Most of us think Running as a physical activity, resulting in better health.
The real impact that running has created goes way beyond physical health, thereby acting as a therapy. The Alternative, a new age media created a set of stories recently where they covered stories of individuals where running made a big impact. There were people suffering from migraine, autism, schizophrenia etc…and how running has transformed their lives. I am happy to be surrounded by such individuals with whom we run as a community in Runners High.
Check out the following URLs for the individual stories:
This book was suggested to me quite some time back (by one of my mentors) got a chance to complete it recently. Written by Stephen MR Covey, son of Stephen Covey (senior), Speed of trust is a wonderful account of trust building in human relations. Personally, my experience with trust building is been a roller-coaster ride for me. I enjoyed tremendous amount of benefits in cases where I enjoyed higher level of trust, on the other hand struggled a lot when trust levels are low with the other person. Its hard to explain trust, mainly because “things happen” when it is there and “you feel it when you have it”. I was looking for some framework to work on getting better with trust building, where this book perfectly fit into. To start with Stephen establishes a business case for trust by connecting trust, speed and cost. In case of high trust environment, more things happen in real than talking or following-up. Hence speed goes up and cost comes down. On the other hand when trust levels are low, both individuals and organizations end up paying “trust tax” which slows down the progress of the overall progress. So level of trust has direct impact on organization’s top line and bottom line in terms of financial implications. In case of no tax, top line and bottom line both goes up creating a ‘win-win’ proposition.
After establishing business case for trust, Stephen delves into multiple layers of trust and what are the key behaviors that will enhance the level of trust in any given situation. He starts with individual trust and further followed by relationship trust, organizational trust, market trust and societal trust. He goes on explaining key elements of building trust at various levels starting with individuals. Because if as an individual we don’t trust ourselves with highest level of authenticity, it becomes naturally reflected in other activities we handle and it gets passed on to others as a lower trust message.
As a part of trust framework, Stephen mentions how credibility is fundamental in establishing trust. In order to establish credibility four cores namely intent, integrity, capability and results play a vital role by laying down strong foundation. If these four codes are having issues with an individual, no amount of behavioral tactics will help in building trust. Once these cores are established strongly (thereby having higher credibility), individuals need to demonstrate certain key behaviors to establish higher trust environment. He talks about 13 behaviors (Talk straight, Demonstrate respect, Create transparency, Right wrongs, Slow loyalty, Deliver results, Get better, Confront reality, Clarify expectations, Practice accountability, Listen first, Keep commitments, Extend trust) as key behavioral elements.
With lucid examples and case studies Stephen takes though the framework of trust building. Stephen also talks about “Smart trust” where balancing right level of trust by tuning these parameters. Extending too much of trust sometimes might backfire (and I have personal experience in doing that) whereas extending less might create lesser trusty environment. So assessing the situation and extending right level of trust is key to have desired results. From outside trust might look like a intangible item, but its implications are very deep. It was a very hard and enriching learning to go through the framework and understand various elements of building trust.
Every year 5th September is celebrated as Teachers day in India. We were preparing a custom greeting card for our little one
(to share with her teacher) to demonstrate a good gesture. Around the same time my mind started thinking about teachers, coaching and positive impact it creates individuals. The process of coaching doesn’t end after we pass out from school/college; in fact one requires coaching from a different dimension afterwards. I have been coached by many exceptional individuals for whom I will remain eternally thankful. There are numerous occasions when I was clueless, done mistakes or even frustrated. These set of mentors/coaches were always available to me to help and support all the time. I tried to look back and try to understand what exactly these individuals have done to me? After all what exactly is the crux of coaching?
I would like to take my recent example of coaching from long distance running experience and try to find answer for my previous question. When individuals are getting trained for long distances, it is highly likely possible those individuals face difficulties to keep up with running long distances. The issue can be due to physical fatigue, injury, mental blockers, and inferiority thinking which eventually leads to lesser self confidence in the person. In such situations individuals end up running last or walk or even think of quitting the run. Understanding this state quickly, I have seen the coach end up running along with this slowest running person in the group.
