THE TIMES OF INDIA SATURDAY 15 SEPTEMBER 2012 TECHCITY … · CMYK...
1
CMYK EDUH90608/CR1/02/K/1 EDUH90608/CR1/02/Y/1 EDUH90608/CR1/02/M/1 EDUH90608/CR1/02/C/1 Abhay Mathur A s an edu- cator it is a privi- lege to visit schools across the country and observe them in their daily routine. The word ‘routine’ pales when compared to some in- credibly enriching work schools are do- ing. Last week, I spent two days at the Rishi Valley School in Andhra Pradesh and came back feeling happy for the parents who have found a worthy mentor for their impressionable children. Contrary to what cynics may feel or those unlucky enough to have received a narrow and shallow education, schools are still ‘big ideas’ where society hopes that 17 compulsory years (almost 25 percent of the aver- age life span) will give a person life-long skills to play a positive role in society; while privately being successful and a house- holder to boot! Since this is a pretty tall order, the ‘style, struc- ture and appropriateness’ of schools is so hotly debated. Over the years, I have learnt that there is no one-size-fits-all solution to choosing a school al- though some values like critical thinking, compassion, academic rigour and collegiality may form a universal thread. And yes, the dreaded ‘D’word— Discipline still holds a place though more as a guiding boundary rather than a stifling chokehold. In Hyderabad, one finds a dizzying choice of schools with varied ideological moorings. The spurt in the number of schools and curriculum available is manifest in every third billboard in the city advertising a new school or college. As a city, Hy- derabad has benefitted from the ITES-driven professionalism and this modernity has rubbed off onto the education sector as well. As they say the rising tide pushes all the boats up. This is probably the best time to be a prospective parent in the city of Hyderabad since you will be spoilt for choice. When de- constructed, a school consists of the academic curriculum, resi- dential/day timings, facilities for co-curricular activities and the more elusive ‘teacher-quality’ and ‘happy learning environ- ment’. The last 20 years have thrown up some very worthy schools who consciously look at holistic development and invest in facilities and personnel to de- liver. Hyderabad has schools prac- ticing CBSE, ISC, IBDP, Cam- bridge and Andhra State cur- riculums-each one delivered with the flavour of the ethos of the school. The level of exposure to model united nations, out- door activities, music and art and international benchmarking exams in Hyderabad is breath- taking. However much be the budget and whatever the goal for your children, there is a school and a curriculum that matches the temperament of the child and your family’s sensibili- ties. Relax and move to Hyder- abad with your kids—they will thank you for it! —The writer is Principal, International Curricula, Chirec Public School Livability Quotient: schooling THE LAST TWENTY YEARS HAVE THROWN UP SOME VERY WORTHY SCHOOLS WHO CONSCIOUSLY LOOK AT HOLISTIC DEVELOPMENT AND INVEST IN FACILITIES AND PERSONNEL TO DELIVER Diyanat Ali H yderabad and Adventure seem an un- likely combination but the Great Hy- derabad Adventure Club (GHAC) makes a perfect union of the two. Gone are the days when people would feel that there are no places in Hyderabad for outdoor ac- tivity or adventure. The terrain in Hyderabad is varied. Be it the 2.5 million years old rocks at Durgam Cheruvu, Khajaguda, Shamirpet, the hillocks at Maulali and Ammuguda or lakes like Himayatsagar, Gandipet, Shamirpet and the parks like KBR and Botanical Gar- dens among others. Unfortunately, with in- creasing urbanization and its demands, we have lost many forest areas, rock forma- tions and lakes. One does not have to be seriously fit to take part in adventure activities and can start with small outdoor activities and take up more difficult ones gradually as they gain fitness and experience. Hyderabad today is an exciting city with many outdoor activities on offer along with a range of cultural attractions. It's a friend- ly city with endless opportunities for adven- ture and outdoors. The GHAC is a four-year old club with a complete portfolio of outdoor activities. It started with simple hiking at Maulali and Ammuguda. Then GHAC focusses its atten- tion on the rocks and started activities such as scrambling, bouldering, and rappelling. GHAC also conducts soft outdoor activities like bird watching and observation of flora and fauna. The club travels all over India for different adventure sports. Enthusiasts go to Pune for paragliding, to