Category: Leadership

What lives between Intention and Impact


In today’s fast changing world, we are almost always confronted by situations about which we lack past experience to engage or resolve. We try to force fit some past learning and end up either failing to get an outcome, or if lucky, achieving part success.

In a past assignment, I was managing a Travel & Destination services management company. One of our major customer accounts was the national petroleum development organisation and because of the large business quantum, we had an implant operation with a dedicated team. Our service and response levels were appreciated by the client.

In line with the commercial norms, as our contract period was coming to an end, the company released a tender for a subsequent period. Believing the client was happy with us, we submitted our competitive offer in line with what we had done during our last successful bid. When the tender was finalised, we were shocked to know that we had lost. When we asked the client company’s commercial team, we were informed that we had not complied with the technical terms of the bid. Going back to the drawing board, so to say, our analysis of the tender document revealed that there had been a small section requiring development and implementation of a Travel management Services (TMS in short) software as part of the client’s intranet, which we had not responded to.

Soon, we had the opportunity to bid against a tender released by the National Gas Company. We noticed that in this tender document too, there was a requirement of implementing a TMS software. This time we were careful enough to comply with the requirement by indicating our willingness to develop. But we again lost the tender! The winner was a competitor who already possessed a fully developed TMS module and had provided a live demonstration of the same to the client.

We had been disrupted. By a new technology, a new competitor, which together had disrupted our traditional business model. The world had shifted, the business need in the environment had changed and the earlier alignment of the latter with the competence set of our company had been lost.

A situation like the above can create a quandary for each one of us. Should we stretch our own competence and experience profile to paper over the gaps that exist because of the changed requirement? This usually is the easy and the quickest option, and thus gets chosen by most leaders and Managers. But the more sustainable and resilient pathway, a much tougher and thus rarely taken option, is to continually equip oneself with the needed competences so that the alignment between us and a world that is shifting, is not lost.

What I have frequently noticed is leadership folks, rather than confronting, resort to whining and complaining. Of how no one could have foreseen what happened, how they had planned and were equipped to handle what did not happen, and so on.

If we are not careful, we can end up in a downward spiral of negativity. I have seen leaders ending as black holes. With a huge gap between their original intention and final impact. This is largely because of a human psychology quirk. The more we talk of something we failed to do, the more important it becomes. As Noble Prize winner Daniel Kahneman said, ‘Nothing in life is as important as you think it is, while you are thinking about it’.

Ways to avoid the Black Hole:

  • Ask, “What can we do to resolve?” Wait for a positive response. We are conditioned to put effort once we commit.
  • Envision a future that was not going to happen anyway. Ask, “If things were going flawlessly, what would that look like?”

In Learning……..                                                                  Shakti Ghosal

All the things we do not want…..


Have you ever wondered about all the things you do not want, all the things you avoid? These may be at your workplace. Or they may be in your personal life or relationships. Do you realise that all the things you do not want can actually support you to move forward in life?

In the second year of my post graduation, we had to choose elective courses to achieve a minimum number of credits. I remained in my comfort zone by choosing electives which I had the ability to do with minimum effort. I avoided taking on courses in the Computer Science domain (then in its infancy and consequently a ‘black box’ to me) which I figured would require a lot of learning and effort. Was it a mere avoidance mindset or a deeper fear of failure? Most of my batchmates who ‘took the jump’ and majored in Computer Science subsequently did very well in their careers. Fear of failure can help us succeed.

Fear of failure can help us succeed

An aspect we do not want is frustration. Frustration is really our reaction to stuff we do not like or cannot control. The ugly underbelly of frustration is that we tend to vent it on folks who may have nothing to do with it. These folks may be our spouse, family members or colleagues at work place. Frustration shows up as anger, impatience or both. I can recall a particularly difficult meeting with a client about a service failure in which they threatened to cancel our contract. It was a situation outside our control but my reaction had been to call the service team and vent my frustration on them. What I had done was to further spread the cycle of exhausting negativity without finding a solution. The section head though was a guy with a cool temperament; leaving the meeting he did what was needed to be done to retrieve the situation. Frustration can be a good thing if we channel it to move towards solution finding.

