Working on the same project which in today’s terms would be worth many Millions, and that too in a government organisation, we finally managed to see the finishing line ahead of us. Yogesh Bhat referred to earlier worked in the head office. One of the Directors Mr. Behla, a boisterous, energetic Sardarji on a visit to the site asked us – “How long to finish the project?”. We said something like 4 months or so provided we had everything we need in terms of material, men, equipment etc. He just looked at us and said – “Beg, Borrow or Buy, get the project done” and fixed a date and was ready to depart leaving us staring since this involved spending lots of money, taking many decisions and we were too junior to even comprehend that. We mumbled something about how his office needed to help us get what we wanted. He just looked at us and said, “You are the Director” and left.
Back again to Yogesh Bhat the crisis manager we were in sheer panic and highly agitated and recounted this conversation and said “That sardarji is mad, he gives a target date, says you are the Director and walks away”. Yogesh as usual calmly says – “Relax, nothing to worry. He said you are the Director no.? So, no problem”. He then explained like to an idiot child. “Go to the admin office and ask for the delegation of powers for Directors. Then whatever you need to do, buy, whatever just do it based on the powers of a Director. But do not send any bills or papers to finance. Just keep it with you till the project is completed and Behla will tell you what to do”
So as 27-year olds, in 1987 we actually took decisions on purchases, contracts, etc based on the powers of a Director on the board and we finished the project. Thanks to Yogesh and his advice not once did we get overwhelmed at the enormity of the task and decisions. It didn't strike us that we could get into serious trouble. It was exciting since we had taken decisions cumulatively of more than Rs. 2.5 Million (then about 200,000 US $ and about 34,000 $ at today’s exchange rate) without asking anybody. We were Directors remember?
The project got ready and Mr. Behla came for a visit. After going around the site he said – “Let’s go to your office. Once there he said – “Give me the bills”. I presented a big fat bunch of bills for expenses, documents like purchase orders etc and the man simply signed every page without even looking at them. In the end he simply said - Good job and walked away.
Today more than 30 years later I still see organisations that will do a doctoral thesis when deciding on such level of expenses and I doubt they empower even senior management let alone fresh young recruits in this manner. The risk taken by Mr. Behla is something I cannot even fathom. This level of courage to delegate, trust and then blindly approve is something only someone with immense self-confidence can do. Such empowerment instills integrity, honesty in most youngsters in my opinion. Only a really amazing boss can pull this off, one who can display courage and confidence in action.
The courage and confidence it gave me to take decisions, to avoid the paralysis by analysis that is seen so often, is something that has stayed with me till now and I am sure that everyone who has worked with me will vouch for this particular trait as will be seen in a subsequent article in this series.
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