so much about and yet not understood well as leadership – okay possibly parenting, but that’s for another place and day. Stop the next six people you encounter today and ask them about their favorite leader and what it is that makes them a great leader. You are likely to get at last six different answers, possibly more. If we dig a little deeper we’ll also discover people expect different things from different leaders – as in what constitutes a great statesman, a successful business leader, a politician or a community or social leader. Whilst all this is natural and not unexpected, it is of little help for those of us looking to role models and to answer the question how do I become a leader and what should I do as a leader.

There is the common perception, quite widely held even in business circles, of an awe-inspiring, charismatic leader – gimlet eyed, firm jawed capable of making rapid decisions – sort of Churchill sans the cigar. Jack Welch of General Electric and Henry Nicholas, former CEO of Broadcom fall into this category of leader models. At the other extreme we have Bill Gates one of the most successful entrepreneurs of all time, who till a few years back was underwhelming at best in his public presentations. Yet the leaders we meet everyday – even the few that we admire seem to be cut from as many different types of cloth as there are men and women.

Closer home, few Indian business leaders have gotten the same measure of public exposure or attention that Bollywood, cricket or politics gets, for us to easily draw definitive stands on leadership styles. Politics by virtue of its very nature, throws up a large share of leaders, at least ones that get a disproportionate share of air time. Interestingly Indian politics, especially recently, has thrown up a wide and varied share of leaders – particularly women leaders – J. Jayalalitha, Mamta Bannerjee, Mayawati and of course Sonia Gandhi. Fewer groups could be as dissimilar as these four women and yet they command respect with vast swathes of people and wield considerable power. Their styles are as varied as the regions the cuisines of India are. Similarly, for the first time since Independence, men and women such as Aruna Irani, Kiran Bedi and Anna Hazare, who are not politicians, movie stars or cricketers have captured our attention and imagination. Their use of social and new media in combination with old style street activism, itself offers some interesting lessons in both leading change and leadership styles.

The challenge of course in formulating our leadership lessons from politicians and business leaders, whether in India or overseas, particularly from what is written about them is in separating the myth from reality. The natural question is that how much of this is business, culture or country specific and should we look to Indian business leaders to draw lessons for ourselves? Unfortunately a good deal of writing about business leaders in India has been panegyric limiting their usefulness as lessons in leadership. Fortunately much of what has been written about business leaders overseas, even when not scholarly, has been done so in mostly an objective manner and occasionally in an outright critical manner.

Warren Bennis’ “On Becoming a Leader” was inspired in his own words “by the gap between theory and practice, the difference between what one thinks and teaches and what one does.” By covering 28 specific individuals – men and women, all American, across a variety of professions, helps identify the critical ingredients for leadership success. More importantly he outlines a way to grow those qualities in us and in the people we will lead. As he states up front in his introduction, in his first book “Leaders” he covered the “Whats” and in this book, he covers the “Hows.” In the mold of Tom Peters and Peter Drucker, Warren Bennis has carved himself a seminal role in business through his research on Leadership. This book of his, rooted as it is in the real world of practicing leaders can help each of us become the leader we are fully capable of being.

This article originally appeared in the Book Beginnings column in Mint.

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Playing Corporate Snakes & Ladders

The General ManagersThe popular television serial Bones features a female protagonist Dr Temperance “Bones” Brennan, a forensic anthropologist. An immensely intelligent woman capable of formidable physical action, Bones is unbelievably literal and socially inept. While this helps underpin the humour in an otherwise serious criminal investigation series, it also causes much hurt and heartache for the people around her.  We’ve all met people like that—incredibly smart, at the top of their game, even good-looking, but utterly lacking in empathy. Yet without these smart people, empathetic or not, it would be difficult to get much of our business or work done.

As managers, how do we deal with such folks? Is it possible to get them to develop empathy—for their co-workers and customers at the very least? Historically, the most common method that people have recommended to build empathy has been “walking in the other person’s shoes”. Nothing opens up our eyes, and hopefully our minds, as experiencing what Mischelle goes through every day or what Rajagopal deals with on a daily basis. And in the India of the early 21st century, there is somewhat of a unique challenge.