Frustration can be a good thing……

We do not want to do ‘heavy lifting’, we succumb to the temptation of doing theoretical stuff. In a previous project assignment, I interacted with two kinds of people.  The first set were those who were smart, articulate, detested leaving office and had theoretical solutions for all operational issues. The second set were those who were low profile, operated in the field and were hands-on with the project. I found it comforting to hang out with the first set and opinionate about what was needed to be done or not done; true to the perception I held I avoided going out into the field. However, I soon found that  grit, resilience and character developed only when I got down to ‘digging ditches’ in the field to circumvent failures, prevent time over-runs and ensure project completion. Resilience and Character wait on the other side of our disappointment and failure ditch.

Resilience & Character wait on the other side of our failure & disappointment ditch

In the hurry-scurry of our work life, we tend to develop revolving -door relationships. Relationships that we create to achieve quick business objectives and which tend to get jettisoned soon after. Such relationships may seem energizing, even meaningful in the moment, but really build a shallow work life. How many of these questions can you answer in the affirmative?

  • Do you take genuine care of the people who pull alongside you?
  • Do you invest time with your team and other stakeholders beyond work related stuff?
  • Do you serve those who serve you?

The deeper we nurture relationships, the more valuable they become.

The deeper we nurture relationships, the more valuable they become.

In Learning………… Shakti Ghosal

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Leadership and Introspection


A way to grow one’s Leadership is through introspection. One needs to look back into one’s past and identify all that which contributed to one’s Leadership and performance development.

This may sound easy but it is not. As we move through work responsibilities and the corporate hierarchy, we tend to develop our own plethora of ‘what we believe made us succeed’ mechanisms consisting of inauthentic facades, assumptions and ‘need to impress the other guy’ behaviours. We also hone our survival instincts. So, when we do get down to ‘looking into our past’ and identifying all that which contributed to our development and growth, we tend to see stuff distorted by our facades, beliefs and impress the-other-guy behaviours.

The way to grow one’s leadership through introspection is to do the following practices.

  • Ask yourself, ‘Who were the people who changed you?’

When I thought about this question, I could identify two individuals.

 The first was a senior colleague at the start of my career as an Assistant Mechanical Engineer in the Indian Railways.  The quality that my colleague brought into our relationship was one of sunny optimism and a natural instinct to mentor without a self-serving mindset.

The second was my boss in Voltas Ltd, where I was handling HVAC projects. The quality that he brought into our relationship was one of down to earth openness and transparency.

I realise today that what allowed me to grow through the above relationships was to try and inculcate a non-self-serving mindset as also authenticity through openness and transparency.

  • Ask yourself, ‘What kind of people did you gravitate towards?’

When I thought about this question, I could again identify two individuals.

In my tenure in the Indian Railways, I had two workshop foremen report to me. The first was a kind of a ‘yes man’ guy. He made me at once comfortable through his unquestioning loyalty; he would do exactly what I asked him to. This was a great relationship for maintaining status quo about situations and other stuff.

The second was a guy who was a ‘shop floor rebel’. He would usually give a counter viewpoint to most stuff I would suggest, and at times speak uncomfortable truths based on his own past experience and arguments. I would often ‘see’ his approach as unwillingness to accept my authority or trying to prove me wrong. I would feel upset.

This did not seem to be the kind of relationship I would be comfortable with or gravitate towards at that point in time. But I realise today that the person who allowed me to grow was this ‘rebel’ guy as he shattered my comfort zone and forced me to look at uncomfortable possibilities.

So how might you grow your leadership in today’s disruptive world? How might you foster such growth in your team members?

