RamGanapathy.com

Category: Office

  • One Word Answer

    “What is the meaning of life, the universe and everything?”. “Forty Two”, replied the supercomputer Deep Thought, in the science fiction comedy, The Hitch Hiker’s Guide to the Galaxy. I thought it was a joke when I watched this movie many years ago. A joke I wouldn’t understand.

    I am not known for keeping my responses crisp and short. You see, I already used two words to describe my predicament. It is my usual attempt to answer more than what the questioner might want to know. At work, I have been “advised” by my colleagues and managers to keep it simple. I am still trying.

    Some of us are able to pack a lot of content in the span of a few words. When we say less, it can also sound mysterious and can sometimes work in our favour.

    It isn’t funny however, when there is space for just one word while addressing matters of emergency. Fire fighters and police officers have a chance to shout a few words as they deal with life-and-death situations. Take for instance the recent death of a bungee jumper as she fell at the wrong time, when the instructor with poor English knowledge said “No jump” which she heard as “Now jump”. Or take the case of the Indian businessman charged with making a bomb threat in Mumbai (Bombay, previously) as he made a phone call to the airlines before his flight. Due to a bad line, he only managed to finish a part of his sentence “BOM-DEL flight”.

    A non-life-threatening word incident came to my mind as I went nostalgic about the first few days of my career that started in Hyderabad. After a session on the basics of Enterprise Resource Planning, the trainer wanted feedback from each of the 40 odd trainees. And we had to use a single, unique word to describe how it was conducted. I was fretting as I waited in the second row for my turn since the words “Interesting”, “Useful”, “Educational” etc were already taken by the lucky first benchers. I don’t even remember what I ended up saying but I recall the exuberance in the room when the last guy mentioned a word that had more than one meaning: “Impossible”.

    And to the bewildering answer of 42 to the big question about life and its meaning –  there are many theories. The author himself admitted it was a random number, trying to lay to rest many of the stories. I liked this one, however: Turns out, the ASCII code for the wildcard character “*” is 42. Wildcards in computer programming are used to represent one or more things. That is, “whatever you want it to be”. Sounds like a good short reply to the biggest question of it all.

    But, I was shy and confused during the first few days. I wanted to talk to a lot of people, learn many things, all at once. The MD of the Hyderabad delivery unit was an awesome communicator  and a nice guy. Little did I expect him to recognise me a few days later, when he greeted me calling my name as we entered the men’s room. The awkward silence that occurred when we were taking a leak at our respective commodes was broken by his enquiry, “So…Ram, how’s it going?”.  The one word answer that I uttered in the context of training sessions lead to a few seconds of silence before we both laughed. “Smooth”, I had said.

  • …and some dharma

    This is the part II of the blog that I started writing last week.

    A couple of weeks ago, I participated in a review session involving internal auditors who checked the sales contract document authored by my colleague – a sales lead who I collaborate with by providing a significant portion of the content. What started as an innocuous discussion, turned quickly to an intense scrutiny of many sections of the document, that gave rise to multiple follow up actions and meetings for the week. It also lead to the sticky question: who is responsible for the inadequate quality of content. Made me step back and ask a few hard questions to myself.

    The glorified title I have – Engagement Manager – hides a lot of trivial activities to be carried out. For instance, it takes a hell a lot of talking, emailing, negotiating,  waiting, worrying and sometimes escalating – to get people from various teams and geographies at short notice to agree on a business proposal. My mom once asked, “You seem to be talking all day, non stop. What do you actually do?”

    My role is not trivial however. Ever since I moved into this new job function, i have been super excited by the many facets that come part of it: beyond just being an expert of my line of business, I need to bridge the world of sales and delivery. I act like a diplomat sometimes, representing the huge remote delivery organisation that I was once part of, exhibiting adequate amounts of caution and risk management during the sales process. At the same time, I keep reminding myself that I’m part of the sales set up which requires me to be a catalyst and a collaborator. I feel like a amphibian.

    While the fun derived from working with great minds across the organisation (and our demanding customers) keeps me afloat, one is constantly challenged to come up with new ideas and business models that test the limits of our current processes and, the answer relies on innovation and speed.

    Alas, speed and accuracy are not the closest of cousins. I guess I got a bit carried away with the peripherals of my job and need to focus on the core part of it. The issue at hand was not just how to fix the quality issues being reported in the document, but also why I did not check the content in prior. Though it is not always feasible to compartmentalise responsibilities between us, my initial reaction was to shift the blame. Deep down however, the lurking sense of guilt hurt me badly.

