A speech by Narayana Murthy on Sitting late at work

Infosys' Chairman and Chief Mentor Officer (CMO) - Mr. Narayana Murthy's Speech on Late Sitting:

Hope that many of us start leaving early for home after reading this... I am not relating this to the present scenario. I know people whowork 12 hours a day, six days a week, or more. Some people do so because of a work emergency where the long hours are only temporary. Other people I know have put in these hours for years. I don't know if they are working all these hours, but I do know they are in the office this long. Others put in long office hours because they are addicted to the workplace. Whatever the reason for putting in overtime, working long hours over the long term is harmful to the person and to the organization. There are things managers can do to change this for everyone's benefit. Being in the office long hours, over long periods of time, makes way for potential errors. My colleagues who are in the office long hours frequently make mistakes caused by fatigue. Correcting these mistakes requires their time as well as the time and energy of others. I have seen people work Tuesday through Friday to correct mistakes made after 5 PM on Monday.

Another problem is that people who are in the office for long hours are not pleasant company.

They often complain about other people (who aren't working as hard); they are irritable, or cranky, or even angry. Other people avoid them. Such behaviour poses problems, where work goes much better when people work together instead of avoiding one another. As Managers, there are things we can do to help people leave the office. First and foremost is to set the example and go home ourselves. I work with a manager who chides people for working long hours. His words quickly lose their meaning when he sends these chiding group e-mails with a time-stamp of 2 AM, Sunday.

Second is to encourage people to put some balance in their lives. For instance, here is a guideline I find helpful:

1) Wake up, eat a good breakfast, and go to work.

2) Work hard and smart for eight or nine hours.

3) Go home.

4) Read the comics, watch a funny movie, dig in the dirt, play with your kids, etc.

5) Eat well and sleep well.

This is called recreating. Doing steps 1, 3, 4, and 5 enable step 2. Working regular hours and recreating daily are simple concepts. They are hard for some of us because that requires personal change. They are possible since we all have the power to choose to do them. In considering the issue of overtime, I am reminded of my eldest son. When he was a toddler, If people were visiting the apartment, he would not fall asleep no matter how long the visit, and no matter what time of day it was.! He would fight off sleep until the visitors left.. It was as if he was afraid that he would miss something. Once our visitors' left, he would go to sleep. By this time, however, he was over tired and would scream through half the night with nightmares. He, my wife, and I, all paid the price for his fear of missing out. Perhaps some people put in such long hours because they don't want to miss anything when they leave the office. The trouble with this is that events will never stop happening. That is life! Things happen 24hours a day. Allowing for little rest is not ultimately practical. So, take a nap. Things will happen while you're asleep, but you will have the energy to catch up when you wake.

Hence "LOVE YOUR JOB BUT NEVER FALL IN LOVE WITH YOUR COMPANY (Because you never know when it stops loving you)" - Narayana Murthy

A Leader Should Know How to Manage Failure

Came across this wonredful interview of our ex-president Mr Kalam and thought it would be a nice idea to share (Former President of India APJ Abdul Kalam at Wharton India Economic forum, Philadelphia, March 22, 2008)

Question: Could you give an example, from your own experience, of how leaders should manage failure?

Kalam: Let me tell you about my experience. In 1973 I became the project director of India's satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India 's "Rohini" satellite into orbit by 1980. I was given funds and human resources -- but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.

By 1979 -- I think the month was August -- we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order.

My experts -- I had four or five of them with me -- told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal . It was a big failure.

That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference -- where journalists from around the world were present -- was at 7:45 am at ISRO's satellite launch range in Sriharikota [in Andhra Pradesh in southern India ].

Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure -- he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed.

Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.

The next year, in July 1980, we tried again to launch the satellite -- and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, "You conduct the press conference today."

I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience.