Heralding the Twenties


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“To improve is to change; to be perfect is to change often.”

 —Winston Churchill

We remain days away from entering a brand new decade.

A hundred years back, it was called the roaring twenties. An era of economic boom. What kind of twenties are we going to have this time?

I invite you to ponder on the above as also these questions. How would work change? What would create wealth? How would the exponential growth in 24 X 7 human connectivity through social media impact us and our lives?

We are into a world which is changing at an ever increasing pace. We need to continually become someone or something we never were before.

So what happens when we continually become someone or something we never were before? We feel discomfort, fear, uncertainty; we are on edge. How we feel impacts how we act, how we work. So being on edge with negative feelings as above leads to loss of creativity, inability to take risks, loss of productivity and engagement. And herein lies the danger of becoming someone or something we never were before. I call this the Change Trap.

So what could we do to avoid the Change Trap? Since it is difficult to control our feelings, we need to see how we could shift its impact on how we act, how we perform. One way of doing this is to focus inwards – into the kind of changeless core that we are and what makes us tick. Our big vision about the world and our self, our competences, our passions and our relationships.   

In the New Year, I invite you to do this practice for just the first fortnight to empower yourself and avoid the Change Trap. Write down the following in your diary every day for 15 days before you go to bed.

  1. When you were at your best today, what were you doing?
  2. When you saw your energy going up, what were you involved in ?
  3. When you felt happy helping someone, what did you do?

Should you persevere with this practise for a fortnight, you will notice how its impact changes your life and the world around you!

I wish you Merry Christmas and a lovely 2020 ahead.

In Learning…….

Shakti Ghosal

http://www.empathinko.in

Stakeholding


We are moving from a chain of command to a web of connection, from competition to collaboration, from markets to networks and stockholders to stakeholders, and greed to green.

 – Anodea Judith

Author & Evolutionary activist

Leadership speaks to Stakeholder, “Let us stand in the created future that wasn’t going to happen otherwise. A future which would address the core concerns of both of us. Let us take actions and decisions now to realize the future.”

At its essence Leadership remains an exercise in language which motivates all stakeholders to align into taking actions in the present to realise a common future.

I was recently engaged in a hub optimisation project for an orthopaedics implant supplier. It did not take too long for our team to work out the optimum inventory positions of around twenty thousand items as part of fifty kits. We were delighted to note that our recommendations held the potential of reducing the inventory carrying costs at the hubs by up to seventy per cent. The client’s corporate team was equally elated.  

I was therefore left disconcerted when a subsequent review revealed near zero implementation of the project recommendations and the associated cost savings. The Marketing team had effectively sabotaged the initiative. While the project criteria had been to ensure a 99% assurance of availability of all ortho kits, Marketing insisted that for its clients nothing below 100% was acceptable.

Looking back one could see that the project failed for its failure to identify ‘customer’ stakeholders like the Ortho surgeons and the hospital administrators and what might their pain points be.

Leadership in the new millennium is more about stakeholding than anything else. Today’s world is becoming increasingly granular. More and more individuals are jumping onto the technology bandwagon and getting networked with unknowable connections amongst them. And each of these ‘unknowable connections’ becomes a stakeholder with its ability to influence perceptions and thoughts.

Per Bak, the Danish Physicist, developed a theory of sand running through an hour glass. He concluded that while the sand pile seemed stable with a regulated sand flow, the pressures on each of the sand grains was constantly changing; the internal dynamics of the sand was complex, unknowable and could not be predicted.

The stakeholding world today is like that sand pile.It seems stable but in reality continues to shift in unknowable ways with instability being the only constant.

So how does one manoeuvre the unknowable, unpredictable quicksands of stakeholding? What can leadership do to ensure effective relational assimilation of all stakeholding concerns? You could make a good start with the following questions.