Gain mastery about how to succeed in a business environment that is constantly changing and being disrupted. Do this free module:

https://www.learndesk.us/class/6399442649350144/winning-in-a-disruptive-world-module-1

In Learning……… Shakti Ghosal

#leadership, #introspection, #practices, #authenticity, #facades, #assumptions, #survival, #disruptive world, #succeed, #Indian Railways, #Voltas

Where does Leadership reside in today’s disruptive world?


We were engaged in a MENA region Business expansion consultancy project for a client organisation (name withheld) in Dubai. Being time bound, our team was depending on the client for getting certain ground assessments and data to do a competitive audit and recommendation set.

Interestingly, the common refrain by the client personnel was that the competitive situation was shifting fast in terms of relative importance and data points. It was thus difficult to provide accurate ground assessments.

One day over coffee, I got to discuss about the Business implementation with Darius, the Business Development Manager responsible for the project.

“In your view, what is the kind of Leadership needed for successful implementation in our kind of fast changing environment?”  Darius asked.

“And where would you like to see Leadership being exercised in your kind of situation?” My response was a return question.

“Well, I suppose leadership needs to ‘lead’ us from where we currently are to where we are proposing to be”, replied Darius.

I could not agree more. Leadership indeed needs to reside in the gap between one’s current state and the state one aspires for.  But then how does Leadership set the organisation on the right pathway? In today’s increasingly disruptive and discontinuous world, the luxury of a fixated, ‘past experience driven’ journey with a visible future at the other end, is no longer available. If at all, present times require the ability and mindset to get off that beaten path and into the unknown forest area, so to say.

I said as much to Darius.

As if reading my thoughts, Darius asked, “So what might be the leadership mindset needed to eke out a new path through the  forest trees you spoke of?”

“That is a great question”, I acknowledged. “I can think of one. Which I would term as ‘your comfort with ignorance’. You need to be comfortable with the knowledge that you ‘do not know’. Only then will you able to unearth and visualize new possibilities. Without this there can be no growth in a disruptive world.”

Somewhat later, when I sat thinking about our conversation, two other aspects came to mind.

First, a mindset to accept failures. We need to accept failure as an intrinsic part of who we are.  In an uncertain world with no past experience to guide us through the discontinuity of the ‘forest trees’, it is only mistakes and failures which become the building blocks of eventual success.

Secondly, a more controversial but nonetheless critical ability to wear a ‘mask of yet to be internalised behaviours’. We need to fake the needed leadership behaviours, if necessary, before they become an intrinsic part of us.

I would like to term the above as the CAM mindset shift, to use an acronym.

  1. Comfort with ignorance
  2. Acceptance of failure
  3. Mask yet-to-be internalised behaviours
  • So how might you grow your leadership in today’s disruptive worl
  • How might you foster such growth in your team

In Learning……. Shakti Ghosal

Are you winning in today’s disruptive world?


  • Do you remain dissatisfied and uncertain about how to face emerging situations and challenges in today’s fast-changing world?
  • Do you frequently get the sense that however hard you or your team are trying, there seems to be always someone ahead of you and winning?
  • As you resolve a problem or a challenge, do you get confronted by fresh ones?
  • Are you frequently unable to prioritize which problem to tackle first?
  • However much you strive, are you unable to see the big picture and align yourself and your team with that?

….. And on a more personal level:

  • Do you want to get that job or assignment that you have been trying?
  • Do you want to get that promotion and recognition you have been aspiring for?

If you have been plagued by one or more of the above questions, the Winning in a Disruptive World program might just be what you need to improve your winnability quotient in today’s world.

 The fact is that our present world is constantly getting disrupted. By new technologies, new competitors, or other factors that can disrupt traditional business models. The disruptive world with its VUCA (Volatile, Uncertain, Complex, Ambiguous) characteristics allows us to reside in a significantly narrow band in the present with a hazy and uncertain future in front and the inability to take recourse of our past experience.

Conceived and developed based on workshops and programs conducted for leading organisations and Business Schools, the course showcases the major types of disruptions that are shaping the world. You, as the participant, would gain an insight into what leads to us getting disrupted. You would review the process followed by a probability-based mindset and the need to shift to a possibility-based mindset to be able to better handle disruptions. You would practice and gain proficiency in the five action steps for the needed shift by conducting in-depth Inquiry through a structured process.

  • Creation of a context by using hard trends in three areas.
  • Creation of the three lists.
  • ‘Plug into the future’.
  • Relational assimilation through a triad of competencies.
  • Creation of a Resilience Plan.

Get a sense of what it is all about.

I look forward to seeing you in the program!

Shakti Ghosal

How could you shift from Influence versus Impact to  influence and impact?


Larsen & Toubro Leadership Workshop

Sometime back, in a Leadership workshop for Larsen & Toubro that I was conducting, one of the participants shared a challenge he was facing.

 “Earlier I had been involved in direct sales of earthmoving equipment to institutional buyers. A year back I got promoted and was moved to product and market development. However even now a few of the clients continue to contact me on even small issues.”

“That only goes to show that they still have a lot of trust in your support to them, is it not?” I commented.

“True,” the participant agreed. “But it often leads to negativity and bad blood with my sales colleagues who think I am trying to throw my weight around and stepping on their toes.”

“So, what is stopping you from letting go and clearly informing your ex-clients suitably?” I asked.

“That is what I am finding difficult to do. I feel I might be letting my clients down” was the response.

“That surely is a good intention. But are you taking accountability of future sales to the client?” I asked.

Looking at me, the participant slowly shook his head to conveying that he was not.

***

Each one of us, in our career, would have faced a similar situation. The problem occurs because of the clash between our stated positive intention and the negative impact we are making. If we are not careful, we can get sucked into a black hole of spiraling negativity which ironically arises from an initial intention to help.

The authority being exercised in some manner (even with good intentions) without being accountable is really abuse. If we expect others to be accountable for the task at hand, and we get sucked in, we need to be equally accountable to them, even if hierarchically they are junior to us.

Simply put our impact and influence may move in contrary direction leading to minimal or nil positive outcome. We thus need to explore how these two may operate together in the same direction to maximise the positivity of the outcome. Think of a train being pulled by a set of double engines.

Jim Dougherty, CEO of a software company, writes in Harvard Business Review ( Dec 12, 2012 issue),  “If you want to get an emotional connect with the  people you are working with or with whom you have business relationships — you need to be willing to commit and be accountable to them , unsolicited and without direct hope of reward.”

Should you wish to move on the road to better influence and impact, I invite you to explore and answer these questions:

  • Are you willing to make personal investments in people?
  • Are you willing to share what you are learning?
  • Are you willing to empathise with the stresses and frustrations others feel?
  • Are you willing to work for a shared purpose, results and consequences?

What could you do to maximise the overall outcome from the influence and impact you make?

In Learning……………..                                             Shakti Ghosal

Control versus letting-go: A Leadership tale


Sometime back, at a two-day Leadership Development program that I was running for Larsen and Toubro Ltd (a heavy engineering and multi-business conglomerate in India), a participant came to me during one of the breaks and said:

“All these techniques which we are learning seem to be of little value to me. I am faced with a different kind of problem. My boss has a strong controlling impulse. It is usually his way or the highway. It seems to me he believes this mindset is what has helped him reach his current position. So even if I try, there is never a win/win situation for my boss vis a vis me. What should I do?”

@ L & T Workshop

As I stood there listening to him, several thoughts came to mind. I asked him whether he was okay to delve into the issue some more.

We need to start exploring. We need to ask, ‘What is that which our ‘controlling boss’ would really like to control and change?’  And even more important, ‘What is that we ourselves are willing to let go?’ For ‘letting go’ could be the start of getting back in control.

Could we try and meet the ‘control freak’ half away down? For instance, certain relationships and one to one interactions could still be kept under our control. This realization itself can give us a sense of empowerment.

Could we ‘let go’ by avoiding reacting when we are being pushed to accept the controller’s point of view? Acknowledge what we have been told and then explain what we plan to do, why we have decided so and that we are willing to take full responsibility of the outcome.

The above exploration would allow us to create our action steps in the matter, thus elevating our own control of the situation.

‘Becoming a leader’ does not arise from knowing techniques or aping what we see great leaders do as they exercise leadership effectively in varied situations. Leadership and Performance is very little about what we know, it is almost all about how we see.  ‘How we see’ comes from our ability to shift our perception through developing a contextual framework for our own selves.

http://www.empathinko.in

Absence made Visible


The water cascaded down the black granite sides, flowing as rivulets before disappearing into the small squarish void in the center. As I looked at the flowing water, juxtaposed feelings pulled in different directions. A feeling of melancholy and sadness about the flow of our lives which was perhaps never to return. But also a feeling of peace and acceptance, an emotional cleansing about all that was not right, maybe would never be right.

From the corner of my eyes, I could see the Oculus, that majestic steel ribbed white wings about to soar up into the skies. The reflections on the nearby glass towers seemed to be heralding a brighter, more vibrant tomorrow. A tomorrow in which peace and acceptance might run the winning lap.

I was at the site of the two World Trade Center towers in Manhattan which had gone down in the September eleventh attack more than two decades back. The black granite square pools with flowing, falling water had been built as memorials to that event. The Oculus served as the integrated transportation hub built for the Path and Subway trains.

Oculus Transportation hub at the World Trade Center complex

As I stood there in contemplation, the place was a tranquil and serene island in the midst of high energy Manhattan life. Did the flowing water suggest a life force embryo just below the surface? That somehow brought into our thoughts those who had perished in the attack, their names etched on the sides serving as the only reminder? Or was it that the simplicity of the slow cascades into the void which could never be filled (as per the memorial architect Michael Arad) allowed their ‘absence (from our living world) to be made visible’?

**

My memory went back to that day decades ago.

 It was evening. I was in the office and had called a colleague to discuss an operational issue when he excitedly mentioned about a disaster in which an aircraft had crashed into one of the World Trade Center (WTC) towers in New York. We spoke about the incident for a couple of minutes and wondered about the low probability of an aircraft crashing into a building.

Returning home after office, I switched on the TV only to see the news headlines flashing all over, ‘AMERICA UNDER ATTACK!’ In the interim, a second aircraft also carrying passengers had slammed into a second WTC tower. Burning from the aviation fuel of the colliding aircrafts, both the towers collapsed. A third aircraft had crashed into Pentagon, the US Defence headquarters in Washington DC. Due to the time zone difference, what was evening for me was really morning hours on the US Eastern seaboard where the attacks were taking place. Close to three thousand people died in the attacks.

What seemed at that point in time a senseless act of violence led to a fundamental shift in the way US saw the world and how its foreign policy would come to be defined. Over the next two decades, US would engage in conflicts aimed at crushing terrorism in various parts of the globe. From demolishing Osama Bin Laden’s Al Qaeda bases in Afghanistan to the Iraq invasion and removal of Saddam Hussein to confronting the self-styled Islamic State in Syria.

I think of our world today. The actors have changed, the issues have shifted but the conflicts remain.

**

A couple of days back, I heard the tragic news of the Texas shooting in which a teenager Salvador Ramos armed with a gun entered an elementary school and senselessly shot and killed nineteen children and two adults. The carnage was a deadly reminder that even the world’s most powerful nation is unable to protect its children in their innocence.

My granddaughter has been going to a play school. She loves going there. For us, the school is a safe haven that nurtures. I agonise when I think of what might be passing through the minds of the parents and grandparents of those children whose lives were so brutally snuffed out even before they got the chance to blossom. Like me they too would have had complete faith in the safety and security of their child in school.

