However, the question that keeps surfacing repeatedly is:
Are we just good advisors or do we really make good leaders?
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BP |
Does IRAS make good leaders |
Lead | |
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IRAS has done a great job is various functions of railway working - as custodian of rules, as book-keepers and as advisors to the executive.
However, the question that keeps surfacing repeatedly is: Are we just good advisors or do we really make good leaders? |
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freefall |
Does IRAS make good leaders | ||
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Allow me to wallow in some departmental chauvinism here.
Taking a leadership role demands a general awareness of working of all the departments. In railways, except IRAS, there is no other service where you get exposure to the working of all the departments. A Sr. DFM who goes on to become a DRM has a much better grasp of issues of other departments than any other branch officer. In terms of performance, IRAS DRMs/GMs are at least equal, if not better, than their counterparts. (And if you are ready to give credence to anecdotal evidence IRAS DRMs are actually better performers - esp in those divisions where infrastructure expansion projects are going on). |
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irse |
Re: Does IRAS make good leaders | ||
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self apraisal is nice but objective results will be available if feed back/assesments are done by others
Unfortunately I have not got chance to work under IRAS officer .However I have worked with them & except two officers ,I have find them quite progressive , receptable of new idea & were not at all obstructive in any manner in fact when I was newly promoted DEN with merely one yr experience on wkg post , one of DAO has guided me on how to write Tender committee minutes |
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pankajp |
good leader | ||
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Respected freefall sir
May I request u to define a good leader in IR's work environment. A good leader (of any service) may not prove to be a good DRM or a good GM. At least IRAS DRM's have a sound understanding of IR's departmental working. I remember one DRM (non-IRAS) asking the need and justification of power plan for locomotives. |
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Govindu |
Bad Leaders | ||
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Leadership is a personal attribute and it has nothing to do with IRAS as such.
Govindu. |
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BP |
environment | ||
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Govindu and colleagues,
I agree that leadership is a personal attribute. But personality gets influenced with environment. Considering the fact that you have stayed in this environment for about 10-15 years, you can introspect to realise that you are not the same peron anymore. So, the question is, does IRAS provide that environment for people to turn into great leaders? Or is it a breeding ground for potential great leaders to be a disaster? BP |
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ananth |
IRAS and leadership! | ||
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As Govindu said, leadership is a pesonal trait but I have seen that many of the IRAS DRMs have set very high standards which are difficult to emulate. Though I have not worked under an IRAS DRM, Samar Jha sir was the DRM of the adjacent division at Raipur. He was the first DRM of Raipur and had to virtually set up the division from scratch.
He is still remembered fondly by all the BOs who worked under him and so many stories still float around regarding his leadreship and support to the Branch officers. The PRS building at Raipur is an example of an excellent asset creation. When a staff was run over in the Diesel shed and there was a major agitation, which included stone throwing (in which the Sr.DME had a cut on his forehead), Jha sir stood there for the entire period, braving the mob fury and peacefully resolved the issue. Raipur division had a severe staff shortage and when the Headquarters used to frequently trouble the division asking for all kinds of data, Mr.Jha strongly told all the PHODs that his officers do no have adequate support and hence they should not be trouble the division. Hyderabad division has probably some stories about Madam Vandana Singhal. I have seen some of the works done by her in Hyderbad division and they are really marvellous, especially the Hyderabad division building and the Type V quarters of Lalaguda. We should realize that we are all recruited to provide leadership in government and hence officers of all services have an equal number of leadership qualities in them. Ananth Sr.DFM/BSP |
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BP |
Assumptions | ||
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Ananth
There is a sea of difference between assumptions and conclusions. That we have been recruited to provide leadership has no bearing on 'equal number of leadership qualities' in all departments. Even the assumption that people who qualify UPSC or engineering services make good leaders is disputable. However, I agree with two of your examples (Mr Samar Jha and Mrs Vandana Singhal). But 2 out of 500 only reinforces my point. |
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ananth |
IRAS and leadership! | ||
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BP Sir, IRAS officers are as good or as bad in leadership as officers from other services. It would be pretty naive, I think, to opine or even indicate/suggest that the IRAS officers are not expected to display qualities of leadership in their department. Or even indicate that they are not required to display 'as many qualities' of leadership which officers from other services are expected to display.
I have only talked about 2 officers whose work I have seen or heard of. There are many others who have performed very well as DRMs (and why only DRMs, even as FA&CAOs). Ananth Sr.DFM/BSP |
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Rama Manohar |
IRAS and leadership | ||
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Respected all,
A good discussion! The very fact that there is a discussion on leadership of IRAS indicates the possibility( as quoted in "some" examples) and at the same time discussion idicates some element of doubt/uncertainity if i may say so. Without going into the areas like whether leadership is personal trait, whether environment influence leadership, when i ponder over this subject, the following points cross my mind: whether IRAS ( i use IRAS as collective entity) love/decide to lead or just be happy in playing second fiddle until reaching the positions like DRM, GM etc Is there any conscious thinking, effort within the psyche of IRAS to lead and to improve the roll of leadership within organisation? Have we identified and analysed our core competencies in a structured manner. Have we identified the professional areas where we can make a difference apart from just maintaing the system. Whether IRAS is professionally indispensible for the organisation (not as per the dictums of codal provisions) For many of these questions the answers are "yes" but i understand they are not well defined, not stated openly. Let there be a SWOT analysis in this regard.Let leadership roll of IRAS be well defined and be a part of continuous thinking right from probation. I understand, when compared to other accounts and audit services , both managerial and professional qualities are more focussed in our service.We need to enrich in a conscious effort. Is there any such effort.. may be yes or no...Idon't know. can we afford one more comment like " relatively unknown service completes 75 years" on completing 100 years?? I appreciate BP for raising such an important discussion Regards Rama Manohar |
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Chesula |
Re: IRAS and leadership | ||
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Dear all,
As Mr. Rama Manohar pointed out,an in-depth analysis is to be done to check whether the role we playin the organization enables us to become leaders. But,I firmly disagree on this: But 2 out of 500 only reinforces my point Does it mean that leadership applies only to DRMs?What about the remaining who are not yet DRMs or who may not be DRMs?Are not our Sr.DFMs playing an important role and improving the system?(Mr.Rama Manohar himself is an example of this kind.) For that matter,one is in a leadership position from day 1 on the field,but,of course,it is a matter of individual decision whether one wants to be a leader or system-maintainer. Regards, Chesula. |
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BP |
2 out of 500 | ||
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Chesula
Thanks for bringing this topic to surface. The '2 out 500' needle may prick, but the fact is we in IRAS have very few examples of leadership in IR context. I agree that each of us are here to provide leadership in our own way. Everyone is this world has a chance to be a leader in his own space. Whether you are a pointsman or a DRM it doesnt matter? But how often do we assume that responsibility? Leadership is about providing an environment and influencing people to achieve organisational goals. People who are able to do it well are successful leaders. It is all about vision, inspiration and transformational stuff. This also means developing and grooming leaders for the future. Mediocrity has no place here. In this context, does IRAS provide you the environment to be a good leader or just a system maintainer? Does the leadership i.e. people above you in hierarchy, leave you feel motivated enough to walk that extra mile or is it that often you do it yourself? |
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Chesula |
Re: 2 out of 500 | ||
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BP Sir,
I agree with your views on what leadership is all about.As for myself,I have seen bosses of both kinds(as long as one is self-motivated,one need not look up for inspiration,though guidance is needed in the early years).However,I feel that at junior levels,we do not have much scope for being leaders in the IR context-all that we can do is help improve the system & build quality & accountability into it. Regards, Chesula. |
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ananth |
IRAS and leadership! | ||
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BP Sir, you are partially correct in saying that the environment is not very conducive for growth of leadership qualities in IRAS officers. But I also feel that display of qualities of leadership is also based on individual initiatives.
One need not do great things to be called a good leader. It depends on what one does to motivate and discipline the people working under one's charge. Lending an empathetic ear to the problems of the staff and trying to solve their problems in time also is a sign of leadership. For example, I have set a target of 14 days for disposal of staff grievances and I monitor it regularly. I have also got a Pensioners' Grievance register opened, which I monitor. I am of the opinion that in the division, one gets ample opportunities to showcase one's qualities of leadership and teamwork. Even regular monitoring passage of OT, TA and other supplementary bills helps one face the Unions comfortably. Not to boast about but when a Union office bearer came to meet me yesterday, I just joked to him that he has come to meet me after a gap of about 6-8 months. In reply he said "Sir, aap uske liye koi mauka hi nahin dethe hain. Koi staff ka aapka office ke saath problem ho thab na hum aapse milne ayenge". Ananth Sr.DFM/BSP |
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hiraballabh |
IRAS and leadership | ||
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Does IRAS make good leaders is a very relevant topic. A Sr. Officer once told us that all vibrant cadres should keep on asking this question in addition to asking about the role of a Finance Officer. Because these two questions will explore the vast scope for expansion in the service. We simply cannot ignore the topic by saying that leaders are born as the leadership is a question of good exposure through opportunities. In the present scenario leadership requires tremendous amount of sophistication and training.