Sagar for sky diving, to Dandeli and Rishkesh for rafting and to Netrani or Goa for Scuba Diving. GHAC also started long forgotten recreational sports like horse rid- ing and archery! It undertakes exploration and wilderness trekking in jungles and also go on wilder- ness survival treks where one depends on the naturally available resources to stay alive! At GHAC, outdoor activities are conduct- ed with a view to involve people from the twin cities of Hyderabad and Secunder- abad—right from families to kids, from youngsters to working professionals and also the young at heart. The outdoor activi- ties are meant to engage and educate and entertain all age groups of enthusiasts. Whether it's outdoor fitness, cycling, rock climbing, trekking or kayaking, Hyderabad has plenty to rejuvenate the soul, stimulate the mind, and exercise the body! It's here where one connects with nature and learns a lot from observation. Someone rightly said that ‘nature is the best teacher’. The plethora of outdoor activities con- ducted by GHAC bring like-minded people together and creates community bonding. GHAC also conducts four trips every year to the Everest base camp in Nepal. It's a gruel- ing 15-day High Altitude Climb that tests one’s mental and physical fitness and in the end one emerges more confident and ready to take on life. About 100 members have undertaken the Everest Base Camp trips thus far and are champions in whatever they do. We started with mountaineering and now have a mis- sion to scale the Himalayan peaks with a target to take a group to all the seven sum- mits including the Everest, soon. The current membership of the club is 8,500 and is growing at the rate of 20 per day. It's very common for each participating member to get to know at least 200 friends through GHAC. It's not just through outdoor events alone that GHAC members get to meet each other. They also go for dining, shopping and movies together. While one can expect loads of adventure at GHAC, greats friendships are also to be made here! GHAC serves as a meeting ground for several like-minded peo- ple. When it comes to activities, Hyderabad leads India as the most active city by way of participation and the number of events. However, Hyderabad ranks 4th in the liv- ability index and if we improve upon the in- frastructure, employment opportunities, medical facilities, education, traffic and pol- lution levels then we can climb to the best spot very soon. —The writer is the founder of GHAC THE DNA OF A CITY Outdoor activities such as rock climbing, trekking, hiking have many benefits. They make one mentally strong and resilient, allow one to take realistic risks and increase confidence to perform in the face of obstacles in real life I really did not know what to expect, I had never met an Indian mystic be- fore. But nothing can prepare you for a meeting with one of the most well known faces in Indian spirituality as his clarity, wit and warmth engulf you. His ability to see all of life in a con- tinuum, without separating the 'spiritu- al' and the 'material' as it directly comes from personal experience of the whole- ness of everything-that-is, is his gift to anybody that comes in contact with him People say you can lead with love or fear. Is that true? If you lead with love or fear, you will not go far.You will be embroiled in dis- tractions. Leadership is not about oth- ers, it is about oneself. It is about one's ability to see (pathways and solutions) that others cannot. When people can see you have this special gift or talent that they do not, they will follow you natu- rally, effortlessly. We do not need too many leaders (to change India); we need a hundred real- ly competent people in positions where they can influence the course of society. And I am keen to help create them. The Isha Leadership Academy is a step in this direction. This is not about me. I am not doing this for my personal joy. If I close my eyes (in meditation), I am in bliss. If I have the time, I would rather play golf! But really we have come ask ourselves, where are taking this country. The world sees opportunity in us In- dians. Yes it does. We are a big market. But as I once said in the World Economic Fo- rum ‘Please do not underestimate our ability to mess it up - the 400 million people advantage.' Unfortunately, this has come true. Af- ter all, for the first time in history we have 400 million young people whose life can be a boon or bane depending on what kind of opportunities are avail- able to them. So where have we gone with this? A few successful cities cannot be a repre- sentation of India. We have