  • Who are your influencing stakeholders? They could be from your investors, your leaders, your staff, your customers, customers of your customers, your suppliers, your community, competitors, consumer groups, social media……. sounds daunting. doesn’t it? Well a good place to start is to observe the conversation networks and the language being used. Use this to discern the contradictions, conflicting ideas and harmonies that form part of the issue.
  • Ask of the identified influencing stakeholders about their interests and core concerns
  • What is the stakeholders’ critical analysis of the situation? How does the issue occur for them?
  • What solution hypotheses could you develop which could take care of the stakeholders’ interests and concerns?

In Learning……

Shakti Ghosal

http://www.empathinko.in

The Dynamics of Arrogance


Dear Reader,

I wish you an empowering and purposeful New Year.

As we get set to usher in a brand new 2019, I would like you to reflect on the following.

What could we do in a fast changing and complex world that would satisfy issues faced by our team?  How could we develop our relational intelligence to gain traction with stakeholders?  How could we construct a dynamic game plan to get our organisation shift from the present to the created future?

What if I told you that the key to each of the above questions lies in one specific aspect of our own personality? 

To understand this some more, let me tell you my own story.

As the business head, I was the top dog in the organisational hierarchy. I felt cocooned by the warm comfort of managers, supervisors and executives being there to do my bidding. Somewhere along the way, this ‘being there’ feeling changed into a ‘better than’ mindset. And this is when my leadership problems started.

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The being there mindset

I began to think of myself as superior. I thought that as a Leader I had to be! And this led to my being arrogant. Over time this became my garb. ‘I had to use every opportunity to make all these little people understand that I was simply better than they were!’ I could just not afford not to know everything there was to know. So the arrogance led to my being inauthentic. Worse, the decision making increasingly started bordering on ‘my way or highway’. For accepting an outside possibility would undermine me would it not! This of course led to my becoming isolated.

Dynamics of Arrogance

My inauthenticity and isolation started eating into the organisation’s openness and team work. And when this impacted overall performance, the blame game hit the roof. With me of course doing most of the blaming!

The turning point came with the plummeting organisational performance. It took the shape of the following.

  • The advent of Self Awareness in me that “I need to curb this feeling of superiority that rears its head every time I interact”.
  • Getting my hands dirty by adopting a ‘walking and talking’ leadership style and thereby becoming curious about people, not results.
  • Practicing the Attitude of Gratitude, realizing how fortunate I have been in receiving support of others inspite of my shortcomings.
  • Leading with Generosity by jettisoning the fear of being taken advantage of. Realizing that even though I would be taken advantage of,  that would be better than being closed to openness and possibilities.

So in the New Year, what could each one of us do as leaders to jettison our superiority mindset and arrogance?

In Learning……..

Shakti Ghosal

Does Leadership theory help Sales?


Leadership and Sales

Yesterday I got a call from the Training Manager of a leading pharmaceutical company. She wanted to know how a Leadership program could support the sales personnel to perform better.

“I do understand the importance of Leadership in rewriting the future of an organisation”, she said to me. “But to a sales guy all this seems airy fairy stuff with no value.  What he needs are tools and techniques which would allow him to effectively close some prospects and achieve his target.”

“So would that imply that the Sales personnel, in-spite of their selling experience and closeness to customers, are falling short of organisational expectations?”  I asked.

“Well that is what the corporate guys in Head Office seem to think”, the training manager confided.

I did not have the heart to tell her that the solution lay not in new tools and techniques but a shift in how and what shows up when confronted with a business challenge. And that in essence is what leadership is all about.

For a start, we need to un-hinge our self from a “fixated to the past” mindset.  To do that we need to first understand what this “fixated in the past” mindset is all about.

Our brains are hardwired to view an emerging situation through the lens of our past experiences.  What is merely needed is copy paste what worked in the past to find a solution in the future. We are thus conditioned to believe that a person with a ten year sales experience would perform better than someone with lesser experience.

