THE TRAVELING SALESMAN

CS KEDAR DIRECTOR GENERAL, ESIC

I was once traveling and got talking with my companion

and he told me a story that I am sharing today. It seems

that there was a small town where the erstwhile Carona

Shoe Company wanted to expand its business. Prior to

the actual expansion, a sales executive was sent to carry

out a pre-launch study of the town.

When this executive arrived in the town, he was amazed

and shocked to find that he was the only person wearing

a footwear! The townspeople did not wear a shoe or a

sandal or any other footwear. He walked and walked

around the market, but did not even find a single shop

selling shoes. So, alarmed and wanting to save his com-

pany the enormous expenses, he immediately wired

back ― HOLD ALL BUSINESS EXPANSION PLANS.

STOP. NO ONE WEARS SHOES. STOP. 0% BUSI-

NESS POTENTIAL HERE. POSTPONE LAUNCH.

STOP

But his boss wanting to validate the telegram sent an-

other salesman to the same town, and he too was met

with the same ―no-shoes‖ environment. Again, like the

previous executive he too immediately went to the tele-

graph office and wired ―TRIPLE ALL THE BUSINESS

EXPANSION PLANS. STOP. NO ONE WEARS SHOES.

STOP. 100% BUSINESS POTENTIAL HERE. PRE-

PONE LAUNCH. STOP

It is how we look at things that makes the difference. A

positive outlook shall make any leader seize the opportu-

nity and turn it to his advantage. A negative attitude will

most certainly be a hamper to the success right from the

beginning.

All great tasks, are inherently difficult to achieve, and that

is why they are great. We must all remember that any

problem, however big shall get solved only when we get

down to solving it. Man has stepped on the moon. If we

can conquer space, is there any task more daunting? I

am proud that at ESIC we not only have officers… We

have Leaders who shall take this organisation to be re-

garded as “THE WORLD BEST”!

The Story Teller’s Corner 1

The Tao of Leadership 2

Our Guests from MP and DIT 3

Inside a Leader’s Mind 4

Chronicling a Vision 5

Keeping the torch lit 6

Leadership Principles from 7 The Mahabharata!

The Project Panchdeep Journal

The Lighthouse

OCT 2010 Issue 05

ETHICS IN LEADERSHIP

Honesty and integrity are the greatest character traits in strong leaders.

Ethics in leadership would annihilate corruption. The greatest leaders who

are held in high esteem have integrity and the leaders lacking in integrity

are despised.

John C. Maxwell in Developing The Leader Within You said, "The secret

to rising and not falling is integrity." Lorin Woolfe the author of Leader-ship: Secrets From The Bible said, "integrity is the measure of leadership."

The person of integrity does not believe the ends justify the means. With-

out integrity nothing else you do matters. You could master every other

skill but without integrity you will be a weak leader. This is true because

your followers will lose their respect for you. You can gain it back but it

requires a lot of work. Unethical leaders affect a whole lot more people

than themselves. People like to feel they are making a difference in the

world. If they know their leader is not ethical, then the followers do not feel

good about their purpose for working in that organization.

Ethics is to know the difference between right and wrong. Ethics is not

trying to beat the system. A big test of ethics is when nobody is watching

and you are faced with a strong temptation to bend the rules to make your

life easier or more pleasurable.

3 Concepts of Leadership

Congruent: You are not divided about what you think, feel, say and do.

Humility: You are not egotistical, prideful or arrogant. You are more con-cerned about doing the right thing than being right. Humility is not weak-ness but a great strength.

Courage: It can be extremely hard to take action and face the possibility of ridicule and oppression. If you consciously think about taking courageous

action in advance, you will be more likely to overcome your fear of your

consequences for taking the right action.

THE TAO OF LEADERSHIP

VASUDEV MURTHY, WIPRO LTD

Leadership is all about the ability to inspire and moti-

vate, to take tough and potentially unpopular deci-

sions.