so many in- ner insurgencies; we do not need an out- side enemy to break us. We have gone wrong in a fundamental way. India is not a country where we can write a few policies and expect the population to fol- low laws. We have to be original and creative in our solutions, and they have to be root- ed in the Indian context. It's a country where a hero like Rajnikanth could be requested go and tell the masses "lets plant trees," and overnight you will see thousands of saplings in the vicinity. Companies today want to dispense with personal quotient of leaders and the emotional component in de- cision making. It's about the corpo- ration. The lack of emotions is the price you pay for scaling up. We have to set up mechanisms and people have become nuts and bolts. Some really start behaving like nuts! But people are all different. So a leader has to identify people - people with cer- tain levels of competence and integrity and give them more space to grow. And so on. It has to be a dif- ferentiated atmosphere within the rules also, for people to reach their full potential. People reaching their full potential is a marker for how well an or- ganization's eco-system is working. Its true that business en- vironments are often config- ured in such a way that a leader in the business context today is dispensable and changeable; it's about the corpora- tion, not the individual. That is not en- tirely incorrect as a concept. In the past, the reason for adulation that happened earlier was not always competence. For example, my grandfa- ther was the single biggest exporter of potatoes from South India. People wor- shipped him. But not because he was a great human being; the reference point for admiration towards a leader is their perceived control over our lives. This is also true of the king of Mysore (he grew up in Mysore) - all families in Mysore have his portrait, and when he was seen in public sometimes, people would burst into tears. So we have placed per- ceived leaders on pedestals. People's careers, products, compa- nies often have a life-span now. The business environment has changed. What's possible today because of technology and moving currencies has changed the landscape. Today a business leader can start and establish a global business and sell it off within a short period of time. He can then take a vacation and play golf, till he decides what he wants to do next! So the entire meaning of the relation- ship between a leader and the led is now very contextual. Though business may have moved from being run as family business to corporations, there is always an indi- vidual who is a leader. He or she propels the entire space, the others manage it. A senior designation is not a necessarily the sign of a leader. What's the place of emotions in leadership? Businesses may look at emotions as a barrier to smooth decision making, but emotions are always a part of human nature. You cannot do away with that. Even anger and negativity is an emo- tion. If you have these emotions, it will disturb you as much as a sick mind or body will. Our present denial of emotions has stemmed from European history-led thought which has given too much im- portance to the intellect only. Infact, even the way they look at pure subjects, such as the whole of modern science, is actually a reaction to prob- lem solving. (That's a very limited way of looking at knowledge, per se). In the East we do not look at knowledge like that. For us, sciences are a discovery in their connection to the whole of life it- self. But, today, we have picked the worst of things from western thought and implemented them without a thought for what we were giving up. This limited approach to life is truly limited our ability to find solutions. Our ability to respond to life is at the core of leadership We have to be careful of the definitions we have built around life. For instance, the current definition of freedom is to rebel and throw away ideas of the past. But then we can't find solutions to our issues like that.We can't think up theo- retical solutions and then apply them when life throws her problems. In India, people have stopped taking charge of situations. If there is an acci- dent on the road, people will stop and watch, not take action. They will al wait for a senior official to come and tell everybody what to do. What kind of a people are we? For instance, during the recent tsuna- mi, we were the first to go with vac- cines. For four whole days, we did not see government bringing in support, though the national media was full of news about it. While the story broke out, we went from medical