Now what is the powerful and indirect message that coach is conveying? Primarily the slowest runner gets a mental support that he is not alone and running slowly is not a big issue. By getting an encouraging word or two during such situations (“Good job, you are getting better”) from the coach instills confidence and re-assurance. This creates a huge transformation on the person, who is getting coached, which will help them to get out of the issue (mentioned above) quickly, even though it might fall under any of the category.
Connecting back, this is exactly what they have done to me time-and-again. In challenging situations these mentors ensured that they kept faith and confidence, which meant a lot to me during such situations. With this support it was quite natural for me to figure out action and come out of difficulties.
In my opinion, having faith in individuals and installing confidence during difficult times summarizes the crux of coaching. For the person is receiving end it is a humbling experience.
Recently I was in conversation with one (relatively younger) colleague (say named A), who is at peak of his career. He is been handling plum assignments, Work activities matching to his strengths, Strong backup from senior leadership for his assignments, Very high visibility with customers – a great combination anybody can ask for. Definitely his hardworking ability and capability matched with this opportunity which has made him a star performer over years. Everybody (including myself) have seen such phase of career, during which individuals demonstrate lot of confidence, positivism and energy. However during the conversation, I found A slowly crossing limit and started behaving in a arrogant manner. He quickly gets into ‘godfather’ mode and start providing unsolicited advice as if he knows everything under the earth. Frankly I didn’t expect this from him. As a higher performing individual, I always thought he is a mature individual, who still has a long way to go in his career. Success (that too when it comes in abundance), starting affecting his behavior now. By looking more closely, he always been an individual contributor working on plum assignments with heavy duty back-up. Any change/issue, he is given necessary power to get it escalated because of which he always got his things done in his own way.
Similarly, some years back I have seen another individual who was in pinnacle of his career (say named B). You name any award he already got it. In fact there were some special award categories were created in order to acknowledge his contributions and results. This individual has organically grown his group from the scratch, because of which he enjoyed enormous amount of ‘organizational currency’ in terms of higher reputation with customers, better command over customer dynamics, deeper understanding of people etc. Faced by same behavioral he ended up rubbing shoulders against individuals, picked up fight with peers and demonstrated as if there is no tomorrow. However due to certain business situation, organizational structure got changed and he was rotated into a different role where he was put into a total new situation in a new business with new team.
As B always grown things organically, it was like ‘fish-out-of-water’ feeling to take up something in between and struggled to gain grounds. As his behavioral issues (like arrogance) has multiplied over years it became impossible for him to adapt to the new situation and demonstrate leadership. Slowly-and-steadily he lost his credibility and became ineffective in the organization. Another job rotation followed, which has made B’s life even miserable. Even today it is very hard for B to come in terms current situation (caused because of multiple changes). Since he has not faced the situation in the past, one small change has literally blown away his career. I am now wondering if the similar situation comes for A, how will he come out? What if he is asked to lead a set of people whom don’t know at all? How well he will be able to manage change? How effectively will he be able to keep his ego under check? How well he will adapt to new situation and perform? How effectively he will be able to handle ‘out-of-limelight’ situation for which he has not used to?
Often there is very thin line between confidence and arrogance, which makes whole lot of difference. Unless individuals are able to manage it well, individuals and their career soon becomes history.
[I wrote this article to share with my folks in Runners High community (referred as RH in the article below). Some names might look little unfamiliar for general readers. I will continue to write about long distance running, going forward]
Initial conversation with Santhosh
Keeping up physical fitness is one of the key priorities for every one of us. There are many options available (ex: Aerobics), however long distance running is something which I have been aspiring to start for a long time. My initial understanding with running came in form of Santhosh, who was doing his marathons (for Asha NGO) when he was working in the US. I used to follow his blogs to keep in touch ever since we passed out of college more than a decade back. He used to write regular blogs on his preparation, challenges and how money raised through running is used to contribute grass root level organizations, especially children. Even much before Santhosh started off RH (vaguely recollect it was year 2008), I clearly remember meeting up for lunch with him about me doing running, which I immediately ruled out by saying “Running? Give me a break. Please coach somebody else to keep your motivation high; I will probably bring down your energy levels by not showing interest in such crazy stuff!”