You - yes, YOU! - are in a leadership position not because of an acci-

dent; someone must have recognized a certain set of qualities in you

that set you apart from the ordinary. Perhaps you demonstrated speed

and practical wisdom when your organization needed it. Maybe you

put across a perspective that others had either not thought about or

had not thought through to completion. Or maybe you demonstrated

resilience during a tough period. Perhaps people were seen to natu-

rally gravitate towards you for advice. Whatever the case, you have

exhibited rare qualities and are possibly now blessed with decision-

making power.

Its not easy being a leader; you are under scrutiny all the time, people

talk about what you did or did not do, what you said and did not say

and so on. Everyone has an opinion about you. And most imagine

that they could have done better had they been in that role.

And who does a leader talk to? Unfortunately, it's lonely at the top. The

acts of leadership may assume that a consensus was arrived at, but

the responsibility of the final decision belong to one person - you. The

final casting vote is yours and the consequences of the final decision

must first be borne by you. The leader cannot blame anyone else; the

buck stops with him. If not, then, by definition, he is not a leader.

We refer to this decisiveness as the 'Edge'. In the absence of clear

data, a leader makes sense of patterns, assesses the immediate con-

text, weighs the consequences of any options available, recalls past

experiences and proceeds with a final decision. Data is not available

or may be inexact. Time is not available. The shadows of the un-

known are seen by him. But he acts. Because people expect him to.

He cannot be seen as dithering or in a state of panic. He may make, in

hindsight, a bad decision, but he is expected to make some decision

and give his organization direction and clarity.

The failure to act firmly at the right time has near-fatal consequences.

First is the erosion of trust and faith. A leader with feet of clay will not

stand the test of time and his organization's overall morale will dip.

Should another challenge arise in the future, expectations of him will

be minimal and people will assume inaction, procrastination and a

general lack of direction. This is cold organizational logic and compas-

sion has no meaning here.

Second, such a leader will set himself up for replacement through the

law of natural selection. Another emerging leader will seek - first, ten-

tatively and then persistently - to fill the leadership vacuum, reflecting

the sentiment of the organization.

Finally, a leader who does not possess the Edge is himself unlikely to

grow further and may have reached the limits of his potential.

Yes, Leadership styles may be different. One may have a nurturing

style. A third may prefer being a creator of visions, thus motivating

individuals by the power of his ideas. But in all cases, he must demon-

strate an Edge when called upon to do so by the winds of change.

Do you have that Edge?

EDITORSPEAK!

The United Nations Summit on the Millen-

nium Development Goals (MDGs) for 2010

concluded recently. The progress on 8

MDG goals, including goals such as uni-

versal primary education, reducing child

mortality, and improving maternal health are unlikely to be

reached by the 2015 deadline. The target of halving the

number of people living under $1 a day has been pro-

jected as achievable yet the numbers suffering from hun-

ger and malnutrition have risen between 2007 and 2009;

one in four children in developing countries is still under-

weight. And the reports from India indicate that eight of our

own states have as many poor and undernourished people

as all the African nations put together!

.

The reasons for the dismal progress are many. As U.N.

has noted, inadequate resources, lack of focus and ac-

countability, and insufficient dedication to sustainable de-

velopment are the main culprits in the unsatisfactory

march towards meeting the goals.

India, as an emerging economy has responsibilities not

only towards its citizens but the other developing nations

too. The Leadership, policy makers and development fo-

cus of our country is geared towards meeting the goals of

MDGs, yet there is something missing in the vision to

tackle the vital issues. Performance figures show a de-

pressing picture. Can it be that between planning and exe-

cution there is a gap? That between intent and delivery of

services there is loss of the service?

ESIC has taken that vital step of ensuring better services

to its IP And not only the technology and best available

tools are adopted, the up gradation of employee skills is

also taking place. The Leadership conclave, the Change

Management Workshops are indicators of the seriousness

of the management towards their comprehensive march to

progress.

As we celebrate Gandhi Jayanti this month, we dedicate

this newsletter to the theme of leadership. Dr CS Kedar,

the leader as the Storyteller has not only inspired people

by his messages hidden in simple yet powerful stories, his

visits to challan camps have been very inspiring. Ieshan

Jain shares the experience in his Karnataka story. Sanjay

Sur emphasizes the responsibility of the leaders to act on

feedbacks and empathy when a change is taking place.