I muse. What is that which leads to some folks inflicting injury and death on others? I sense that this arises from an extreme psychologically aberrant mindset. A mindset which shifts into viciousness from its inability to accept ‘we versus they’ differences. So it was with Osama Bin Laden, so it is with Salvador Ramos.

An all-powerful state like the US does possess the weapons and technology to wage war against the enemy without.

But does it possess the conviction and resolve to change the mindset of the enemy within?

In learning………                                                    Shakti Ghosal

Of Germ Pods and Personal Learning Clouds……… two trends of a post COVID future


It is fascinating to see how technologies originate in response to unmet needs and then go on to transform and impact the world in unfathomable ways.

In this post, I look at two such technology initiatives and then explore how they might evolve and impact us.

The first technology initiative is Germ Pods.

It was early April 2020 and the Covid had just started making initial inroads into India with recorded infections hovering around a couple of thousand.  The Government launched an innovative contact tracing and self-assessment mobile App called Aarogya Setu. It became the fastest growing App in the world with more than fifty million downloads in less than two weeks. The App gathered data from positive infection reports on a real time basis and was designed to identify infection hot spots and alert the user about the number of Covid infected people in the vicinity. Government ministries and Indian Airports made it mandatory for all people to register into the App to ensure low risk. Aarogya Setu was subsequently merged with the COWIN portal which was designed to register and update vaccination status at the individual level.

Countries around the world launched similar contact, movement and vaccination status tracing Apps during the pandemic.

As I muse, the import and the transformative potential of the tracing and status app becomes clear. The future would be about a real need to protect and secure the health of oneself and one’s own community. Increasingly, testing for various transmissible diseases, real time tracing and proximity alerts would form the basis of AI based algorithmic analysis to create hierarchies of health risk statuses. In spite of repeated assurances that individual privacy norms would be protected, geographic and digital clusters of such hierarchies would begin to emerge and, in more ways than one, would trample on individual’s privacy and behaviour. These clusters or “Germ pods” would over time become much more than mere health pods. They would morph as digital identifiers of micro-groups displaying differing economic, demographic and social behaviours.  Can you imagine what such identifiers would do in the hands of marketing organisations, Government policy makers and politicians?

What thus started off as mere health protecting ‘Germ Pods’ might become somewhat sinister gatekeeping tools allowing individual entry based on constantly tweaked algorithms; they would actually become functionally invisible to folks who do not qualify. Groups would get shielded from public view as well as from one another, as they get into exclusive symbiotic relationships with marketing organisations and the Government. Overall transparency and accountability in a society relating to spreading of resources would take a hit, further exacerbating the ‘have’ and ‘have not’ divide.

My sense is that in the future, the above transformative technology might usher in a societal problem.

The second technology initiative is Personal Learning Clouds.

 For some years, I have been engaged in training the next tier Leadership for a large business group in India. While the need for Leadership development programs is acutely felt in today’s VUCA (Volatile, Uncertain, Complex, Ambiguous) environment, the organisation also senses that traditional class room case study-based programs are no longer working to prepare tomorrow’s leaders for the challenges they would face. The training manager thus finds it hard to justify costs relating to such training programs. Last but not the least, the program does not really get ‘owned’ by the participants’ boss and other team members leading to the program learning not getting the needed support for effective application at the workplace.

The pandemic has fast paced the shift of training programs onto Zoom and other digital platforms. My client organisation has started seeing this as a great alternative, cutting down as it does requirements of logistics and physical infrastructure. The participants are able to virtually join in from their work desks or homes with a much shorter lead time.

As I think of the emerging trend, I visualize the birth of ‘Personal Learning Cloud (PLC)’ in today’s rapidly changing and constrained environment. The PLC would be flexible, allowing  24X7 accessibility to learning modules aligned to the need and behaviour of an individual and his team. Over time the PLC would emerge as a networked learning infrastructure. It would not only allow overall lowering of training costs but would facilitate the organisational leadership to offer ‘just in time’ targeted learning experiences for personnel according to his / her role and immediate organisational needs. Finally, the PLC ‘s real time accessibility, relevance and interactive capability would allow the learner’s immediate superior to become an active stakeholder in the process and provide support and accountability.