But what the above mindset assumes is some kind of continuity of the environment and all that it represents.  The competition and its response. The buyer and his decision making behaviour. The technology and product gaps.  And so on.

The third millennium however is all about discontinuity, disruption and accelerating change. In every which way one could think of. Be it competition and emerging strategies, buyer psyche, technology and products. The beacons of our past experience are no longer effective to handle this.

So we come back to the aspects of Leadership that could support performance in this era of discontinuity, disruption and accelerating change. Be it in Sales or some other business domain.

  • The awareness that you do not know.  You cannot upgrade your performance if you already know all there is to know.
  • Say YES to being pushed away from the beaten track and into the discomfort of the unknown. It is such discomforts that unhinge you from fixated beliefs and mindsets.
  • Avoid assessments during a situation. This leads to hasty reactions based on the ‘what worked in the past’ mindset.   Effective reflection and assessment can only happen after a situation has occurred. And this is when the space for new learning opens up.

 

In Learning

Shakti Ghosal

 

The Millennial Leadership Series : How do you grow your leadership?


This is a question that I am frequently asked by the students of the two business schools where I am a visiting faculty. Knowing about my decades of corporate experience, they assume that I carry nuggets of experience based wisdom that can grow leadership. I do not have the heart to tell them that my so called “experience wisdom” seldom if at all played a role in my leadership initiatives. In fact if truth be told, my leadership situation most of the times was akin to, “I have no idea where I am going”.

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So how does one grow into great leadership?

Well for a start, one cannot think one’s way into great leadership.  It really comes down to putting our feet on the ground, being a “Do- er” under all situations, never mind the nay-sayers and doomsday prophets.  The essence really is “DOING”. We grow when we do things, as we tweak our path and approach intuitively.

Leadership is really about our impact on others. Many of us though confuse this with the great intentions that we hold.  But intentions, which is all about us, has little or no alignment with impact, which is all about others.  So how does one create this alignment? We do this by seeing our self through the eyes of those we serve. I like to see this as a kind of empathy working in reverse.

Literature is full of how empathy is an intrinsic part of great leadership.  Which is all about what we need to do with getting into the other person’s shoes and looking at a situation from his / her perspective. But how often do we think of allowing the other person to get into our shoes and providing a fresh perspective from our vantage point?

Feedback from others who watch our ability ( or otherwise!) to impact others is  really the fuel that can ignite our leadership transformation.

Ask the following questions of your team.

  • What did I do that led to a positive impact?
  • What did I do that negatively impacted the team’s initiative?
  • What Could I do better to encourage the team to perform?

 

………. In Learning

Shakti Ghosal

 

The Millennial Leadership Series: Whatever one resists, persists…….


Pimp Slapped

The other day I was speaking to the CEO of a mid- sized organisation and we got to discussing his intentions and plans.  He told me about how he is currently engaged in bringing in technology and transforming the existing processes and the way of doing things.

“So how successful have you been till now?”, I asked.

“Well I have been able to demonstrate to my Board the trend of costs going down. Which should hopefully result in profits going up”, the CEO responded.

“ So have the profits started going up?” , I continued my enquiry.

The CEO looked troubled.  He confided, “Actually the profits are not up at all. We have been facing significant resistance to adoption of the changed processes by team members. Our team seems to have got de-motivated and are putting in less efforts. So much so that the productivity levels are actually down.”

The above is one more case of a Leadership unilaterally trying to improve profitability through implementation of technology.  When such implementation is done in a ‘command and control’ manner without adequate involvement of various stakeholders, the Leadership might occur to the team as ‘untrustworthy and self-serving’.

Such organisations become locked into a cycle. I call it ‘the cycle of repairing an old tube’. As one patches a leak in the tube and build back the pressure, a new leak starts at a different place. As the organisation resists a problem by trying to fix it, the more it pushes, the more the problem pushes back.

Whatever one resists, persists.