Companies, both multinationals already here and those entering each day, are jockeying with growing Indian companies and India-origin multinationals for middle and senior managers. Despite the promise of India’s vaunted demographic dividend, the reality today is one of far too many opportunities chasing far too few suitable candidates. Matters probably haven’t helped in the past few years, when fast-rising managers in Indian multinationals have been promoted to run their businesses elsewhere. In many ways, the downturn has been a positive step forward as growth of companies and white collar jobs in India have continued, while most of the rest of the world has stagnated.

In specific specialized fields, such as airline pilots, we’ve had no option but to go overseas and hire expatriate pilots. Retail, automotive initially began on a similar route, but have largely transitioned to hiring in India or poaching senior folks from other Indian or multinational companies in India. This has led to an interesting dynamic, evident to even a casual browser of LinkedIn or the business appointment announcements—the rapid rise of individuals into executive positions. The days of my dad working his way up a single organization over 20-odd years appear downright quaint in today’s India. Even in the early 2000s when the big four IT companies were making names for themselves as high-growth global businesses, they had their share of blue, green or other colour badges (signifying 10, 15 or even 20 years of service) in senior positions.

A quick and unscientific survey of the managing directors or India heads of technology firms, for instance, reveals folks who have moved on average four-six jobs over a period of 10-12 years. This is definitely a great time of opportunity for individuals themselves, but one of challenges for companies. It also begs the question: has the business world or India indeed changed and is this the new normal? And, more importantly, does this serve the companies, individuals and the nation well? Will Parkinson’s law kick in and can these leaders, indeed, lead without the experience that staying in one industry, even if not in one company, will bring them?

The good news is that this question has risen before and been examined in great detail. The General Managers by John Kotter of the Harvard Business School set out to answer this very question of “professional managers” who can step into any business and run it well. Kotter took an empathetic approach of walking in the footsteps of 15 general managers across a variety of industries over a year. His key finding was successful managers are domain specialists having spent most or all of their career in one industry. This enabled them to establish cooperative working relationships and wide informal networks that he attributes to their success. In what should give pause to all of us, he finds outsiders rarely do as well—as probably John Sculley and others found at Apple.

This article originally appeared in the Book Beginnings column in Mint.

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Test the waters – Lessons from my Dad

Buddhist meditation in Wat Khung Taphao,Ban Kh...

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“I think I’ll just study the scriptures, meditate and focus on things spiritual.” My dad must have been in his late thirties or mid-forties when he said this to his father-in-law. To the latter’s credit, he did not tumble out of his wheel chair nor sputter and scream at my dad. “That’s a very good aspiration, Kuppuswamy,” was his response.

My dad was recounting how he went through a phase, when he was just plain tired of the rat race— all the traveling, business headaches, dealing with debtors and I suspect a fair amount of family drama—given our joint family, truant nephews and nieces and all the financial responsibilities that came with it.

My grandfather continued, “I’m happy to hear that you are thinking of studying the scriptures and focusing on matters spiritual. Let me help you. Why don’t I arrange a teacher to come to your house, early in the morning, so that before you leave for work you can begin studying the scriptures. Once you’ve done it for six months, you can quit your job and do this full time.”

My dad was greatly overjoyed. I’m not sure if he expected his father-in-law to accept what he was contemplating, let alone to actually help him with it. So indeed as my grandfather had promised, the purohit, a Brahmin teacher complete with shaved head and bare upper body showed up at 5AM the following Monday at my father’s place.

That first day they began with a simple recital of the sloka to the guru (hymn to the teacher). The following day they started with the Purusha Suktam, from the Rig Veda which seeks to explain the origin of the Universe. And on to the third morning. On the fourth morning my father had to leave for Nagpur on an unplanned business trip for several days. The following week, I think he managed to squeeze in two classes before another trip to Delhi. The week after he had to head out on a week long trip overseas. So the classes got fewer and farther. The purohit was persistent but polite. By month two my dad’s travel schedule pretty much precluded any classes. At the beginning of month three, my grandfather let my father know that when his schedule permitted more time, the purohit would return. Nothing further was said and my father never raised the matter of giving up things material and focusing on the spiritual!

For both my dad and me, there were two lessons packed into this one story. When he first approached my grandfather, he was clear in his mind what he wanted to do and was convinced that he should do it immediately and wholeheartedly. My grandfather of course convinced him to test the waters first – which obviously was a good thing. It was not my dad’s travel schedule that kept him from the lessons and his onward spiritual journey – it was that his desire to give up on everything was a passing fancy, a possible reaction to a stressful period, rather than a deeply felt life goal. And thanks to my grandfather he had neither burnt his bridges by resigning his job or caused immense worry to his family by seemingly losing interest in matters of the world.

The more useful lesson, particularly as a parent, was not to react to anything, however insane sounding, with visceral opposition as sometimes my wife and I do with our teen daughters, but to listen, even agree and demonstrate through action that what’s contemplated might not be the best course of action.

My grandfather despite being wheelchair-bound was a jujitsu master par excellence, pulling when pushed and pushing when pulled.

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The Only Business Book You’d Ever Have to Read

A quick glance at a typical entrepreneurs’ nightstand will show at least two or three books piled up waiting to be read. Despite their best intentions, entrepreneurs and other business folks often don’t get around to reading all the books they plan to. The fact that they are frequently gifted many “must-read” books only adds to the problem. If you thought things were bad before, our friends and sundry experts on Twitter and Facebook who’ve begun showering all of us with even more recommendations are making matters worse.

Effective Executive image (c) MintLast night when the pile of books on my bedside table tumbled over, I was finally spurred to action. I set out on a quest – to find that one book that must be read – after which it wouldn’t matter if I read any  others. I’d have to admit that my thus-far forbearing spouse probably had as much to do with my wanting just one book on my nightstand. It is this journey I share with you in this week’s column.

The preamble of the US Declaration of Independence, first adopted on July 4, 1776, states “We hold these truths to be self-evident.”  Scholars agree that the authors of the Declaration of Independence were greatly influenced by the work of English philosopher John Locke (1632 – 1704). That his ideas have held sway for over three hundred years speaks to the foresight and genius of John Locke. If there is such a philosopher in business, who has not only  influenced multiple generations of business leaders but continues to stay relevant today, it is Peter Drucker.

Whether you are a new employee starting out on your first job or an experienced CEO and particularly if are an entrepreneur, Peter Drucker has something of lasting value to impart to you. The challenge in getting acquainted with Peter Drucker and his work is the sheer prodigiousness of his written output. He’s Shakespearean in the number of volumes (nearly forty) he has authored and the breadth of subjects he’s covered. The utter clarity of thought and simplicity of his communication style have earned Drucker, in my opinion, the right to be termed the Bard of Business.

And much like getting acquainted with the Bard of Stratford-on-Avon through a Minerva or Cliff Notes guide, the first time reader might wish there was a quick and easy guide to Drucker. Luckily Drucker’s own “The Effective Executive” first published in 1966 (subsequently revised as The Effective Executive Revised in 2002 and The Effective Executive in Action in 2005) is such a guide.  The book distills the wisdom needed for a professional lifetime in Drucker’s trademark lucid style within its slim 174 pages. It is the volume I’d choose, if I had to pick only one of his books.

The charm of the book lies in Drucker’s simple assertion that effectiveness can be learned. Never one to mince words, he asserts in the very first chapter,“Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results.” He then quickly spells out five simple steps to learn and practice effectiveness.

Drucker’s frequent use of compelling anecdotes from his own wide-ranging consulting career and history makes reading the book not only pleasurable but memorable as well.  My own favorite story is the one about President Abraham Lincoln’s response when he’s told about his new commander-in-chief’ General Grant’s fondness for the bottle. “If I knew his brand, I’d send a barrel or so to some other generals.” Drucker goes on to say, Grant’s appointment was effective because he was chosen for his strength of winning battles and “not for his sobriety, that is, for the absence of a weakness.”

My roommate in college would read the Bible each night before he went to bed. Many a times, as brash 18-year-olds are wont to do, I’d ask him “Haven’t you read it before? How come you are reading it again?” To his credit he never lost his cool and would mostly give me an indulgent smile before returning to his book. It was only much later that I came to appreciate the value of returning to a book I’d read many times and discovering new things each time. The Effective Executive is such a book, one that I find myself returning to each year and it has never disappointed.