store to med- ical store and collected all the vaccina- tions we could find. Now this is com- mon sense, is it not? We were just trying to help. But we realized we were the only help for the first few days. We even vaccinated the army and the government officials when they finally landed. We vaccinated 36000 people in 4 days. Why can't we see that the systems we have created are not working? Not a single day goes by without our wasting time in resolving issues arising out of incompetencies. So there is little time to do real work - how does a coun- try function like this? —[email protected] SATURDAY 15 SEPTEMBER 2012 12 HYDERABAD TIMES, THE TIMES OF INDIA Make the most of where you live TECHCITY PLUS We now have the opportunity to create new kind of business leadership. A leader is judged by competence and resourcefulness. So the need to scale-up oneself within before scaling up the organization is immense. That is why working on the in- ner self is of vital importance to a leader. What is leadership all about, anyway? What is leadership all about, anyway? Sadhguru Jaggi Vasudev shares his vision behind creating the recently launched Isha Leadership Academy with Dipal Gala T he Resource Leaders for the pro- graminclude Ravi Venkatesan, Deep- ak Satwalekar, Shekhar Kapur, Prahlad Kakkar, Shankar Annasamy,Vel- layan Subbaiah, Sangita Reddy and oth- ers. Isha Foundation announces a unique and powerful Business Leadership Pro- gramme that brings together, for the first time, the tools of professional and per- sonal empowerment, under the aegis of Isha Education. Isha Education is an educational initia- tive of Isha Foundation not-for-profit, public service organization, which ad- dresses all aspects of human wellbeing. Specially crafted and lead by Dr. Ram Charan, the favourite coach of Fortune 500 CEOs and Sadhguru, Founder of Isha, the four day programme “INSIGHT – The DNA of Success” is to be held at the Isha Yoga Centre, Coimbatore, from 29th No- vember to 2nd December, 2012. As a practitioner led interactive pro- gramme, Dr. Ram Charan will lead the participants into an in-depth exploration of what makes a successful business leader.The Leadership journeys of Shri K V Kamath, the Chairman of ICICI Bank & Infosys and Shri G M Rao, the Chairman of GMR Group will be explored on the floor through personal interactive sessions. Business Leadership Program
Transcript of THE TIMES OF INDIA SATURDAY 15 SEPTEMBER 2012 TECHCITY … · CMYK...
CMYK
EDUH90608/CR1/02/K/1EDUH90608/CR1/02/Y/1EDUH90608/CR1/02/M/1EDUH90608/CR1/02/C/1
Abhay Mathur
As an edu-cator it isa privi-lege tovisit
schools across thecountry and observethem in their dailyroutine. The word‘routine’pales whencompared to some in-credibly enrichingwork schools are do-ing. Last week, I spenttwo days at the RishiValley School inAndhra Pradesh andcame back feelinghappy for the parents who havefound a worthy mentor for theirimpressionable children.
Contrary to what cynics mayfeel or those unlucky enough tohave received a narrow andshallow education, schools arestill ‘big ideas’where societyhopes that 17 compulsory years(almost 25 percent of the aver-age life span) will give a personlife-long skills to play a positiverole in society; while privatelybeing successful and a house-holder to boot! Since this is apretty tall order, the ‘style, struc-ture and appropriateness’ofschools is so hotly debated.
Over the years, I have learntthat there is no one-size-fits-allsolution to choosing a school al-though some values like criticalthinking, compassion, academicrigour and collegiality may forma universal thread. And yes, thedreaded ‘D’word— Disciplinestill holds a place though more
as a guiding boundary ratherthan a stifling chokehold.
In Hyderabad, one finds adizzying choice of schools withvaried ideological moorings. Thespurt in the number of schoolsand curriculum available ismanifest in every third billboardin the city advertising a newschool or college. As a city, Hy-derabad has benefitted from theITES-driven professionalismand this modernity has rubbedoff onto the education sector aswell. As they say the rising tidepushes all the boats up.
This is probably the best timeto be a prospective parent in thecity of Hyderabad since you willbe spoilt for choice. When de-constructed, a school consists ofthe academic curriculum, resi-dential/day timings, facilities forco-curricular activities and themore elusive ‘teacher-quality’and ‘happy learning environ-ment’. The last 20 years havethrown up some very worthy
schools who consciously look atholistic development and investin facilities and personnel to de-liver.