Amidst the whirlwind pace of change occurring in the environment today necessitating the need to constantly shift the technology and process base of an organisation, the millennial leader needs to provide the anchor of a unifying context for such shifts to occur.

What is that unifying context that millennial leaders need to create and exercise for transformative changes to succeed?

In Learning……….   Shakti Ghosal

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The Millennial Leadership Series : To Be or To Do……


“To be, or not to be: that is the question:
Whether ’tis nobler in the mind to suffer
The slings and arrows of outrageous fortune,
Or to take arms against a sea of troubles,
And
by opposing end them?

– William Shakespeare in Hamlet

visualisation of a future

A few days back I was reading Richard Branson, the Virgin Group Chairman’s blog on New Year resolutions. What jumped out at me was the section in which he says we need to shift our resolution from a ‘To Do’ list to ‘To Be who we wish to be’ mindset.

As we tick off completed items of our To Do resolutions, we do derive a sense of achievement, do we not. But does such a sense actually support us to move forward?

The world we live in today is all about change and uncertainty. The opportunities and possibilities out there remain optimally aligned to our To Do lists for a limited time. The leader who lacks this awareness is like the guy who patches the first visible leak in an old pipe and puts pressure back only to find new cracks developing. A solution leading to a new problem.  Before we even realise it , we have sacrificed our strategy and ‘To Do’ prioritization  at the altar of day to day expediency.

Some years back, I was part of a corporate group which was in a downward spiral. Market share on most product lines was getting lost leading to the profit targets getting missed. Dissatisfaction and blame game was awash all round, affecting even personal relationships between colleagues. Business alliances with Principals were fraying, lurching from one emergency situation to another. We seemed to be living a corporate death-wish.

We were so busy fire-fighting with the daily ‘To Do’ priorities, the underlying issues perpetuating the problem were left untouched. Leadership and employees alike held beliefs like:

“We are fighting a losing battle. Things would just not work out”

“We just don’t have in us what is needed”

“We’ll just shrink and shrink… till we shut down”

These beliefs and the resulting assumptions, fears and cynicism were leading the organisation into a future of mediocrity and possible demise.

The way the millennial leader could tackle above kind of situation is to jettison the ‘To Do’ in favour of ‘To Be’ mindset. To be the catalyst to rewrite the future. A future that is not derived from the past. A future that would be lived into by all concerned. A future that holds the capacity to shift people’s actions from disengaged to proactive, from resigned to inspired, from frustrated to generative.

What is it that the Millennial leader needs to do to be the catalyst to rewrite such a future for his organisation?

 

…… In Learning     

The Millennial Leadership Series: Authenticity and the Gremlin


Gremlin

Wish you, dear Reader,  a wonderful 2018 ahead! 

On a longish flight last week, I was again drawn to “Taming your Gremlin”. In the book, the author Rick Carson claims to offer a surprisingly simple method for getting out of your own way.  As I riffled through the pages, I came across the various manifested Gremlins who masquerade as us to the outside world in terms of our personality, our beliefs and our behaviours. This inauthentic persona a.k.a. our Gremlin got created somewhere in the past due to certain specific circumstances but has now taken control of who we are.

Millennial leaders are being increasingly buffeted by disruptions and an environment that lacks predictable cycles and trends. Such unpredictability gives short shrift to management tools and organisational decision making processes. In the absence of path clarity Leadership can get subsumed by the Gremlin.

The Gremlin whispers.

“As a leader you cannot afford to lose peoples’ admiration. If needed you need to stretch the truth and hide what is embarrassing or awkward and even…..manipulate situations and people.”

“As a Leader you need to maintain the pretense of loyalty to your bosses and supporters. Otherwise you run the risk of losing their admiration and support in these uncertain times.”

“You need to look knowledgeable and pretend to have understood things which you haven’t. Else people would think poorly of you.”