A finance man by virtue of his job is placed in a key position in the organization as he is involved in various functions and activities of the organization. His level of knowledge would ideally be next to the top boss only. A leader should have holistic knowledge of the organization which , therefore, the finance man does possess. Traditionally, the finance man is synonym one to owner. IRAS is a superior service as it is one of the oldest services in Government of India. It is also one of the few services which has produced full fledged Secretaries to the Government of India. But unfortunately it continued to play a side role in Railways which may be because Finance Department was not under the General Administration till 80s or so. But one of the most important reasons was also a deliberate attempt to keep it out of the key positions in the General Administration. It reminds me of the rules formulated by Indian Telecom Services(ITS) in the Telecom Department before it was corporatised. The ITS made a rule which restricted other services from occupying administrative posts in their department. This went on for a number of years till BSNL was finally formed and interestingly a finance man became the first MD of this organization despite lot of hue and cry from ITS. Thus, the hegemony in the name of technical is broken. In all the spears of life whether Private or Government the finance man is the natural choice for the top post. Even in the State Governments, the Finance Secretary becomes the most important person in the organisation. But finance man could not become Chairman in Railways during last 75 years. Also, the fact that they were rarely considered for the purely administrative jobs like DRMs and General Managers etc or slots were created for them despite spending almost whole carrier in the same organization ! After working with a number of IAS officers, I have a feeling that had the post of CRB been opened to them, IRAS would have got better postings inside as well as outside Railways. As a service IRAS has become introvert of late. Therefore, the role outside Railways is shrinking. Though still it is one of the few non IAS cadres which has got Joint Secretaries in Government of India. In the outside world this is a service which is known as a best finance service in Government of India. The IRAS Officers have also proved their mental wherever they went on deputations. In the recent past the Financial Commissioners have been able to feel the pulse of the cadre as the new generation is not ready to accept the existing set up. Madam Viswanathan ensured incadrement of the post of Financial Commissioner and Mr. Sivadasan made a rule that the post of F.C. can be held only by a person who has worked as General Manager. This will ensure that they occupy important spaces in the system. A number of similar steps need to be taken. A great leader himself Mr.S.N.Trivedi got few of the designations changed, which has a moral boosting impact. One of the greatest merit of IRAS is that the seniors have been very caring and the tradition continues. IRAS does not need any credibility test, however, it is my humble feeling that all said and done we need to improve our professional and administrative skill continuously. At the same time, we must gel with the system and try to drive it towards greater heights ultimately the service to people can be done only by adopting a proactive role. Hira Ballabh-92 Addl. FA, NDMC |
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uandme72 |
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How do you rate IRAS vis a vis IAAS, ICAS etc
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Vivekanup |
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Respected all
Can we tangibly quantify what leadership does to IRAS, what are its attributes, or what would constitute a good leadership? I guess we are going by impressions of leadership as normally transmitted to us through our social milieu, or as Carl Jung calls it "Archetypes". I guess we can go like Tiger woods and see how leadership effects in various spheres of our work life. Lets begin by seeking attributes of IRAS which would mean a good leader or having reasonable leadership qualities. Leadership in different roles have different attributes. I start by laying down.... 1. ability to enforce Change, manage change and motivate for change and foresee change. 2...... 3....... Regards Vivek Tripathi IRAS 98 |
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heronumbertwo |
leadership | ||
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Leadership is a personal attribute. Favorable environment can act as a catalyst.
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Vivekanup |
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Since not many are forthcoming, I start laying down with following.
1. The quality a leader should have in a matrix setup, that exists in government, is to doggedly bring about change. Is has a huge friction element, at every step, but thats where doggedness comes in. This will also come from the fact that the leader should have courage of conviction. 2. He should also have ability to communicate the essentials with his own people, be it AA, JAAs or Officers or DRMs, GMs or of other members of cross functional teams. 3. He should have the ability and desire to see the larger goal of the cross functional team, and understand processes that go with them. Else, he would be a brooding member of the team, cynical and not contributing to the larger goal. 4. Leaders bring about positive change, bring accountability and responsibility and a desire to let his/her actions be examined, and yet be ready to defend them based on trait in point no. 1. There are many more, but just to wet our feet before we take the plunge! Regards, Vivek Tripathi Sr. DFM/RJT |
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Pelunumrouno |
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Can U say Vivek Ji how many of yor seniors have the attributes you brought out by counting on your fingers. Numbers will do if u decide to keep the names under
wraps. By the way are you not happy with therecent changes in the leadership??
Pelu |
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