Hyderabad has schools prac-ticing CBSE, ISC, IBDP, Cam-bridge and Andhra State cur-riculums-each one deliveredwith the flavour of the ethos ofthe school. The level of exposureto model united nations, out-door activities, music and artand international benchmarkingexams in Hyderabad is breath-taking. However much be thebudget and whatever the goalfor your children, there is aschool and a curriculum thatmatches the temperament of thechild and your family’s sensibili-ties. Relax and move to Hyder-abad with your kids—they willthank you for it!
—The writer is Principal,International Curricula,
Chirec Public School
Livability Quotient:schooling
THE LAST TWENTY YEARSHAVE THROWN UP SOME VERY
WORTHY SCHOOLS WHOCONSCIOUSLY LOOK AT
HOLISTIC DEVELOPMENT ANDINVEST IN FACILITIES ANDPERSONNEL TO DELIVER
Diyanat Ali
Hyderabad and Adventure seem an un-likely combination but the Great Hy-derabad Adventure Club (GHAC)
makes a perfect union of the two. Gone arethe days when people would feel that thereare no places in Hyderabad for outdoor ac-tivity or adventure.
The terrain in Hyderabad is varied. Be itthe 2.5 million years old rocks at DurgamCheruvu, Khajaguda, Shamirpet, thehillocks at Maulali and Ammuguda or lakeslike Himayatsagar, Gandipet, Shamirpetand the parks like KBR and Botanical Gar-dens among others. Unfortunately, with in-creasing urbanization and its demands, wehave lost many forest areas, rock forma-tions and lakes.
One does not have to be seriously fit totake part in adventure activities and canstart with small outdoor activities and takeup more difficult ones gradually as theygain fitness and experience.
Hyderabad today is an exciting city withmany outdoor activities on offer along witha range of cultural attractions. It's a friend-ly city with endless opportunities for adven-ture and outdoors.
The GHAC is a four-year old club with acomplete portfolio of outdoor activities. Itstarted with simple hiking at Maulali andAmmuguda. Then GHAC focusses its atten-tion on the rocks and started activities suchas scrambling, bouldering, and rappelling.
GHAC also conducts soft outdoor activitieslike bird watching and observation of floraand fauna. The club travels all over Indiafor different adventure sports.
Enthusiasts go to Pune for paragliding, toSagar for sky diving, to Dandeli andRishkesh for rafting and to Netrani or Goafor Scuba Diving. GHAC also started longforgotten recreational sports like horse rid-ing and archery!
It undertakes exploration and wildernesstrekking in jungles and also go on wilder-ness survival treks where one depends onthe naturally available resources to stayalive!
At GHAC, outdoor activities are conduct-ed with a view to involve people from thetwin cities of Hyderabad and Secunder-abad—right from families to kids, fromyoungsters to working professionals andalso the young at heart. The outdoor activi-ties are meant to engage and educate andentertain all age groups of enthusiasts.
Whether it's outdoor fitness, cycling, rockclimbing, trekking or kayaking, Hyderabadhas plenty to rejuvenate the soul, stimulatethe mind, and exercise the body! It's herewhere one connects with nature and learnsa lot from observation. Someone rightlysaid that ‘nature is the best teacher’.
The plethora of outdoor activities con-ducted by GHAC bring like-minded peopletogether and creates community bonding.GHAC also conducts four trips every year tothe Everest base camp in Nepal. It's a gruel-
ing 15-day High Altitude Climb that testsone’s mental and physical fitness and in theend one emerges more confident and readyto take on life.
About 100 members have undertaken theEverest Base Camp trips thus far and arechampions in whatever they do. We startedwith mountaineering and now have a mis-sion to scale the Himalayan peaks with atarget to take a group to all the seven sum-mits including the Everest, soon.
The current membership of the club is8,500 and is growing at the rate of 20 perday. It's very common for each participatingmember to get to know at least 200 friendsthrough GHAC.