Increasingly the inauthentic ‘Gremlin’ persona holds sway. But unfortunately, the personality traits, the beliefs and the behaviour which worked earlier might not succeed under the changed circumstances. After all ……………………

  • Can you be effective in what you want to do when you are trying to be someone you are not?
  • Can you put faith and trust in others to handle an uncertain situation when you yourself are faking it?
  • Can you exercise moral authority on people to embrace something new when you are being inauthentic?

The millennial leader needs to increasingly anchor himself to the foundational element of Authenticity. Being authentic is being and acting consistent with who he holds himself out to be for others, and who he holds himself to be for himself.

Also, one cannot pretend to be authentic. That, by definition, is inauthentic……………

So, what is the pathway that the Millennial leader needs to follow to improve his authenticity?

 

In Learning…………

Acknowledgement:  Taming your Gremlins by Richard D. Carson. Harper Collins, 2003

The Chronicler of Hoogly


We booked the sunset cruise on the Hoogly recently. With winter on its way, the sun was setting early leaving behind a long balmy evening. Good time to observe the river and the city as it transitioned from day into the night.

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Boarding the boat from the Millennium Park jetty, we soon chugged out in the company of other sight-seekers like us. The itinerary was to cruise up the Hoogly to Belur Math, the much revered global headquarters of the Ramakrishna Mission founded by Swami Vivekananda. We were scheduled to reach in time for the evening Aarati before we returned. Travelling with us was a Study tour group from Germany.

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As I sat on the deck, I was engulfed by a kaleidoscope of sights………….

 Of the looming floating bridge of Howrah, still considered a cantilever feat of engineering seventy-five years after it was built. Of decrepit ghats and jetties. Of derelict and abandoned warehouses, shanties and slums. Of colonial architectures separated by grimy and slushy by lanes. Of how Man’s creativity and resolve has sunk under the grime of his daily struggle and existence………….

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Of temples and riverside religious rituals coexisting with stinking garbage and defecation grounds. Of the riverside walled up   along long stretches as if to hide its shame from the very people who have sullied it thus. Of how Spirituality jostles with poverty…….

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My thoughts and emotions get stopped by a flurry of activity on the deck. Probably sensing the approaching sunset, the service staff had got busy offering beverages and ‘muri and aloor chop’ snacks while the German tourists were busy with their telephoto lenses and cameras. I look at the setting sun, the morphing shades of the flowing waters and could not but marvel at how nature yet manages to shine its beauty on an environment gone increasingly awry…………

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With the falling dusk, I notice a lone figure sitting at the rear side of the deck. Somewhat taken aback for not having noticed this person earlier, I walk across and introduce myself. “You may call me the Chronicler”, he tells me. Intrigued I plonk into a deck chair beside him. “Would you like to hear a tale about all that we are witness to today?”, comes the soft voice. Even before I can respond, the voice continues.

“Great metropolises, they say, grow out of a river. London…. Paris….. Rome…… Moscow…….. Cairo….. Istanbul. In each of these cases, the mighty rivers that flowed, the Thames, the Siene, the Tiber, the Moskva, the Nile and the Bosphorus, provided sustenance and remain the heart and soul of the cities….”

“And so was the symbiotic relationship between Hoogly and what we know as Kolkata. While today we are wont to see the river as some kind of an appendage to the city, what if I told you that it is really the other way around? That Kolkata is really an offshoot of all that the Hoogly has been witness to over the centuries.”

“When we started our cruise, we saw Fairlie Place and its jetty to the right with the Strand running beside it. So what would you say are its important landmarks?”, the Chronicler asks.

“Well I suppose it is the Customs House and the Eastern Railway headquarters. Apart from a few more important office blocks”, I respond.

“But what if I told you that about three hundred years back most of that place including what we know as Dalhousie Square was a large water body called Lal Dighi ? This was the time when the British East India Company was busy consolidating its position and Fort William stood on the banks of Hoogly. That is when the attack happened”

“Attack!”, I exclaim, “By whom and why?”

