

Twenty years from now you will be more disappointed by the things that you didn't do than by the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover. - Mark Twain


I am not a cricket fan... I would much rather watch a movie or read stuff or blog rather than watch a cricket match. The only time I have enjoyed a cricket match is at the MA Chidambaram Stadium, commonly known as the Chepauk, in Chennai when, on 23rd April 2008, Mahendra Singh Dhoni led Chennai Super Kings clashed with Harbhajan Singh led Mumbai Indians. The electrifying atmosphere, Shivamani, Hariharan's live performances, the dance and jingles of the cheer leaders and the 'Mexican Wave' of hands going around again and again, around the stadium.
I am a Bollywood fan... I love to watch movies and I love everything about them - the songs, music, romance, drama, dialogues – from SRK's kisi cheez ko agar dil se chaho to saari kainath tumhe usse milane ki koshish mein lag jaati hai (OSO), Bade bade desho mein aisi chhoti chhoti baatein hoti rehti hain (DDLJ) to Mogambo Khush Hua (Mr. India) & Kitne aadmi the (Sholay), the roona-dhona, hasna-gaana, the works! When I watch movies, I get drawn into the plot, identify with the characters and for the brief 150 or so minutes, I know I want to be in that world, particulary since I know that most Bollywood movies end on a ‘Happily-Ever-After’ note.
This was a 5-day trip that we made to Havelock and what a vacation it was...

