Collaborator
/kəˈlabəreɪtə/ (noun)
1 A person who willingly works with another to achieve higher output/ results.
2 A person who cooperates with an invading force in order to protect his/her own interests.
In the beginning
Integrity and collaboration — these were the cornerstones of Anand’s leadership style and I was fortunate to be his Executive Assistant (EA). He would often joke with me: “Remember, you have the ringside seat as the ‘fly on the wall’ in my office. You will observe and be involved in matters they never taught you at IIM.”
Anand, the Managing Director of one of India’s most successful software companies, was a much sought after speaker at various national and international events. As his EA, I wrote most of his speeches and the many hours we spent on this provided me with some deep insights into his mind.
Great teams build great organisations
Anand had handpicked and nurtured his team of direct reports as he believed it was only great teams that build great organisations. His only demand from them was ‘no surprises in their areas of work.’ And in return, he assured them that he would always be there for them, no matter how difficult or hostile the environment.
His one constant piece of advice was: “If the way we talk to one another is no different the way we talk about one another, we will always remain a great team.”
I remember him telling me, “You know Raj, if Alexandre Dumas were to write his book today, it would be titled The Seven Musketeers , with me as D’Artagnan.”
That fateful afternoon
I was sitting opposite Anand that afternoon when the phone on his desk rang.
“Yes, please put him through.”
“Hello, this is Anand. Good afternoon.” He paused, listening intently. “Yes, I was expecting your call. When would your team like to come over? Please let me have your contact numbers and I will have our CFO co-ordinate this. Thank you... And you too.”
The call took no more than a minute but I have never seen anyone age so suddenly in so short a time. “Hope all is well, Anand,” I asked, concerned.
“Yes Raj. I just need a moment to catch my breath.”
I waited. “That call was from the Mumbai office of a New York-based investment banker. They have a mandate from our parent company to find a suitable buyer for us. I let them believe that I was expecting their call.”
Our company was a listed entity in India, with the majority of shares held by our parent organisation in the US.
Anand spoke as if talking to himself, “I am the MD here, yet no one had the courtesy to keep me informed. I guess that is the reality of corporate life.”
The take over
Events moved quickly post the call. Data-rooms were set up and three likely buyers spent time in completing the due diligence process. A large multibillion-dollar company from the Silicon Valley was our new owner.
While Anand and his team remained intact, the new Chairman deputed the Indian head of his Malaysian business to oversee us.
The new boss Parameswaran (or Pam), had left India after his schooling and was more of an American in his work ethics and style.
In spite of Anand’s best efforts to help him settle in his new role, Pam continued to feel threatened by Anand’s popularity and the credibility he held amongst employees, major clients in all geographies as well as with industry associations, analysts and the media.
Pam was convinced that so long as Anand was around, he would never be able to make his mark here. Marginalising Anand was also not an easy option as there was no telling how the whole ecosystem, particularly the major clients, would react.
Collaboration
The new CEO started meeting Anand’s direct reports one-on-one, and this was something Anand encouraged.
During these meetings, Pam asked each one whether they could manage if Anand was not around. Seizing the opportunity, each of them assured the new boss that Anand had functioned mostly as an administrative head, managing the industry associations and the media. When it came to client relationships, business acquisitions and managing delivery, it was they, really, who ran the show. Sensing hefty increments and greater opportunities under the new boss, they moved in for the kill and collectively sacrificed Anand.
Anand left within a week. No farewell parties were held. I was the only person who saw him off to his car. As we shook hands, I said, “I feel terrible that the very team you nurtured and trusted, did this, Anand.”
He placed a hand on my shoulder and said, “That is the nature of the beast, Raj. But never make the mistake I made.” I waited for him to continue. With a lump in his throat, he went on, “Never draw your self-worth and your identity from your designation and the company you work for. There is more to life than that.”
I brushed asides the tears as I waved him goodbye.