Vasudev Murthy, once again invokes the leaders in all of

us and points out the responsibilities that are inherent to

this ‗lonely at the top‘ position. Dr Kunal Datta talks about

leading by example and Umashankar writes how he was

inspired by Dr J N Mahanty‘s citation from Mahabharat –

the biggest book of management.

I will conclude with quote from Kofi Annan that -Whether

our task is fighting poverty, stemming the spread of dis-

ease or saving innocent lives from mass murder, we have

seen that we cannot succeed without the leadership of the

strong and the engagement of all.

VASU

VASHIMA

ENGAGING THE LEADERS‟

HEART

SP SINGH, Senior Director

Ministry of IT

It goes without saying that e-

Governance is playing an

increasingly important role in

modern day Governance and

various departments of the Government as well

civil society organizations have taken a large

number of initiatives in this direction across the

country. Worldover, governments have

achieved remarkable success using ICT to im-

prove the lives of the citizens. One of the big-

gest e-Governance project, ―Panchdeep”, ESIC

envisages development of a robust network of

infrastructure for delivery of medical care ser-

vices to existing subscribers changing the way

healthcare services are dispensed in India.

Making change happen requires strong/ com-

mitted leadership and there are a lot of chal-

lenges in bringing the required change and the

capacity within the organization to achieve suc-

cess and sustain the same.

Government organizations realize that they

need to manage their leadership talent at all

levels and build commitment and capacity in

the organization. Leaders must engage peo-

ple's hearts and hands, as well as their heads.

Building commitment and capacity should en-

compass creating right work environment, en-

courage sense of ownership, and accelerate

learning and development. Today, we have

leaders who are involved more than ever before

in teaching, coaching, and creating growth op-

portunities for people in order to build a work-

force capable of maximizing government per-

formance and creating effective and efficient

service delivery channels.

Keeping in view, the enormous task of driving

the change in the organization to service driven

model, most of the organizations may not be

appropriately and adequately equipped. It is

therefore not only important but necessary that

the required skill sets needed are addressed

and catered for to handle the challenges that

are likely to be faced in implementing and realis-

ing the overall objective of migration to e-

services.

MADHYA PRADESH: ON THE ROADS OF e GOVERNANCE

AWANTIKA VARMA, Nodal Officer Nodal Officer

National eGovernance Plan, GoMPNational eGovernance Plan, GoMP

The extensive use of Information Technology (IT) in every walk of

life has redefined the fundamental principles of delivery of ser-

vices and operation of service sectors, resulting in faster and

easier delivery of much better services than before. Electronic

Governance (popularly referred to as e-Governance) has

emerged as a keyword for all such IT applications that take advantage of IT to

reinvent the way the Government works. Often e-Governance is used as a syno-

nym to describe an IT driven system of Governance that works better, costs less

and is capable of servicing the needs of the citizens and businesses as never

before. All such initiatives taken by any administration need to be showcased for

better visibility, learning‘s and exposure.

At Madhya Pradesh, exceptional work has been done in the field of e Govern-

ance. We are constantly driving the IT initiatives for the benefit of the masses.

With this rich background we feel that we need to impress our success stories

upon other states. Madhya Pradesh has taken a number of e-governance initia-

tives in most of its state departments. These initiatives are either in working

phase or in implementation phase. A major initiative on the e-governance front

includes computerization of Treasury, Commercial Tax, Transport and Mandi

Board. Treasury computerization has led to good financial control. MP carried

out the computerization of mandis in order to ensure that farmers get the right

price. Computerization of land records department is another major e govern-

ance initiative which speaks about brining in the good governance in the state.

MP as one of the leading states in terms of perceived improvement in delivery of

government services through e-governance. MP Online is the one-stop portal for

citizens of Madhya Pradesh, available anywhere and any time basis. It is a citi-

zen services portal of Government of Madhya Pradesh initiated for Citizen Em-

powerment. Government of Madhya Pradesh (GoMP) has initiated action to im-

plement Project e- District which will serve as an important enhancement for the

State‘s e- Governance implementation program, in which majority of the G2C

and G2G services are being delivered by the District Administration leveraging

ICT.