Get yourself a copy today and you wouldn’t even have to clear out any space, given the slim volume it is.

Summary

Effective executives

  • Manage their time through explicit choices about what’s important
  • Focus on what they can contribute themselves
  • Build on people’s strengths rather than try to mitigate their weaknesses
  • Set and drive the long-term business priorities
  • Understand and make effective decisions and
  • Know that effectiveness can be learned

 

An edited version of this article first appeared in my Book Beginnings column in the Mint.

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Be Generous – Lessons from my dad

As in my worst fears, the call came early in the morning, just before 3AM California time. When the phone rang the first time, I rejected the call, reckoning it was a colleague in India, who’d lost track of time. When the phone rang again within minutes, this time with caller ID showing another colleague’s name, I knew something was amiss.

“Sri, I am sorry to inform you your father has passed away!” At first, I was not sure I had heard right. My first thought strangely was for my colleague who had the unpleasant task of having to call me with bad news. I almost felt apologetic that I had put him in such a position. Maybe it was shock and I was not ready to hear that my father was no more.

Rushed calls to my travel agent, wondering what to tell the kids sleeping in the next room – the next thirty-six hours were a blur – neither Icelandic volcanoes spewing ash, nor delayed flights and uncooperative flight supervisors would get in the way of our making it back to India. The nearly two hour trip from the tarmac to my father’s home felt longer than the whole journey.

“Your father paid for me to go to college and then got me started on my Chartered Accountancy apprenticeship,” said the stranger, who’d come to the funeral. He looked to be about 40 years old. “Your dad was also the one who helped my brother go the United States,” he continued. There were nearly 150 people at home when I got in from the airport, most of them extended family and a good many folks that I didn’t know. Much of the afternoon, was spent recounting tales of how my father had helped someone buy a house, another furnish one and still another get a compound wall put in.

Second cousins who’d grown up in my house abounded and had their own tales of getting jobs with my dad’s help. I recall when I was a young teen, some relative admiring my father’s watch. I was aghast when my father removed it and insisted that the relative have the watch.

That evening I recall my sister and I arguing with my dad, that if he just gives away stuff, we’d probably not have anything – not that we knew what we had. My dad just laughed at first. Then when he saw how serious we were, he said “There’s great pleasure in giving – I’d say more so than even receiving.” My sister, ever the smart alec quickly retorted, “Then you’ll be happy to give and I will be happy to receive.”

It was only many years later that I learnt about my father’s journey to the city as an impoverished young man with three rupees in his pocket. While he became a successful man over the years, he never stopped giving regardless of his own financial status. His life itself was one critical lesson – “Be Generous”

My father Dr. K. Kuppuswamy passed away on the 24th of May 2011.

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Giving this Diwali

The diwali diyas at Diwali Celebrations at Ban...

Admiration, respect, possibly adulation or envy are the emotions that pop to mind when people talk of Bill Gates or Warren Buffett, who are not just among the world’s richest men but among the most philanthropic.

Yet fear or trepidation seems to have been the emotion stirred, if we are to believe the media, by these two men when they took their message of giving to China and are rumored to be bringing it to India.

Even before the Joy of Giving week rolled out at the end of September, newspapers in India and elsewhere were talking about “…concern among some of China’s wealthy that they would be pressured into contributions” and of Gates and Buffett’s dinner plans in India.

Other Op-ed pieces discussed everything from the high-rise “apartment” that Reliance’s Mukesh Ambani is building to what philanthropy India’s wealthiest are doing, if at all, and how much.

It is nice that, despite the never-ending stream of scams (Mumbai high-rise, Commonwealth Games, iron-ore mining) the mainstream media is also discussing philanthropy, particularly in the private sector. However, their starry-eyed view of it as something solely the domain of uber-rich would be depressing but for the fact that a million “little men and women” are toiling away in India each day, giving well beyond their means.

As anyone who’s tried to support a charity knows, it is easy to give a little money of your own, harder to give your time and hardest to get others to give their money or time — and it is this giving that I’d like to celebrate this Diwali.