“The then Nawab of Bengal Siraj-Ud-Daulah attacked, captured Fort William and incarcerated British prisoners in a dungeon which came to be known as the Black Hole of Calcutta. An incident which directly led to the battle of Plassey and the subsequent two hundred years British Rule of the subcontinent.”

“Hang on!”, I interject. “Is not Fort William more in the hinterland, near the Maidan?”

“Indeed”, the Chronicler continues, “but what is less known is that there were two Fort Williams. The present one near Maidan was built by Robert Clive after the attack on the first one.”

“The battle of Plassey, which was to change the history and the shape of things to come for ever for the subcontinent, was also fought on the banks of Hoogly but to the north of where we are. But that is another story.”

“The Fairlie Ghat holds another interesting tale”, the Chronicler continues.” In the mid nineteenth century, Prince Dwarkanath Tagore, while travelling on a train in England, got the brain wave of setting up a rail link to carry coal from his Raniganj colliery to the Calcutta port at Fairlie. On return he invested into setting up the ‘The Great Western Bengal Railway Company’. Unfortunately, his proposal got turned down by the British East India Company bosses on the grounds that ‘it would not be possible to allow a company using such strategic technology under native management….’ His efforts and thoughts however did push the British to set up rail services though the East India Railway Company with its Headquarters at Fairlie Place.”

“Hmm! That name Dwarkanath Tagore sounds familiar. Was he in some way related to Rabindranath Tagore?” I muse.

“Indeed he was!”, the Chronicler quips back, “He was in fact the grandfather of Gurudev Rabindranath Tagore, that venerable Bard of Bengal and the first non-European to win the Nobel Prize in Literature more than a century back”.

“The Hoogly ghats then were a far cry from the crumbling cesspools that we are seeing today. With magnificent facades and European classical architectures, the ghats were witness to impressive steam ships and tall masted  boats sailing out to faraway places in England, Australia and New Zealand as also upstream to ports on the Ganga.”, the Chronicler continues.

“Did you know that there were thriving French, Dutch and Armenian settlements on the Hoogly in the early years of colonisation?” I am asked.

Well I had read about the French settlement and I say so.

“Fascinating is it not that events and rivalries five thousand miles away in Europe would show up in the waxing and waning of the Hoogly ghats! And so it was that as the British colonialism went into ascendancy after winning the Napoleonic Wars in early nineteenth century, the settlements of other nationalities on the Hoogly faded into oblivion.”

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“Which brings us to the Shova bazaar Ghat and its fascinating history. The Ghat and the Shova Bazaar Rajbari ( Palace), was built with great pomp and grandeur by Raja ( King) Nabakrishna Deb.The latter famed for organizing the Shovabazaar Rajbari Durga Pujo about two hundred and  fifty years ago ( which continues till today!). What is seldom spoken of is that all of the Raja’s wealth came from the huge bribe money of Rupees eighty million paid to him, Mir Jaffar and a couple of others by the British administration for betraying Nawab Siraj–ud-Daulah on the battlefield of Plassey. A betrayal which led to a small British force of 3000 soldiers winning a decisive victory over a twenty times larger opponent. A betrayal which led to the British becoming the dominant colonial power in the subcontinent for over two centuries. Is it not ironic that one of the greatest betrayals in Indian history is so inexorably linked to one of the biggest religious festivals in the country?”

So engrossed had I become in listening to the Chronicler’s tales that I had scarcely noticed the darkness enveloping the Hoogly and the boat engine slowing down.

My companion on the deck points to a brightly lit temple and ghat complex to the right. “That is the Dhakshineswar Kali temple built in the mid nineteenth century by Rani (Queen) Rashmoni based on a dream in which Goddess Kali exhorted her, ‘There is no need to go to Banaras. Install my statue in a beautiful temple on the banks of the Ganges river and arrange for my worship there. Then I shall manifest myself in the image and accept worship at that place.’ The temple attained fame because of Ramakrishna Paramhansa, the famous mystic and the spiritual guru of Swami Vivekanand.”