Times passed and we went on our own ways. In the mean time, I have kept up with my aspiration to keep physically fit by doing various activities like Yoga, Meditation and some games over the weekend. However I was doing them all alone, which was becoming very difficult to sustain. Over a period of time, consistency took a huge hit as it is very easy to give up when you are alone. Again back to square one, I was primarily looking for some activity with higher sustainability factor. In the mean time, there were some colleagues who got into long distance running, through them I used to get updates about growing “community” approach towards running in Bangalore. Finally I decided “let me give it a shot, let even hell break loose!” One email to Santhosh (again) and got signed up for KTM with 10K finish goal.
IIM-B and DTS sound in my stomach
When I dropped into for intro session at IIM-B, I got really scared at first sight. While the “community” factor was really heartening to see, fellow runners from RH scared me continuously talking about running among them. Key words like “ultra”, “Boston marathon”, “finish goal”, “ITB” were getting exchanged among folks, sounded Greek and lain for me. When Santhosh introduced individual coaches (and their accomplishments in running in Grand Canyon, Himalayas etc…) I almost fell like running out of IIM-B auditorium. I was telling myself “Where am I, what am I trying to do? I have absolutely no exercise background and these folks are talking about running 50 KM!” I could clearly hear DTS music in my stomach and somehow (!) stayed back in the auditorium and paid the fees. At the same time I told only one thing to myself “I will stick to the schedule given my coach, let me stop thinking and start running”. When I look back that’s probably the best decision I have taken when it comes to long distance running.
Kicking VIRUS (Viru Sahasrabuddhe) out!
Thanks to strong support from my wife, I was able to get up on time and show up for running by not bunking any classes (except couple of occasions due to self/family health reasons). Initial few days were very difficult where I literally had lot of pain all over the body. Every other day I used to get new type of pain from different set of muscles, which I didn’t even knew existed in my body for so many years. As per my initial commitment (of sticking to schedule) I decided to put on with coaching schedule.
The first thing that amazed RH is about the excellent, self-sustaining system built which works automatically. Right from day one I didn’t even bother about my timings, ran as much as possible. When I couldn’t run, I just paused, stopped, gained breath and again started running. I also ensured that I don’t end up comparing myself with fellow runners mainly because I wanted to come out of this “metric” (popularly known as KPI) based thinking which we are so used in school, college and corporate world. After all I didn’t want to emulate VIRUS (ref: 3 idiots) by overtaking the fellow runner to keep myself ahead. The very fact that I am able to get up and run at morning 6 AM at Cubbon is a huge achievement, rest all were immaterial anyways 😉
Coaches and mentors
Now coming to coaches, they were absolutely amazing people. In our Cubbon library group we had Srini, Kanishka and George were our main coaches who led by example by ensuring we followed the schedule
on time. I still remember them running along with slowest runners in our group (I am definitely one among them) ensuring that they are supported well. This built a huge confidence, faith and aspiration to push myself further. If not for the confidence coaches had in each one of us, KTM 10K would have never remained a possibility. Our mentor Asha brought a lot of enthusiasm and energy by sending regular emails, follow-ups and breakfast meetings. By now all my DTS music (from stomach) almost went mute, because I was able to understand the fact that coaches and mentors also started off similar to me. With sheer persistence they were able to run such long distances.
The Macho image and KTM
Slowly and steadily number of kilometers increased (2,3…6) during weekend runs. By now I was able to build my “mental creation” for completing 10K. Thanks to social networking, I was posting some updates in FB about my running and my friends and family started responding quite positively. Over a period of time “macho” image got built for me (Oh! You run 10K? That’s amazing) and I know how much still I need to learn when it comes to running. I don’t want to write much about KTM day as it was just a “flow” and made it happen! I am a much better person (in terms of both mental and physical) already signed up for Ultra for 12.5 KM with same commitment of sticking to the schedule, stop thinking and start running.