It's not just through outdoor events alonethat GHAC members get to meet each other.They also go for dining, shopping andmovies together. While one can expect loadsof adventure at GHAC, greats friendshipsare also to be made here! GHAC serves as ameeting ground for several like-minded peo-ple.
When it comes to activities, Hyderabadleads India as the most active city by way ofparticipation and the number of events.However, Hyderabad ranks 4th in the liv-ability index and if we improve upon the in-frastructure, employment opportunities,medical facilities, education, traffic and pol-lution levels then we can climb to the bestspot very soon.
—The writer is the founder of GHAC
THE DNA OF A CITY Outdoor activities such as rock climbing, trekking, hiking have many benefits. They make
one mentally strong and resilient, allow one to take realistic risks and increase confidence to perform in the face of obstacles in real life
Ireally did not know what to expect, Ihad never met an Indian mystic be-fore. But nothing can prepare youfor a meeting with one of the most
well known faces in Indian spiritualityas his clarity, wit and warmth engulfyou. His ability to see all of life in a con-tinuum, without separating the 'spiritu-al' and the 'material' as it directly comesfrom personal experience of the whole-ness of everything-that-is, is his gift toanybody that comes in contact with him
People say you can lead with love orfear. Is that true?If you lead with love or fear, you will
not go far. You will be embroiled in dis-tractions. Leadership is not about oth-ers, it is about oneself. It is about one'sability to see (pathways and solutions)that others cannot. When people can seeyou have this special gift or talent thatthey do not, they will follow you natu-rally, effortlessly.
We do not need too many leaders (tochange India); we need a hundred real-ly competent people in positions wherethey can influence the course of society.And I am keen to help create them. TheIsha Leadership Academy is a step inthis direction.
This is not about me. I am not doingthis for my personal joy. If I close myeyes (in meditation), I am in bliss. If Ihave the time, I would rather play golf !But really we have come ask ourselves,where are taking this country.
The world sees opportunity in us In-dians.Yes it does. We are a big market. But asI once said in the World Economic Fo-rum ‘Please do not underestimate ourability to mess it up - the 400 million
people advantage.' Unfortunately, this has come true. Af-
ter all, for the first time in history wehave 400 million young people whoselife can be a boon or bane depending onwhat kind of opportunities are avail-able to them.
So where have we gone with this? Afew successful cities cannot be a repre-sentation of India. We have so many in-ner insurgencies; we do not need an out-
side enemy to break us. We have gonewrong in a fundamental way. India isnot a country where we can write a fewpolicies and expect the population to fol-low laws.
We have to be original and creative inour solutions, and they have to be root-ed in the Indian context. It's a countrywhere a hero like Rajnikanth could berequested go and tell the masses "letsplant trees," and overnight you will seethousands of saplings in the vicinity.
Companies today want to dispensewith personal quotient of leadersand the emotional component in de-cision making. It's about the corpo-ration.The lack of emotions is the price youpay for scaling up. We have to set upmechanisms and people have becomenuts and bolts. Some really startbehaving like nuts!
But people are all different.So a leader has to identifypeople - people with cer-tain levels of competenceand integrity and givethem more space to grow.And so on. It has to be a dif-ferentiated atmospherewithin the rules also, forpeople to reach their fullpotential. People reachingtheir full potential is amarker for how well an or-ganization's eco-system isworking.
Its true that business en-vironments are often config-ured in such a way that a leader in thebusiness context today is dispensableand changeable; it's about the corpora-tion, not the individual. That is not en-
tirely incorrect as a concept.In the past, the reason for adulation
that happened earlier was not alwayscompetence. For example, my grandfa-ther was the single biggest exporter ofpotatoes from South India. People wor-shipped him. But not because he was agreat human being; the reference pointfor admiration towards a leader is theirperceived control over our lives. This isalso true of the king of Mysore (he grewup in Mysore) - all families in Mysorehave his portrait, and when he was seenin public sometimes, people wouldburst into tears. So we have placed per-ceived leaders on pedestals.
