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Fear is bad for good results: Irani
?YOU CANNOT work with fear. Those who work with fear in an organisation cannot deliver results,? said Director TATA Sons Ltd JJ Irani and added, ?reward those who are willing to take risks. But, sack those who don?t work at all.?
“YOU CANNOT work with fear. Those who work with fear in an organisation cannot deliver results,” said Director TATA Sons Ltd JJ Irani and added, “reward those who are willing to take risks. But, sack those who don’t work at all.”
Irani is not happy with country’s millions of academicians. “They live in ivory towers. For the last 40 years, I had been relentlessly trying to bring the academia and the industry to work together in the country. I am still trying to bring them together…,” Irani told a gathering of CEOs at an interactive session following his talk on “Preparing for Change in the Indian Business Environment” organised by the CEO Forum of Lucknow Management Association (LMA) at Hotel Clarks Avadh here on Friday.
He commented: “At the Indian Institute of Science (IISc) in Bangalore , academicians are trying to bridge the academia-industry gap. I think we all must do the same”.
On the country’s fledgling IT and Pharma sector where Indian companies enjoy a global footprint, Irani said : “The Indian mind is the most superior in the world.
But somewhere our mindsets have been fossilized by 150 years of foreign rule and another 50 years of government rule in the country.” Offering a mantra for corporate success, he said that the way to excellence starts at the top of the management ladder. “If your CEO does not perform, it’s better to change the CEO. A CEO must recognise and lead a movement and not leave his work in the hands of General Managers (GMs)”. “I can understand that a CEO cannot go from department to department to get a work done. He must form a core group of employees who should be attached to the CEO’s office for accomplishing various management tasks,” Irani said. He said for a CEO, being respected by his employees should be far more important than being popular among them. Don’t make changes in an organisation for the sake of making a change, Irani said.