This post will remain incomplete if I don’t write a paragraph about Santhosh. We started off together during our undergraduate days, been a partner-in-crime for four long years (got ragged by same set of seniors, got caught by police for violating section-144, danced together in countless fresher/farewell/birthday parties, got first job in same company etc..) . It feels amazing to connect with him in a new dimension called running, after 12 long years.
Way back in 2006 I have learned Sudharshan Kriya Yoga (SKY) as a part of my Art-of-living course. Years might have passed by, but SKY stayed on with me as a ‘capsule’ given immense benefits. This post is about benefits I have experienced with SKY.
SKY is a rhythmic breathing mechanism taught as a part of Art of living course. Typically it takes about 20-30 minutes to do this breathing exercise, it is highly advised to do it after performing certain Yoga asanas. The philosophy is to first stabilize the body using asanas and then move on to perform SKY for working at breath level. This is also called as ‘short kriya’ which is typically done at individual level. In case of weekly art-of-living follow-ups a ‘long-kriya’ is performed which takes about 45 minutes of time.
Typically in our daily lives many challenges are caused because of external issues (tension, anger, disappointment etc…) which immediately alters breathing. When inhale-exhale cycle becomes shorter, lesser oxygen is taken inside, which aggravates negative emotions. Most of us would have observed when we are in the state of emotions, it tend to continue for longer time mainly because of our breathing pattern. The idea is alter breathing rhythm with long deep breath which will create positive impact thereby altering our emotional. This is what in nut-shell happens by performing SKY. There is definitely a spiritual dimension to it, which will be shared as a separate blog post.
Coming to its benefits:
Immediate alteration in emotional levels by switching into positive state. I have performed kriya is peak negative emotional conditions (ex: workplace crisis) and felt immediate benefit by coming out of it and operate with higher emotional state
For some specific diseases/issues I have found immediate relief. For example, in case of minor head ache, stomach problem or back/neck pain, by doing SKY has provided immediate healing effect by making me normally operate
Because of the mental & physical benefits mentioned above, individuals tend to be in much positive state of mind with higher optimism and action orientation when faced with real life challenges. This sustained benefits come over a period of time which is more experiential
Some of my family members had serious breathing issues (ex: Wheezing), who could see significant impact in overall immunity and attacks have come down drastically. However it also depends on the individual how regularly he/she is performing it.
There is no specific equipment or location required to perform SKY. As long as there is relatively quite place is available, once can perform this without any difficulty. There are many occasions I have done it in my workplace ( sick room) and during travel (trains)
Ever since I have learnt SKY, I have not 100% regular in doing it on a daily basis. Definitely I have been fairly regular and benefits have been immensely higher. Especially, after taking up long distance running, Yoga asanas and SKY is acting as an excellent combination!
For a while now I have been associated with various continuous improvement activities both at office and home, which has been a humbling experience. When we know things are not going as expected or there is a shortcoming in the way it is executed, there are two ways to look at it. First approach is to blame/penalize/criticize some or all the people associated with it, including self. This results in accumulation of negative energy eventually leads nowhere other than cribbing and complaining. Second option is to seek ways to improve the situation by having continuous improvement mindset. When I was referring back to some standard philosophy, I came across Kaizen introduced by Japanese post world war as a waste reduction in a system and aiming towards continuous improvement, which is both philosophy and practice.