―Madhya Pradesh State Education Portal – A Suite of E-Governance application

for Education Sector‖ (G2G & G2E). The Stake holder departments are Director-

ate of Public Instructions, Directorate of Tribal Welfare, Rajya Shiksha Kendra.

The e Samvad project is being implemented by the office of the Commissioner

Higher Education. GeoAmpere (Geomatics-Based Application Model for Plan-

ning Distribution of Electricity to Rural Entities) (G2C & G2B). It is a Geomatics-

based Decision Support System for planning and management of Electrical

Power Distribution Network (33 Kv / 11 Kv). It has been implemented success-

fully by Madhya Pradesh Paschim Khsetra Vidyut Vitharan Company Limited,

Indore

SWAN constitutes the core Infrastructure under National e-governance Plan.

Data Communication, VOIP, Video Conferencing and Internet available at all

Point of Presence (PoP) Locations in 50 Districts and 291 Blocks/Tehasil. SDC is

envisioned as the ‗Shared, reliable and secure infrastructure services centre for

hosting and managing the e-Governance Applications of State and its constituent

departments‘. CSC (known as ‗Nagarik Suvidha Kendra‘ in MP) is an ICT en-

abled access point for delivery of Government, private and social sector services

to rural citizens.

Government of Madhya Pradesh has embarked upon the great task of bringing

in the good governance in state and mission of department of information Tech-

nology has translated it. In Madhya Pradesh, we not only talk of good govern-

ance rather we practice to deliver.

AWANTIKA SP SINGH

GAMES LEADERS PLAY

MK ARYA

Joint Director,

NTA, ESIC

Last night, I got

thinking about my

friend Johnnie! It

isn't his real name but this is what we all

call him among other names. . He en-

joys immense popularity, is pretty suc-

cessful in his job and is generally ac-

cepted to ‗have arrived‘ and a leader!

Once I asked him the secret of his suc-

cess and he simply said “ALL work

and NO play makes Johnnie a dull

guy”! I have been wondering ever

since, if this is not what I have been

overlooking in my quest to reaching the

top.

I have always been told that one should

be serious and sincere and to become

a leader, and yet, everyday I learn from

my leader who is telling funny stories,

making light talk and even having fun in

office. I have seen him telling stories

when he gets up to make a serious

point, thereby making it clearer than

ever. And I have been thinking if being

fun and enjoying your job is not what

leadership is all about.

That the fun and games actually bring

out the leader in you was evident when

we had the Change Workshops and

had role plays in the sessions. That was

also when I fully realised the power of

storytelling! Our Hon‘ble DG, Dr. CS

Kedar, without actually telling us so,

simply showed us the art of leadership

the fun way!

And this is what we did at the Leadership Conclave for the senior officers of the ESIC . Yes, we deliberated, and discussed and

dwelled on solutions, but it was again my friends from WIPRO who helped bring out the leaders in the officers through the simple world

of, yes, you guessed it right—games! So after an exhausting full day session, I was really surprised to find my fellow officers losing their

inhibitions and bonding like a team, huddling and planning and strategising to win the game! As I looked on, I saw officers become

leaders and WINNERS! I have discovered that ordinary people exceed their best when put in situations that offer competition and the

opportunity to have fun! Leadership through games is an idea that I now strongly believe and advise.

I had another opportunity to use the powerful tool of leadership building when the first batch of Deputy directors were inducted. Once

again, it was my friends in Wipro that helped. In addition to the regular classroom and interaction sessions, I used the opportunity to put

the young officers in positions of leadership and helped them evolve, articulate and present their vision of ESIC. To top this with an-

other successful technique, all of them were invited to shed their inhibitions and act out scenarios that they shall encounter everywhere

in ESIC— in our offices, hospitals and every possible place within and outside. The best part was that they scripted, directed and acted

the ‗movies‘ themselves! Never have I seen a powerful method of understanding that with leadership comes responsibility. We have all

played games since our childhood. Its time that we all re-visit the era and pick up the most entertaining way of becoming Leaders!