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The boat docks on the Belur Math Ghat. I notice the Chronicler making no attempt to get up even as other guests disembark and start walking up the Ghat steps. The tour supervisor advises us on the way to reach the temple premises for the evening Aarati. As we hurry, some of the German tourists stop to look at souvenirs in the roadside shops.The Belur Math design incorporates the different Medieval, Gothic, Renaissance as well as Hindu and Islamic styles that Swami Vivekanand had observed during his travels in India and abroad.

I return back to our moored boat with the intoxicating chants of the Aarati still resonating in my ears. As the boat starts on its return journey downstream, I look around for the Chronicler but he is nowhere to be seen. Dinner is announced and we go down to the dining room in the lower deck. The fascinating vision of the Hoogly  created by the Chronicler’s tales in sharp contrast to the hugely run-down and depressing sights I had been witness to, continues to wrestle in my mind.

What is it that has made the Hoogly hold onto its rusting warehouses, its hideous shanties and walls which no longer serve any purpose? What is it that has made Kolkata turn its back on the river that brought it into existence? What is that which leads us to abuse and neglect that very water that we consider holy and religious? What is that in our societal psyche that fuels such dichotomy?

As we reach back and walk off our cruise, these questions continue to haunt…..

 

……… In Learning.

Shakti Ghosal

 

 

 

 

 

Sundarban Chalo


“In our legends it is said that the goddess Ganga’s descent from the heavens would have split the earth had Lord Shiva not tamed her torrent by tying it into his ash-smeared locks. To hear this story is to see the river in a certain way: as a heavenly braid, for instance, an immense rope of water, unfurling through a wide and thirsty plain. That there is a further twist to the tale becomes apparent only in the final stages of the river’s journey- and this part of the story always comes as a surprise, because it is never told and thus never imagined. It is this: there is a point at which the braid comes undone; where Lord Shiva’s matted hair is washed apart into a vast, knotted tangle. Once past this point the river throws off its bindings and separates into hundreds, maybe thousands, of tangled strands.

Until you behold it for yourself, it is impossible to believe that here, interposed between the sea and plains of Bengal, lies an immense archipelago of islands………”

Author Amitava Ghosh in ‘The Hungry tides’

This is the Sundarban, the beautiful forest. Also home to the Royal Bengal Tiger.

great-swimmers

The Royal Bengal tiger is one of the most majestic creations of Mother Nature. Known for its grace, beauty and ferocity, it can grow up to twelve feet in length and weigh as much as 190 Kgs. Possessing the longest canine amongst meat eating mammals, the Royal Bengal is a solitary animal and marks large territories for itself extending up to two hundred square miles. It has adapted itself to the Bengal mangrove ecosystem of the Sundarban by being an ardent swimmer; anything that moves in this habitat is food! One forceful attack and the prey has nowhere to run; the Royal Bengal possesses such power as to snap the spinal cord of the victim in one jerk. A less known fact is that in one to one combat with a lion, the king of the forest, the Royal Bengal tiger has almost always won. And like the erstwhile Royal families of India, the Royal Bengal Tiger is well on its way to extinction.

( Facts from Internet )

Our trip to Sundarban starts with a car ride to Godkhali ferry ghat which lies at the end of the Bengal peninsula. The road ends at a decrepit sign announcing, ‘Gateway to Sundarban’ next to the worn steps of the ghat. A short boat ride to the island of Gosaba and we step into a Bazaar, its by-lanes, its teeming humanity and the filth and squalor which today’s plastic, paper and throwaways create. Alas! Quite a contrast to the vision I had held about Bengal’s villages in my mind’s eye.

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Forty five minutes of bone rattling auto-rickshaw ride through grain fields, ponds, and hutments later we are finally at our Eco-resort. With the promise of Sundarban just beyond the flowing waters.

