Management Lesson

Former President of India APJ Abdul Kalam : 'A Leader Should Know How to Manage Failure'

India Knowledge@Wharton:

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.

Help Your Employees Do More in Less Time

Because of thunder storms in Atlanta, the flight from Dallas to Atlanta had been delayed twice. On the third attempt, we were boarding and I felt hopeful of actually getting off the ground. My hopes faded fast when the tired-looking flight attendant came down the aisle quietly announcing that if we were not permitted to take off in the next 15 minutes, the crew would have exceeded their 16-hour work day and we would have to taxi back to the terminal and await another flight.

We were not given permission to take off, the crew's time expired and as we taxied back to the terminal I felt mixed emotions. I kept thinking, "But we were right there ready to take off. How could 1-1/2 more hours matter?"

Just as airlines are concerned about overworked pilots and flight attendants, employers should be concerned about overworked employees. Why? Errors, accidents, and low productivity for a start.

My mixed emotions as we taxied back to the terminal are similar to the signals our culture sends today about long work hours. In one breath we agree with employees having a pity party about how hard they work and with the other breath, we award employees a "red badge of courage" for having the guts to go the extra mile.

A study by the Families and Work Institute concludes that overworked employees should be taken seriously. Employees who are overworked are more 

likely to exhibit anxiety, make mistakes at work, harbor angry feelings about their employer for expecting them to be on the job for long hours and resent coworkers who don't pull their share of the load. The study documents that nearly half of employees who feel overworked report that their health is poor and 8 percent of employees who are not overworked experience symptoms of clinical depression compared with 21 percent of those who are highly overworked.

Helping Employees Feel Less Overwhelmed:

What can the organization do to help employees feel less overworked while still finishing their tasks in a given day? Using time efficiently at work is an individual and an organizational issue. On the organizational side, managers can help employees reduce the feeling of being overwhelmed by:

·  Training employees in time management principles

·  Discouraging the practice of eating at the desk and working through lunch

·  Insisting employees taking vacation time

·  Permitting flexible work hours when appropriate

·  Encouraging non-interrupt zones in the day when workers can focus on their tasks

·  Assigning tasks well in advance of the drop dead date

·   Helping Employees Be More Effective 

A tried and true principle states that to be efficient, you must first be effective. For instance, the maker of buggy whips might be highly efficient in manufacturing techniques, but if no one buys the buggy whips, the process is not effective.

To encourage efficiency and effectiveness, managers can:

·  Have clearly stated goals with built in deadlines

·  Insist employees make a daily "to do" list

·  Make certain equipment works properly

·  Supply the necessary materials for job completion

·  Train employees on software packages that enable more efficient work

Ensuring the above items are taken care of is essential to help employees leverage their time while in the office and be more productive. 

Realizing a Productivity Culture Change:

Managers should make a concerted effort to grease the wheels of productivity, and not be the stick that gets caught in the tire spokes, catapulting the rider from the trail. By attending to these issues, managers can help workers feel less overwhelmed and enable them do more in less time. You'll like the results. 

- By Karla Brandau