Oh, and by the way… I am sure that you now know who ‗Johnnie‘ is by now… after all he is in ESIC!

INSIDE A LEADER‟S MIND

SANJAY SUR, WIPRO LTD.

When Carlos Ghosn took over Nissan Motors in Japan, organiza-

tion was loosing billions of dollars, many earlier turn around at-

tempts had also failed. He took over this embattled company in a

country which is extremely hierarchical, looks foreigners with sus-

picion. Lets also not forget no other company in Japan before

tried out a foreign CEO.

And he did turn around this company one year earlier than the plan and the turn around

was so grand that he is now part of Japanese folklore( He is now a comic hero in Japa-

nese Cartoons). He did the turn around without hurting even a single bit of Japanese

Cultural sentiments. He was the super sponsor for all the changes, all the Middle Manag-

ers were change agents and everybody in the company were involved as the stakeholder

for the changes which were sweeping through the organization.

In any organization change is driven by the senior management who take up the leader-

ship role in the transformation. They define the clear vision of the change management

process, paint a picture of where the organization will end up after the changes are car-

ried out. Leaders appoint an executive champion who ―owns‖ the change management

process and makes certain other senior managers, as well as other appropriate people in

the organization, are involved.

Leaders are the role models and the ambassadors for the change. If personal or manage-

rial actions or behaviors require change for the changes to take hold in the organization,

leader are expected to ―model‖ the new behaviors and actions. (Walk the talk). As change

sweeps through the organization, leaders are expected to appreciate and reward the peo-

ple who are accomplishing those changes.

Another critical very important aspect is to take feedback and if needed make amends,

any plan seldom goes hundred percent correct, it is the responsibility of the leaders to

listen, understand and make correction if some outcomes are not on the expected line.

Another most important aspect is to be careful about the human elements, leaders have

the uncanny ability to understand and empathizing with different human needs when

change is taking place in the organization. A caring leadership wins the hearts and minds

of the organization and make the change much more effective.

We have been witnessing all the critical aspects of strong leadership by the ESIC Senior

Management ever since the project started last year and I am sure with their executive

sponsorship this project will be a grand success.

SANJAY SUR MK ARYA

CHRONICLING A LEADER‟S VISION

IESHAN JAIN, WIPRO LTD.

The recently concluded DG‘s visit to RO Karnataka was a great booster for the entire Panchdeep Project in Karna-

taka. On that day in RO – Karnataka, 1st floor Training Room, morning 9:00am, employers started coming in and soon

the entire training room was over filled and many people were standing to share their experience/complaints/issues/

Improvement areas regarding Insurance Application to be presented to DG.

All the complaints were handled by ESIC and Wipro officials together and that was the first ever day when Challan Generation count

reached in 2 digit number in a day in entire Karnataka, which was a great success and helped employer to build confidence on the appli-

cation. After which Peenya SRO (Joint Director and Incharge of SRO , Mr. J H Nayak and his entire team) did not look back and

ensured that in a short span of time (2 week), more than 800 Challans got generated, this success came because of the strategy which

and personal dedication of the entire team (Peenya SRO and Wipro Teams together) towards achieving the high numbers.

Few of the innovative initiatives which Joint

Director and Incharge of SRO , Mr. J H Nayak

took, was, he engaged Cyber Café and de-

ployed dedicated center within the Industiral

Area.

Karnataka RO (AC/RD Jose Cherian) has

taken challenge to generate 25% Challans in

the month of Oct 2010 and have got a strategy

in place to crack good number.

Infact many employers have started generating

challans by themselves from Karnataka inde-

pendently and confidently.

One of the biggest success stories which I re-

member is when Mr. Bala from G4S

(Employer) from Bommasandra SRO, in-

formed at 2:38 AM that he has successfully

Generated Challan for his organizations with

more than 24000 IPs (One of the biggest cus-

tomer of ESIC).

733 Challans were generated on the 1st Octo-

ber after seeing this response on the first day of

the month, we can assume that Challan genera-

tion numbers should be high in this entire Month

from across India.