    The mind looked for an easy and lazy way out of this problem. Maybe I’m over worked and burdened with the data deluge. Who am I kidding. I’m paid to pay attention. Isn’t that the most important aspect among others? I remember reading about the sense of duty illustrated by the thousands of inspection workers of Indian Railways. Every day they walk along the vast stretch of rail tracks looking for faults, hammering away any loose bolts. They are paid a pittance for the value they create.

    The lesson learnt is to keep focussing on the signal among the noise. Easier said than done. As I scrambled to figure out how to avoid such mishaps in future, my colleague went ahead and fixed the document.

    Later that week, a useful one-on-one conversation with my manager helped conclude this episode. I briefed him on the incident and asked how I could split responsibilities with my colleague. I explained the brain fade that occurred to me, and wondered out loud if the workload and the multi-dimensional aspect of my role were key contributors. He heard me out completely and shared some suggestions. He concluded the call saying, “But your role can be described much simpler than what you think: a gate-keeper.” I also felt the words he didn’t utter. Keep the good shit in and the bad shit out.

  • How to survive a meeting

    When I started working (I mean, working as opposed to the many months of training sessions) in my first job, I noticed people in the team spending a lot of time inside meeting rooms than at their desks. The work assigned to me involved coding a piece of software – at least that’s what I thought; soon it became clear to me that without talking to the seniors and colleagues i cannot get anything done. Not that it was unexpected but it astounded me that i spent more time writing emails and talking than coding. Worse was when i struggled to obtain availability of meeting rooms and subject matter experts. Thus it was evident that communication skills were as relevant as computer skills, especially when one tries to share ideas and seek improvements to make a collective decision.

    I should have seen that coming. It was during the final years of college as we were preparing for job interviews that I encountered this construct called Group Discussion.

    We had to debate on a topic and you are judged on how well you make your point. We were given the controversial one: to agree on the most effective form of government (in the subcontinent): democracy or dictatorship. I was still struggling to put my views across, mainly in English and was intimidated by the bunch of guys who waxed eloquence on the principles of democracy, while being struck by the plain and simple logic evoked by the other group who championed dictatorship. I was still waiting for my friend to open his mouth yet – I knew him as a sharp and fierce communicator – when I was prodded to speak. I kept fumbling along and made a mess of the only speaking opportunity. I was in a 50-50 mode mentally, but could not express that at all.

    Formally, a meeting is defined as a situation when two or more people meet, by chance or arrangement. Effective interactions and collaboration among workers are the building blocks of successful organisations. The power of collective human consciousness is unparalleled. It is quite important to structure such gatherings since otherwise, they quickly degenerate into a platform for egoistical arguments and cacophony.

    There are many simple rules for running meetings which I think are not so simple. There are companies that take it very seriously. Last week, i read about Jeff Bezos’ rules of running any meeting at Amazon, which included no power point presentations apart from insisting everyone to silently read memos for the first half of the meeting. That reminded me of a suggestion I made to my team many years ago. I was still a rookie but I had the gumption to strongly recommend that the entire team be forbidden from talking to each other for the first three ‘silent’ hours in the morning. I was not the most popular person in the team.

    While I m not criticising the very purpose of social interactions in a corporate environment as such, I want to draw your attention to the fact that a typical knowledge worker in this age has less time for him/herself. More than 70% of my work time gets spent on meetings. They come in various terms and forms: discussion, idea generation, design thinking, status update, issue tracking, planning, synch up, stand up, get together, morning prayers, kitchen cabinets and what not. I read this somewhere: “a meeting is a chance for people to share their own confusion with a broader audience, contributing to the collective chaos.”

    How to survive such meetings? How to conduct one? Enumeration can come to the rescue. When you make a simple list of items to be addressed and stick to that, you can at least complete the meeting if not solve world hunger. The real challenge is to come up with such a list.

     I remember a particular issue-tracking meeting that occurred during a critical phase of the project. My manager asked the team about the progress of resolving defects which were pending for weeks. “We have made very good progress in the last two weeks; many of the issues are resolved; some of the remaining ones are being corrected; most of the corrected issues will be tested by tomorrow”. It took a whole thirty minutes for the boss to determine the list of issues in the first place.

