Thank you for the management lessons, sir
My boss warned me, “If you mess up the chairman’s visit to the villages around Raipur and Bhatapara, he may just put you on a return flight.” I was petrified of losing my coveted job. The company was scouting for a location for a cement factory in 1977, and a management rookie like me, was being despatched to manage the visit of the chairman accompanied by three directors, in the hinterland of Madhya Pradesh.
“But how will I arrange meetings with government officials and meals in remote villages over so many days,” I asked. “Learn,” was the only guideline my boss provided.
So, I spent 10 days tying up dak bungalows, cars, appointments and catering to ensure a seamless visit. There were no mobile phones or e-mails 41 years ago, so I had to visit the places and persuade local municipalities to paint resthouses and continue water supply during the visit. I wrote down 100 questions that the chairman could ask me. Terrified, I even wrote my answers to ensure accuracy.
On his arrival, I tried to get into a separate car so that I would not be quizzed on the way from the airport to the hotel. However, T Thomas insisted I travel with him in his car. Then the examination started. He fired a barrage of questions, about the regional temperature patterns, crop conditions, water-availability, members of assembly, Parliament, sales, competitors, etc. Somehow I scraped through. The next few days were a whirlwind of site and factory visits, meetings with government officials, market reviews, distributor meetings and field force interactions. Fortunately, I survived the frenzy and retained my job.
I had expected to be dealing with a tough, demanding, aggressive, impatient chairman. He was all these. However, he was also sharp, polite, solicitous and compassionate. Throughout the visit, not once did he express ire. I became his fan. Later, I met him often during my 28-year career. He was tough on results, but sensitive and thoughtful. He abhorred ambiguous answers. He wanted the truth, even if the mission had bungled. He taught me to stretch my goals and go for them. He had a deep impact on any employee he met.
Thomas captained the company during the stormy 1970s and 80s when price control on Hindustan Lever’s Vanaspati Dalda and soaps such as Lifebuoy and Lux was the norm and multinationals were viewed with suspicion. He patiently convinced the government about the benefits that multinationals brought to a country i.e. technology, exports and management training.
Thomas was respected in the government, with senior officers seeking his views on national issues. He had a razorsharp mind and read people thoroughly. He replied to every letter. He contributed passionately to social work as chairman of the Cathedral School and was among the earliest supporters of Mother Teresa. He arranged the premises for her humanitarian Mission Asha Daan in Mumbai and buttressed her efforts in Kolkata and Chandigarh. After Hindustan Lever, he also led Glaxosmithkline and Lafarge cement.
Almost four decades ago in 1980, he and I were returning from a meeting in the commerce ministry in Delhi. It was winter. Dusk was descending early. He told me almost philosophically, “In this city, we have fought many battles. I am glad that the government yet calls me for advice. However, I know that by the time I return to Unilever London, people here may forget me.”
I told him, this was incorrect. “With your wealth of experience, your counsel will always be valued,” I said. He kept looking out of the car window wistfully as the dusk became dense.
So when he passed away two months ago, I was sad. For, Thomas was a management leader who transformed young trainees into managers, through rigorous training, inspiration and personal example.
I HAD EXPECTED TO BE DEALING WITH A TOUGH, DEMANDING, IMPATIENT CHAIRMAN. HE WAS ALL THESE. BUT HE WAS ALSO POLITE, SOLICITOUS AND COMPASSIONATE