Certainly, the wealthy in India have contributed enormously to philanthropy, be it the Tatas with their charities and institution building or Azim Premji’s eponymous foundation. Their giving, even when they’ve sought to keep it quiet, has gotten the rightful recognition and coverage.

However, most Indians who are giving each day — disproportionate amounts of their time and money — rarely have their story told. Their story needs to be told, if only to inspire others to celebrate them by following in their footsteps. I share the story of two such unheralded givers, so that giving becomes as much a second nature to all of us, as taking seems to be to a large swath of our politicians and bureaucrats.

“Why me?” is a question I hear often as the father of two teens. It is hard to explain even seemingly simple life lessons to kids. So when the “Why me?” question is posed by a teen, both orphaned and HIV positive, it is particularly hard.

Krishnagiri is a town on the Tamil Nadu-Karnataka border just an hour outside Bangalore. Its location on the cross roads of four national highways and as a main trucking route connecting Chennai, Hosur and Bangalore make it a hotspot for HIV/AIDS infections.

This has led to a number of children within the Krishnagiri district being orphaned and many are HIV-infected at birth. Many children were taken in by grandparents, relatives and in some cases by neighbors. Most of these foster parents are themselves poor and face economic challenges even before having to care for these orphaned or infected children.

The Association for Rural Community Development is an NGO that has taken up the cause of these children. Founded in 1998, ARCOD is focused on the empowerment of rural poor, particularly women and children. From the initial days of helping rural poor women form self-help groups in one district, they have grown to four districts of Tamil Nadu and their initiatives span micro-finance, rural housing, and health with emphasis on sexual and reproductive health rights.

Their most recent initiative has been to ensure that these orphaned or HIV-infected children get the nutrition that can ensure them a reasonable quality of life — and so, too, the foster families.

As in any human situation, the numbers rarely paint as clear a picture as individual stories. One 13-year-old girl’s father died of AIDS and even while her mother tries to earn a living as a day laborer, the teenager has to take care of her three younger siblings. Another girl is 11 and HIV positive; she has lost both her parents and is being raised by her grandmother who works as a coolie.

A contribution of 500 rupees a month per child enables the provision of such nutrition. With their volunteer teams on the ground, their counseling and training services for families, ARCOD is directly impacting the lives of hundreds of children. All this with little or no fanfare and even lower overhead.

Pasha is a gifted painter and, like many kids his age, likes playing computer games. However, growing up with muscular dystrophy in a family that lived in the slums of South Bangalore, he’d have never been able to pursue his dreams but for the Foundation for Action, Motivation and Empowerment India.

Founded in 2001, FAME is a Bangalore-based NGO that supports rehabilitation and empowerment of children and young adults with neuro-muscular and intellectual development disabilities, such as cerebral palsy, Down’s syndrome, mental retardation and muscular dystrophy.

“Most poor parents who work had to leave their mentally or physically challenged children locked at home,” says Janaki Vishwanath, managing trustee of FAME India. “They could not put their kids in regular schools nor necessarily afford the special education or schooling.”

It is this gap that FAME India has stepped in to bridge. While admitting students of every economic group, the fees it charges for the school is based solely on parents’ ability to pay. The school bus service at FAME is as important as the special education teachers, the dedicated volunteers, the wheelchair friendly building and in-school lunches as it allows both the children and their parents to pursue an empowering course.

Now, as some of their students approach or cross into adulthood, FAME has stepped up to face the challenge of helping them seek gainful employment that offers a modicum of income and immeasurable confidence to face the world. Opportunities they have created include those in their in-house production facility for cloth and paper gift bags, paper cups, painted clay lamps or diyas for festivals or through mail room or copying and courier jobs with local companies.

Although in a relatively nascent stage from a job creation standpoint and constantly challenged by the financial needs of a growing student body, FAME India is yet another instance of unsung heroes who are changing lives each day one child at a time.

There are yet more organizations such as Gift-a-Future, who are attempting to remove economic impediments that come in the way of education, particularly for high school students. Even if we featured one a week, or better yet one a day, our lives would be that much the richer. Join me in getting their stories told.

This story first appeared online at the Wall Street Journal’s India Journal.

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