I would like to say that success comes with

dedication and hard-work, there is no short cut

for the success, This is one of the bigger mile-

stones which we have achieved and many more

to achieve in coming days..

Regarding Dhawantri I do not have many words

to say than to thank SD, Dr Rahimmunisa , Dr.

Gangadhar Swamy and Dr Kavi Shetti for

their support and dedication to make the IT Roll-

out a grand success.

I have got some number to present (this report

was prepared on 20th of Sept 2010 based on the

data collected from 1st Sept till 18th Sept 2010)

ANAND KUMAR, Dy. Dir

Glimpses of esic Employers‟ Online Challan Camp in Karnataka

Walter Lippmann

"The final test of a leader is that he leaves behind him in

other men, the conviction and the will to carry on."

IESHAN JAIN

ONLINE CHALLAN CAMPS IN WEST BENGAL

The trainings for the employers at West Bengal

(WB), have been held since the 2nd week of May,

2010. The hands-on trainings for creating online

challans have been conducted at Regional Office

(RO) and Branch Offices (BOs) at West Bengal.

The handson training for the RO employees started from 2nd

week of June, 2010. The employees of RO got their respective

trainings on ERP and Insurance modules.

The trainings for the employees and employers are happening

almost on a daily basis with two batches per day, where both the

employees and employers visit the RO, Sub-Regional Office

(SRO) and respective BOs for their training. An Inspector has

also being assigned for conducting the training and awareness.

The training batches are conveniently based on self nomination

basis, so that whosever interested is allowed to attend and learn

their respective modules.

WEST BENGAL - THE FRONTRUNNER OF CHANGE

Dr KUNAL KUMAR DUTTA

AMO, ESI (MB) Scheme West Bengal

We human feel secured in the confines of stagnation. Un-

fortunately the freaks who explore out of the stagnant

situation lay the path for future commuters. These people

though respected by lesser mortals like us are also awe

inspiring. As we don‘t feel comfortable in the company of such a go-getter, the

balance lies somewhere in-between.

As bringing change is perhaps easy but to sustain it needs a team. Here lies the

role of Managers / Change Leaders who will be respected but not invoke fear, who

will be loved but will be task masters, who will be dreamers but not idle dreamers

instead they will dream big but thrive to achieve the achievable. They will not lead

but will carry the flock along.

KEEPING THE TORCH LIT — EMPLOYERS‟ ON-LINE CHALLAN CAMP IN WEST BENGAL

AK Sahu

Registration Desk @ Sealdah Hospital, Kolkata

Online Challan Camp in progress

Chinta Se Mukti!

KUNAL DUTTA

ANJAN

LEADERSHIP PRINCIPLES FROM THE MAHABHARATA

UMASHANKAR THITHALINGAM, WCS For the last several years, I had been a core technical person involved in implementations that had major changes

in the area of work that was carried out. This was in many big telcos as was well as in public sector organizations.

Due to this experience, I was called for the Change Management initiative with ESI, where I was needed to be a

part of the facilitation team, which would work silently in the back ground. Though this formed the backbone of the

successful workshops, I earlier thought this may be a little dull engagement for me, especially with nearly 16 work-

shops to be conducted, having more or less the same theme.

But to my great pleasant surprise, I can say this was one of the most engaging, educative and invigorating projects that I had ever

worked. I was exposed to the best of talent, medical knowledge, wisdom and the immense commitment that ESI had within itself. As

the DG, the master story teller told his stories, I was actually witnessing the direct relation that it had in the IT rollout which was happen-

ing in the entire country. Since I was also a part of the workshops that were conducted in AP, Tamil Nadu, Kerala other than Karnataka,

I can for sure state, that ESI will be a revolutionary government organization that will set a bench mark in the insurance sector offering

medical coverage.

Every workshop was a new experience for me. The senior management from ESIC participated and re-dedicated themselves to the

task of IT Rollout. The quotes from the Bhagavad Gita by the Medical Commissioner, were inspirational. I actually dusted the Bhaga-

vad Gita, which was on my shelf and started reading the same. If I as a non ESI member could be so influenced, there would be many

more ESI employees who would have savored the deep philosophical wisdom that the Medical Commissioner carries.