Let us consider the following situations:
Given the nature of a project or work, existing standard project management execution frameworks (ex: Sprint) doesn’t work due to some internal issues
Given time-frame of the project, process/life-cycle compliance goes out of window, resulting in lesser process compliance
At home, we often have situation where we end up running/searching for photocopies of necessary documents (ex: passport) which is not available when required
As mentioned above, it is very easy to complain and pass on the buck (saying person X, who is responsible for this has not done his/her job). On the other hand, if we take small but steady steps towards improvement, with bigger inspiration in mind then thing start turning into a different situation. Personally it results in the following:
By accepting the fact that something is not correct, brings down ego of individuals by making us humble
Ensures individuals take up inspirational mindset, thereby approaching things from solution point of view rather than problem alone
True test of persistence, as the journey of continuous improvement never ends
Over a period time creates a systematic and practical approach to innovation which makes huge difference to individual and business
Japanese started off with automotive industry with no background, when their country was in debacle. In my opinion being humble and taking up mindset to improve things over a period of time has paid them tremendously by creating Toyotas and Sony’s of the world. By adopting some of these practices by understanding the philosophy definitely make a difference for us and people around us both in workplace and in family.
It’s always fun to act against gravitational force!
Last Sunday Karnataka state went for election where I got an opportunity to vote. After completing the process, multiple thoughts started occupying my mind. In countries like India, it’s very easy to sail the stream of cynicism starting with political system by asking simple question like “what is the point in voting? Will it really make any difference?” . On contrary when things are going well and positive (in both personal and professional spaces), we tend to go with the flow because naturally enjoy that. However when things go wrong (or lot of cynicism around), it creates an uncomfortable situation for an individual. During such adverse situation, it requires tremendous amount of self courage (or mental stamina) to act against gravitational negativity.
Consider the following examples:
Every other political party and leader appears to be corrupt. What can I do about it?
For team, created plan ‘A’ but due business situation, complete plan needs to be scrapped by creating plan ‘B’. As a leader of the group how can I handle this?
In leadership responsibility, there are many things that are outside my sphere of control but still hold accountable when things go wrong. How do I answer myself during such situations?
There is enough and more political and positional advantages enjoyed by certain individuals which makes the situation full of ‘grey’. How do I navigate thru this?
Issues/mistakes made in the past are passed on as a ‘legacy issue’ which requires needs to be solved with no head-or-tail information about core of the problem. How do I handle this?
In such adverse situations, no formal education or quick fix stuff would work. It requires a lot of self courage, derived from character and say “yes, I know things are not great, it’s hard out there. But I am stick to basics by doing the right thing in a step-by-step manner. Such situations are temporary, not a reason for me to do wrong things”. After gaining more personal and professional experience (or getting older) I could see such situations can arise out of nowhere which can suck complete energy out if not taken care properly. So it requires stronger willpower to hold on the guns when things are not going in favor, fighting against gravity.
The power of choice, especially during adverse situation matters a lot, which eventually makes all the difference in the long term!
Why do anybody want to appoint a bowling coach to the greatest batsman that cricket has ever produced? Why do we want him to get better with bowling when he is so good at batting? He has been pretty decent part-time bowler who bowled few overs and got some crucial wickets (with some special ones like 1993 Hero cup semi finals against South Africa) as well. All he did for his two decades of historical cricketing career was to bat, bat and just bat!
When I look beyond Sachin, here are the key attributes of Indian top order today:
Sehwag/Gambhir (attacking, aggressive) – Apt for first 15 overs
Raina/Dhoni/Yuvraj (excellent strikers who can effortlessly clear the field plus great finishers of the game) – Apt for 35-50 overs
Of course, when wickets fall early, batsman should adapt to the situation and play. Definitely, this batting order is not arrived in a random fashion. It is arranged based on which position a batsman is exactly good at, based on his natural game. It is done with specific intent in mind so that the possibility of success in a match can be maximized.
Cut to corporate! In teams we end up having different set of people who has different set of strengths. For example in a product development team I typically find individuals who are good in different areas – innovation, requirement analysis, customer interfacing, coding, software designing, user experience, crisis handling, quality assurance, critical problem solving ability and some all-rounders who can do all the above mentioned roles fairly well. It becomes extremely important to have right people in right roles (similar to cricket batting order) to maximize success of the team. Again “success” here could mean anything – increased customer satisfaction, increased sales numbers, quality and on-time product launch etc.