Picked it up from a forum... Love it!
We Mumbaikars (I may be in Tamland married in Malluland but I sure am a Mumbaikar and will remain so, all my life) spend a lot of time discussing the 3:26 Virar Fast, the 5:44 Borivili Double Fast, the 10:26 Kurla Harbour local, 11:09 Dombivili Fast, because, to a large extent, our life depends on these local suburban trains. Don't ever mention the word peak hour. On the suburban trains, every hour is peak hour, including ek challis ki last local from Churchgate. The activity at the Churchgate and Victoria (Chatrapati Shivaji) Terminus stations, with a fully packed train arriving or leaving every two minutes, amazes me. The sea of humanity outside Dadar station every evening could be frightening. But it shows what the trains mean to us.
I have learnt the concept of training during my post-graduation course and have implemented it at various occasions in my work-life. I have also got trained by various methodologies in the last few years. But this was my first exposure to Corporate Theatre and training through the theatre methodology and what a refreshing experience it was... This was the introduction sheet to the training :
Dress Code: Absolutely Informal. Wear something loose and comfortable that will allow sitting, lying, or rolling on the floor. (Rolling on the floor‼ - was this corporate training or some kid's workshop?) Ladies are advised to avoid Saris as they inhibit free movement.
Bring nothing with you - no notebooks, pads, or pens. Note-taking is strictly forbidden.
Footwear to be left outside the hall. Along with footwear, participants are requested to leave adult personalities, seniority, designations, and hierarchy, outside. Whatever is needed from among these can be retrieved on the way back after the workshop. (I completely loved this statement).
Bring cameras along. You will catch yourselves and each other in amazing postures and costumes and with unbelievable expressions that you may find difficult to replicate afterwards. You will want to preserve them for posterity and show it to parents, spouses, children, and grandchildren down the years. However don't expect them to believe it is YOU !! (This really intrigued my imagination!)
When I read this as a prelude to a training program I was scheduled to attend later in the week, I was sure about one thing : it would not be the conventional training programs that I've been used to.
When I entered the hotel and was ushered to the Training Center, I was surprised to find that there were no chairs, no projectors, laptops - not even a whiteboard or a flip-chart. Instead, there were mattresses and bolsters along the three walls at one end of the hall. All chairs were stacked in one corner. And the participants were stretched out comfortably on the mattresses and bolsters, casually chatting with each other. The atmosphere was warm and if I may add, very homely!
Mr. Paul Mathew, the trainer, came across as someone who was really passionate about theatre and his entire life was dedicated to this sole passion. He emphasized the basic learning principles on which the "Corporate Theatre" methodology is based:
1. Learning happens best in the 'child' state : In the 'adult' state, one has most of the answers, very few questions. Made a lot of sense. Have you heard any kid say / think : What will my mom / dad / teacher / friend think of me if I ask them this question? They are free from the 'looking good' mentality and hence are open to a huge amount of learning - their curiosity for learning and inconsideration towards 'What-Will-Others-Think' attitude, fosters an immense speed , gamut of exposure and assimilation of knowledge. As we grow, we get into a lot of complexities and our inhibitions and ego that we already know so much stop us from asking questions and thus our learning becomes lesser and lesser.
2. No one can train another : The onus is on the learner. Unless the learner chooses to learn, learning does not take place. True, isn't it? Until and unless you want to learn, you may be present at the workshop physically but me mentally absent.
3. One person's knowledge need not be relevant to another : Learning is best when each one gets in touch with their own wisdom. This I completely relate to. The 'Aa-ha' moment comes when a particular point sticks on to you since you can relate to it from your past experiences. The other participants also hear the same lines but they may not get impacted the way you do. And then no amount of note-taking is necessary. It remains with you long after the sessions are done.
4. Transformation is the most immediate and direct result of learning : If there is no transformation, there has been no learning. This sums up any training program. Change and learning are essential to training and if there is positive transformation, even in a small measure, the training has impacted you.
News has emerged from Google’s offices that should send a shiver down every employee’s back (and make Human Resources jump with joy). Google, concerned by the recent departures of several top executives, has developed an algorithm to try to identify which employees are likely to quit, according to a report in the Wall Street Journal. The algorithm would crunch “data from employee reviews and promotion and pay histories in a mathematical formula” and would show which of its employees were the most likely to quit soon. Laszlo Bock, who runs human resources for Google, told the Journal the algorithm helps the company "get inside people's heads even before they know they might leave."This algorithm has huge potential - a boon of sorts to HR. Imagine its powers. Catch employees going away on holidays too often or falling sick time and again, take his ratings, promotions and pay histories and presto : you know whether he is headed to the hospital or on his way out of your company. HR's job and primary KRA (Key Responsibility Area) will now become what Sherlock Holmes and our very own Byomkesh Bakshi did - track, follow, pursue, shadow and nab the traitors! Loyal employees who are dedicated and trusty have nothing to hide and nothing to fear. But the plotting, calculating, conniving and devious ones - Beware!
How many times have you bumped into your bosses, super-bosses and the Company CEO's and MD's and have been casually asked : So, how are you finding the company? And how many times have you answered with all the earnestness and emphasis in your command : It's going absolutely great, Sir. I totally love my job. Do we really have to follow a Light's Out policy at 8PM and no work on Sundays? I could get so much more done if I were allowed to stay the nights and work on weekends… (while your mind is conjuring up pleasant images of your seniors' faces on your favorite dartboard and you hitting bull’s eye and yelling - I hate you, your freaking job and your stupid company. If I could, I'd write out my resignation letter and throw it on your face. After I am gone, I hope your work suffers, you get demoted / pink-slipped and you feel cold, alone and uncared for, just as I have). But do you say this? Nope! You play your cards close to your heart, smile broadly, look happy and lie through your nose. Convincingly. Repeatedly.
So will you now get caught by the HR Under-cover Agents if you even just think of lying? Thankfully, the answer, for now, seems to be No. People Management magazine reported that the chances of Google commercially releasing the quitter finder algorithm were dim. A spokesman for Google clarified that, “The development of HR algorithms is not our core business”.
However, fore-warned is fore-armed. You are behind enemy lines and are constantly being watched.
After all, the New HR Mantra is :
Every breath you take / Every move you make / Every bond you break / Every step you take
I’ll be watching you.
Every single day / Every word you say / Every game you play /Every night you stay
I’ll be watching you.
Every move you make / Every vow you break / Every smile you fake/Every claim you stake


Differentiation starts right from our school days with our grades and play-ground where the best players get picked first and the least athletic ones watch from the stands. Everyone knows where he/she stands. The top kids want desperately to stay there and continue to get the thrill and respect of winning. the kids in the middle work hard to get better and thus bring up the quality of play. And the kids who couldn't make the cut usually found other pursuits, other sports in which they excelled. this is true on the playground and it is true in business.Now, coming to the detractors of forced ranking, I have heard many say that it is not ethical. My view on this is - any system or process is nether ethical or unethical - it is the implementers who make it so. A lot depends on how fairly the system is developed, and how fair the people are who carry it out.
When differentiation is working, people know where they stand. Maybe some information is hard to swallow at first but soon enough, knowledge is liberating because when you know where you stand, you can control your destiny.
Differentiation brings out the positive impact of an open, honest management system built on candid performance assessments and aligned rewards. For the top performers, the very existence of a middle cadre gives them yet another reason to pull out all the stops everyday. They have to keep getting better to have a high standing. For the middle performers, the aspiration to get into the top level makes them work harder, think more creatively, share more ideas and overall, fight the good fight everyday.