I would like to quote a few relevant quotes the Medical Commissioner had elucidated.

Bhagavad Gita : Chapter 2 : Verse 13

Dehino „smin yatha dehe, kaumaram yauvanam jaraa

Tatha dehantara-praptir dhiras tatra na muhyati

As the embodied soul continuously passes, in this body, from boyhood to youth to old age, the soul similarly passes into another body

at death. A sober person is not bewildered by such a change

ESI has evolved from its inception to its mammoth size today. Technical and Administrative changes have been continuously taking

place to enable better facilities to the insured person. ‗Change ‗ happens for improvement. It is the most natural occurrences. Hence

once should see this change in the ESI functioning as a step towards much better and brighter future.

Bhagavad Gita : Chapter 3 : Verse 26

Na buddhi bhedam janayed ajnaanam karma-sanginaam

Josayet sarva-karmaani vidvan yuktaah samaacharan

So as not to disrupt the minds of ignorant men attached to the results of prescribed duties, a learned person should not induce them to

stop work. Rather, by working in the spirit of devotion, he should engage them in all sorts of activities. Mr. Mahanty explained the need

to put in dedicated time and effort continuously, so as to enable the smooth IT rollout. He explained the characters of a Leader, saying

that a Leader has to be like an ideal, because everybody follows the leader. The ESI leaders should motivate their staff to put in best

efforts. The motivation can only be achieved, when one sees their leader performing his tasks religiously.

Bhagavad Gita : Chapter 3 : Verse 27

Prakrateh kriyamanani gunaih karmani sarvasah

Ahankara-vimudhatma kartaham iti manvate

The spirit soul bewildered by the influence of false ego thinks himself as the doer of activities that are in actuality, carried out by the

three modes of sattva or goodness, rajas or passion and tamas or nescience and these are experienced by the mind when the senses

make contact with sense objects. Thus the ignorant person believes that they are the doer of the actions because the false ego has

accepted the physical body as the self and deluded by this egoism has superimposed the senses over the self in illusion.

When man is influenced by the attributes of the senses, he is susceptible to pleasure and pain, heat and cold, and all the other duali-

ties. But when guided by intelligence he raises to the occasion and performs what is required. In this need of the hour, everyone in-

volved in the IT Rollout need to immerse themselves in the task in a meditative way and perform their assigned tasks without being

disturbed by the ups and downs. The entire project should be a team work and there is no scope for individualism.

Conclusion

I give credit to this role which was given to me and to all the knowledgeable stalwarts who were part of this project. Never would I have

thought that I would write this small paragraph on Gita, which has so much relevance to the IT rollout. I thank Dr. Mahanty for having

ignited this action.

UMASHANKAR

Do write to us about other features that you would like to see introduced in

the next newsletter. We gladly welcome the views and suggestions of all our

readers!

esic.cm2@wipro.com

The Bridge Builder

An old man, going a lone highway,

Came, at the evening, cold and gray,

To a chasm, vast, and deep, and wide,

Through which was flowing a sullen tide.

The old man crossed in the twilight dim;

The sullen stream had no fear for him;

But he turned, when safe on the other side,

And built a bridge to span the tide.

"Old man," said a fellow pilgrim near,

"You are wasting strength with building here;

Your journey will end with the ending day;

You never again will pass this way;

You've crossed the chasm, deep and wide-

Why build you this bridge at the evening tide?"

The builder lifted his old gray head:

"Good friend, in the path I have come," he said,

"There followeth after me today,

A youth, whose feet must pass this way.

This chasm, that has been naught to me,

To that fair-haired youth may a pitfall be.

He too, must cross in the twilight dim;

Good friend, I am building this bridge for him."

-Will Allen Dromgoole

TEAM EDITORIAL

Vashima Shubha

Sandeep Srivastava

WIPRO LIMITED

Plot 480-481

Udyog Vihar Phase - III

Gurgaon

www.wipro.com