Its always a puzzle and challenging task to identify what individuals are actually good at and provide them with right set of opportunities. In my opinion this is THE critical responsibility of leader who should spend good amount of time in doing that. When roles are identified according to individual’s strengths and corresponding responsibilities are defined, it can be completely left with individuals to produce desired result. When individuals feel they are doing the job where they are good at, it automatically increases their self esteem thereby lifting the overall moral of the individual. In summary is multiples result produced by the team. Let me explain this with some example.
Say an individual A who is extremely good at finding new technology and passionate about innovation. Driven by his creative mental ability he can almost always suggest a new way to get things done. However he may not be a process oriented individual, who might even think process kills creativity. There could be another individual B, who is meticulous when it comes to getting things done by following the process with 100% discipline. He would love to do same things again and again and improve it over a period of time. For him the maximum pleasure comes from continuously refining it, whereas for the former case it could be continuously creating something always. Given the core strength of individuals, they need to be placed in appropriate nature of work. For example A can be part of organizational technology incubation team, which demands frequent survey of latest technology and suggest future business possibilities. B can be placed as a customer facing individual who can champion by following meticulous steps with each and every customer, failing which can cause customer dis-satisfaction. Now what if these roles are reversed? The answer is obvious – planned disaster! A will get completely bored and frustrated with customer facing and B will get scared to come up with new things very frequently.
Identifying individual strengths and providing them with right roles is not always 100% possible in an organization, where there could be multiple options. The team/business may not require a particular strength or skill which an individual is good at. In such cases it is much better to rotate individuals to different opportunities inside the organization where their skills can be utilized in a better manner. Or in some worst scenario, it is better to let them go (or they will get frustrated and leave the organization) rather than wasting both individual and organization’s time. In some cases there would be a possibility that the individual skills matches to the role to a larger extent (say 80%) who can be still provided support for making him effective in the role. In some other cases individuals need to be rotated across different roles (ex: R & D -> marking) to expose them different aspects of the business, which is part of leadership building process. As a direct impact, this will immediately reflect in an individual’s performance ratings. I will talk more about this in a separate post.
Recently I was given an opportunity to discuss about ‘Business alignment’ with a set of people in my group. To make the session interactive, I asked each one of them what exactly they understand by aligning with Business. Most of them replied saying ‘aligning individual aspirations to business needs’, ‘understanding organization opportunities in better manner’, ‘developing business acumen’ etc. While most of them are correct, I asked them back ‘In every given opportunity is it possible for an individual to be absolutely open and align himself to business needs? Can we always say business is heading in the right direction?’ and I could see many blank faces. While text-book definition of business alignment looks easy to understand, it’s extremely hard to implement.
Let us take an example. Assume a business leader is having a specific business goal (ex: improving customer satisfaction) considering the current business trend of customer complaints. Based on his understanding of business and his personal view, he typically comes up with ways to implement certain actions to achieve desired result. However, when the business task starts coming down the hierarchy, it gets interpreted by different layers in different ways. What is seen as the ‘right thing’ from the top might be seen as a ‘absolute blunder’ from the bottom layer of people. It can also be easily interpreted as the business leader trying to implement his ‘personal agenda’ to gain some benefit for him. This is one of the key reasons why practical implementation of business alignment becomes very challenging except for cases where the whole hierarchy consist of ‘yes sir’ type of people.
Now, how a business leader can ensure the ‘right thing’ gets implemented in the ‘right way’? In my opinion there is only one way to do it – Establish trust! For people who see value of implementing an action (to improve customer satisfaction) will right away go ahead and implement without fail. For people who don’t see or perceive the value of implementation will still implement because of the trust. He will work on a fundamental belief that ‘I might be missing something, let me implement this and understand this better rather than telling reasons for not implementing it’. This also leads to another case where an individual in the chain will build ‘disagree and commit’ mindset. This individual might not believe in the way it is implemented but still go ahead and do it in his own way because he is committed for the business leader. For all you know such actions might lead to totally new set of possibilities which the business leader might not even thought of.
The power of trust is much bigger than we actually can think!