Sundarban. A UNESCO World Heritage site. The name itself conjures up exotic images for me. Of narrow waterways hemmed in by overgrown foliage on the banks. Of boats navigating the waterways in stealth with the rowers in search of the wood of Sundari trees, the much sought after Bagda Chingri ( Tiger prawn) and madhu (honey). Of crocodiles waiting on the banks in ambush for their prey.Of giant pythons coiled around tree branches. And of course of the Royal Bengal tiger swimming out in the darkness to climb onto the boats.

As we journey on our river cruise away from inhabited islands to the uninhabited ones, the stark beauty of arguably the largest mangrove forest land in the world begins to unfold. The kaleidoscopic flora seamlessly embracing the silted land and the silt laden waters. The fascinating adaptation of the different mangrove species to the tides and the saline water with the stilt and the breathing roots. The latter manifesting as countless hard spikes sprouting out of the ground. As if warning that you enter these lands at your own peril. As we get to  the widest water expanse created by the confluence of five rivers, the boat engine is shut. The sudden stillness and silence is enigmatic. Of time standing still, as if waiting for the Sundar Ban to reveal its mysteries.

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Which brings me back to that star attraction of Sundarban, the Royal Bengal Tiger. Well we fail to spot the guy even though we do the rounds of the three main watch towers in the Tiger reserve- the Sajnekhali, Dobanki and the  Sudhnyakhali. But in the bargain, we do get vantage views of the magnificent Sundarban forests as the guide points us to the Goshap     (Water monitor lizard), Horeen ( spotted deer), Kumeer ( crocodile) and different bird species.

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As we prepare to leave Sundarban, I sense its allure beckoning me to come back again.Inviting me to explore more of the complex network of tributaries and tidal waterways between the islands and atolls. Inviting me to marvel at the creation of new islands as the old ones submerge under cyclones and tides. Inviting me to immerse in the mythology of Goddess Bonbibi, that ultimate saviour of the forest and all who venture within. Inviting me to once again savour the ethereal sunset and enveloping darkness on the Vidya Dhori river. And of course inviting me to set up one more rendezvous with the elusive Royal Bengal tiger.

As I once again undertake the bone rattling auto rickshaw ride on my return journey, I see the beauty and tranquility of  an agrarian lifestyle jostling to retain its place amongst the ugliness and discomfort imposed by so-called ‘development’- once concretised roads lying dilapidated and broken,  haphazard and unfinished infrastructure and the filth of plastic and other wastes. Just like the Sundarban tiger and other wildlife having jostled for space with the ever expanding humanity through decades……….

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Sitting in the ferry moving towards the mainland, I think of the socio-political leadership needed for inclusive development of the simple and friendly people of Sundarban. Leadership which would hold the ability to listen to and align with the concerns of all on the ground. But beyond such Leadership, the question that comes to my mind is , “What could each one of us do to support and sustain the rare and fragile ecosystem that is Sunderban?”

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In Learning….

Shakti Ghosal

Travel Recommendation :  We travelled using the services of Sundarban Chalo Tours   Contact No. 9748278990, sundarbanchalo@gmail.com

We had booked the 2 nights 3 days  Tour package. I believe we need this kind of a  period to  savour and appreciate the sights and sounds of Sundarban.

While we had opted to join the tour from  Chowringhee Lane,  Sundarban Chalo Tours  in fact had  several  convenient pick up points in Kolkata for  guests. We found the vehicle quality and driver to be excellent.

 The company owns its own boat and crew and so we felt  we were on our own private cruise while sailing in the Sundarban river network and estuaries!  The  tour coordinator and the guide went out of their way to make the trip memorable  with piping hot breakfast and lunch cooked and served on-board.

The Eco-resort we stayed in was clean and the employees extremely friendly and customer oriented. All the meals served was freshly cooked with a surprise evening entertainment program of folk music, dances and barbecue under the stars!