In Software industry as one moves up in hierarchy, person has to get used to deal with managing pressure situations alone. The guidance, support one gets at junior level slowly disappears at top level. At the topmost levels such as a CEO, one is absolutely alone. If one is going through the disappointment / frustration / pressure situations, it has to be dealt with individually. Generally this one will know things which are very confidential, will make decisions which are very critical but still there is no standard rules which can be referred to. Once they are step out of their cabins, these persons can not let their next level managers, employees see the emotions they are going through. In the most challenging times also, this person needs to maintain a smile on his face and continue to be optimistic. And this happiness / optimism has to be really present inside, not for just sake of showing to others. Mr. Godbole calls out the importance of two important principles in software industry 'Never Give Up' and 'Never Say Die'.
- Mr. Godbole also writes about his practice of analyzing things in depth when things went wrong such as losing a contract to a competitor. A CEO can't afford to stay disappointed over this fact. He used to immediately start analysis on probable points where the team went wrong, where they were under prepared and what are the things which competitor did better than his firm. Once this analysis is done, he used to call meetings of his VPs and General Managers. In these meetings the primary rule was 'Everyone should come out openly about the mistakes they have committed'. Mr Godbole would start from himself and admit all the mistakes which he has committed. Since the CEO had started from himself, everyone else was comfortable in following the suit. As a result, the discussion / criticism which used to follow was more focused on actual decisions than on individuals.
- Mr. Godbole then touches upon practical example of 'Never say die' principle and how one should utilize the differentiating factor an individual / firm has to maximum benefit. In early 90's, GE spent close to 1 year in shortlisting the preferred vendors to whom they were to outsource significant portion of their IT work. Somehow Godbole's firm was not at all aware of these proceedings and came to know about it only when 4 companies were shortlisted. This was major shock for Mr Godbole / his firm. It was perceived as failure of their intelligence. But they disagreed to accept that it was the end of the road for them. After discussion within the core group of the firm, they decided to focus on identifying any work which could be executed only from US and what unique skills the firm could bring to GE. They figured out that IDMS was the skill set which was unique to them and then managed to get meeting with GE Capital to convince them that the firm could provide this skill. A lot of effort was spend in selection of initial 2 candidates since they were going to be critical factors in success of future plans. Mr Godbole was so involved in this effort that he himself went to drop these two guys at the airport. The rest they say is a history. The firm managed to get listed as fifth preferred vendor and got into one of the most successful client - vendor relations of Indian IT industry.
- Mr. Godbole has then written on people management aspect. Team Work is important but more important is identify the abilities / potential of an individual and assign task accordingly. It is agreed that the person has to stretch beyond his abilities / potentials but then this stretch has to be within reasonable limits else there is always possibility that the person may experience break down and loose his confidence completely. Also it is very important to keep top performers engaged / challenged all the time, else they may get disappointed and that will not be a good thing for firm / individual. Then it becomes very important that the manager should be 'Hands-on' Manager. He should know the technology and should be detail oriented. Only few people have right to make this statement (including Mr Godbole) who himself has written many in-depth books on technology.
- He then specifies the criteria which he used to apply while selecting senior managers in the firm.
- How much in-depth technical knowledge this person brings to the firm?
- Does this person has pleasant personality?
- Is this person a good team player? Does he possess good ability to mix with others?
- Is this person always worried?
- In pressure situations, does he lead from front or push the next layer to face the music?
- Can this person accept his / her mistake openly?
- Is he willing to learn new concepts / technology?
- What is his ability to take critical decisions independently and own these decisions? and so on
- He then mentions that 'Conventional definition of Management is getting work done through people, but real management is developing people through work!'
- Then there is section in which human side of Mr Godbole's personality is shown. This is a story of an experienced IT professional who is suffering from depression. This person has lost his previous job due to this and hence is unwilling to disclose this in Mr Godbole's firm. But then the case comes out in open when this person travels overseas. This is difficult situation for firm since this is very important client facing position. Then Mr Godbole goes all the way to support this person. He immediately travels to client location with the family of this guy, takes the client into confidence, provides replacement candidate and more importantly supports this guys for next 2-3 years to come out of the depression. The emotional point comes when years later, daughter of this person while receiving an award at hands of Mr Godbole thanks him and mentions that the award and whatever she is today is due to Mr Godbole.