I sense that over time the PLC would make learning personalized as well as democratized (in terms of access) and would allow organisations a better gauge to measure return on investment and ensure work place application. Something essential to keep the ‘just in time’ PLC based learning relevant in a fast-changing world.

My hope is that in the future, the above is where significant growth and development opportunity would lie.

In learning……….                                                                               Shakti Ghosal

Acknowledgement:

  1. ‘After the Pandemic: What happens next?’ – Document prepared by Ayca Guralp, Instititue of the Future, CA, US.
  2. ‘The future of Leadership Development’ – HBR March-April 2019

The economic inequality fallout of the pandemic


While doing a course on, ‘Welcome to our post-pandemic future’, the aspect of economic inequality trend jumped out at me. A trend that seems to have accelerated since the onset of the pandemic.

Statistics show that the eight wealthiest people in the world now have as much wealth as the bottom 3.5 billion people combined! Incredible as it seems, that is correct. The combined wealth of this league of extraordinary gentlemen out weighs that of three and a half billion people! It set me thinking. What is that differentiating proposition that creates such a disparity? Is it the intelligence quotient, is it the emotional quotient, a combination of the two or something else?

As I reviewed the behaviour patterns and articulations of these extraordinarily wealthy gentlemen. I could discern a pattern. A common underlying theme behind such incredible wealth creation seemed to be a knack of envisaging a future that seemed impossible, in fact laughable to most folks around. However, these individuals held the belief to hunker down and live into that future, having the doggedness to hang on till they could make it true.

 I discovered something else. As the world shifted in terms of technology and mindset, there came a moment when the window of opportunity aligned with the envisaged future and competence set of the individual. Because of the ability to hunker down and hang on, the individual could recognize that ‘clunk’ of the future as it arrived and take appropriate action. This seemed to be true for Bill Gates, Jeff Bezos and Mark Zuckerberg as well as the others on the list.

In the next three to five years, how could we expect to see the growing economic inequality pan out and its impact on the world? One might envisage depressed ‘across the board’ consumer demand and a drag on the global economy. Most of us can recognize the negative potential of a severe long-term drag.

In one of my earlier posts some years back (https://esgeemusings.com/2017/01/22/a-brave-new-world/), I had mused:

“…….Our Brave New World too seems to be a story of the blue and red pills allowing us a choice of the path we could take.

One road leads us to a virtual utopia. Inhabited by people fully able to realise their creative and innovative potentials. A world where people are uniquely free to follow their passions and creative urges. Where innovations are exploding every other day and unimaginable wealth is getting created. Where products and services are plentiful and available to all. Where being wealthy or not no longer matters. A world that has finally come to realise the socialistic dreams of Karl Marx and Lenin, but in a warped way.

The other way is to the land of dystopia. Of people lacking meaningful work and condemned to exist on the lower rungs of Maslow’s hierarchy. With not a hope in hell of achieving the higher rungs of potential. Of folks condemned to live on a Universal basic income provided by the Governments of the day. Of large sections of society feeling increasingly dispossessed and spiralling down into drugs, gambling, terrorism and similar madness……….”

 As I think of the growing inequality of today, I do spot some of the above-mentioned patterns of change. But I remain unsure of a pre-determined outcome. Would the economic disparity continue to grow? If so, what could each one of us do to support folks to more effectively handle the situation?

I sense that over the next few years, the world would need to go through a period of healing, not only emotional healing from the damage and trauma of the pandemic but a movement to restore overall consensus and a more equitable share for all towards livelihood. All of us would need to get involved and ensure that groups who have been disproportionately affected are at the table for coming up with plans and solutions, including young people, and that they have a chance to really have a say in what happens next to ensure a better and safer future in the coming years.

In Learning…………..                                                                                                      Shakti Ghosal