     Can we try to be more objective and mainly focus on data, facts and actions, while ignoring the emotions involved? At your peril. You see, meetings are also occasions where people vent out their frustrations, and real human connect occurs only when you let others express themselves. My own inadequacies in the listening front is well documented in my previous blogs. Having said that, I believe it is cruel to let someone go on in their line of argument when everyone realises it is a rabbit hole, especially with the time constraints we live with.

    Ideally, a meeting is just a means to an end. An end outcome that moves the team forward. Actions are assigned and a direction emerges. In reality though, meetings need not always be so serious and I will run out of space writing about many funny episodes. For instance, I have seen people rushing to point at others as action owners, often at those who were absent.

    But many a meeting occurs in a hostile/political environment where unwritten rules manifest and items not in the agenda dominate the proceedings. In such situations, a significant amount of time is spent post-meeting to minute the discussions and document actions which gives an opportunity for the host to shape the outcome of the meeting even as he was unable to influence it while it occurred.

     Though one should not treat a meeting like a war zone, it is fascinating to see people trying to have the last word. But usually the ones who are able to listen to differing view points, forge relationships and offer creative alternatives emerge as real change makers. They make everyone think and realise it was worthwhile spending time away from their desks.

     My college friend demonstrated that many years ago, when finally his turn arrived during the group discussion. As the crowd was already dissected into democracy advocates and dictatorship worshippers, our man got this to say. “I think we should try democratically electing a dictator”.

  • “What makes you an expert, Sir ?”

    “What makes you an expert, Sir ?”

    My only trip to the United States occurred in the year 2014, as I was visiting my colleagues in Philadelphia for a very short business trip. I have heard fascinating stories about the behaviour and the line of questioning faced by first time visitors – even the well travelled ones – from the immigration officials.

    My encounter was brief. I was asked to explain the purpose of my visit, which I did. I was then asked to explain my role which read Project Expert. With a face that did not hide the smirk and a voice blatantly sarcastic, the official asked me,

    “What makes you an expert, Sir?”

    On the way to the hotel, I could not stop thinking hard about this question. I had carried out multiple roles – engineer, tester, manager etc., and acquired fancy titles and glorious designations along the way. I started my career as an Associate Software Engineer – and when I eventually climbed the first step in the corporate ladder to become a Software Engineer, it already felt like having shed some burden away. At a later point in my career, I was called a Development Specialist before becoming a Project Expert.

    Associate, Specialist, Generalist, Expert, Analyst, Professional. These titles can be quite misleading. For instance, while the title Area Product Owner referred to someone who managed many Product Owners, a lot of people misunderstood the APO as an associate under a PO.

    Mostly, the actual role performed by someone bears little resemblance to the designation. Once when we included the senior vice-president of our line of business in a conversation with a customer, he – being demonstrative of his proud roots – introduced himself, “I am a developer!”. Though he meant he was still an engineer at heart, I could already see the frown in the face of this business leader at the customer end – who seemed terribly disappointed at being introduced to a mere mortal.

    I stopped taking these labels seriously after a while. Whenever I got a new title, I went along happily – accepting a step change to my career which also came with additional responsibilities (and pay hikes).

    But did I become an expert ?

    What makes someone an expert after all ? Me thinks, it is by learning – doing – learning – doing – this goes on and on. Putting in thousands of hours of work, honing our skills, working under the guidance of mentors, being trivialized and challenged by peers and subordinates, failing multiple times, reflecting on those debacles and being able to feel confident about the stuff we do. That’s a not a crisp definition but hey, I’m not an expert to talk about that.

    Recently, I found myself struggling to convince my daughter to stop relying on google for her school assignments. I tried to explain that the content from a published book – written by an expert, could be trusted more than a fuzzy search engine. She pushed back: how come you trust this author but not the person who contributed to the web content. I went on to say a lot of things about the difference between an amateur and a professional, body of knowledge etc, but she was unimpressed. Eventually, I got her to listen when I asked her if she was going to take the risk of false information.

    I have to admit however, I have been doing a lot of my own learning from google, especially during my professional life. But then the actual doing part validates every bit of learning. Also, I have been lucky to have carried out varied tasks and responsibilities and have a general sense of being an IT engineer. The breadth of knowledge is equally important to the depth of skills and expertise in a particular area.

    My answer to the immigration official evoked a genuine smile from him: “When you spend fifteen years doing something, it is inevitable that you become some sort of an expert, don’t you?”

    You just have to be mindful of not getting into a rabbit hole, however. Apparently Gandhi has said, “The expert knows more and more about less and less until he knows everything about nothing”.