People's careers, products, compa-nies often have a life-span now.The business environment haschanged. What's possible today becauseof technology and moving currencieshas changed the landscape. Today abusiness leader can start and establish
a global business and sell it off within ashort period of time. He can then take avacation and play golf, till he decideswhat he wants to do next!
So the entire meaning of the relation-
ship between a leader and the led is nowvery contextual.
Though business may have movedfrom being run as family business tocorporations, there is always an indi-vidual who is a leader. He or she propelsthe entire space, the others manage it. Asenior designation is not a necessarilythe sign of a leader.
What's the place of emotions inleadership? Businesses may look at emotions as abarrier to smooth decision making, butemotions are always a part of humannature. You cannot do away with that.Even anger and negativity is an emo-tion. If you have these emotions, it willdisturb you as much as a sick mind orbody will.
Our present denial of emotions hasstemmed from European history-ledthought which has given too much im-portance to the intellect only.
Infact, even the way they look at puresubjects, such as the whole of modernscience, is actually a reaction to prob-lem solving. (That's a very limited wayof looking at knowledge, per se). In theEast we do not look at knowledge likethat. For us, sciences are a discovery intheir connection to the whole of life it-self. But, today, we have picked theworst of things from western thoughtand implemented them without athought for what we were giving up.This limited approach to life is trulylimited our ability to find solutions.
Our ability to respond to life is atthe core of leadershipWe have to be careful of the definitionswe have built around life. For instance,the current definition of freedom is to
rebel and throw away ideas of the past.But then we can't find solutions to ourissues like that.We can't think up theo-retical solutions and then apply themwhen life throws her problems.
In India, people have stopped takingcharge of situations. If there is an acci-dent on the road, people will stop andwatch, not take action. They will al waitfor a senior official to come and telleverybody what to do. What kind of apeople are we?
For instance, during the recent tsuna-mi, we were the first to go with vac-cines. For four whole days, we did notsee government bringing in support,though the national media was full ofnews about it. While the story brokeout, we went from medical store to med-ical store and collected all the vaccina-tions we could find. Now this is com-mon sense, is it not? We were just tryingto help. But we realized we were theonly help for the first few days.
We even vaccinated the army and thegovernment officials when they finallylanded. We vaccinated 36000 people in 4days. Why can't we see that the systemswe have created are not working?
Not a single day goes by without ourwasting time in resolving issues arisingout of incompetencies. So there is littletime to do real work - how does a coun-try function like this?
SATURDAY 15 SEPTEMBER 201212 HYDERABAD TIMES, THE TIMES OF INDIA
Make the most of where you live
TECHCITY PLUS
We now have the opportunity to create new kind of business
leadership. A leader is judged by competence and resourcefulness.
So the need to scale-up oneself within before scaling up the organization is
immense. That is why working on the in-ner self is of vital importance to a leader.
What is leadership all about, anyway?What is leadership all about, anyway?
Sadhguru Jaggi Vasudev shares his vision
behind creating the recently launched Isha
Leadership Academy with Dipal Gala
The Resource Leaders for the pro-graminclude Ravi Venkatesan, Deep-ak Satwalekar, Shekhar Kapur,
Prahlad Kakkar, Shankar Annasamy, Vel-layan Subbaiah, Sangita Reddy and oth-ers.
Isha Foundation announces a uniqueand powerful Business Leadership Pro-gramme that brings together, for the firsttime, the tools of professional and per-sonal empowerment, under the aegis ofIsha Education.
Isha Education is an educational initia-tive of Isha Foundation not-for-profit,public service organization, which ad-dresses all aspects of human wellbeing.Specially crafted and lead by Dr. RamCharan, the favourite coach of Fortune500 CEOs and Sadhguru, Founder of Isha,the four day programme “INSIGHT – TheDNA of Success” is to be held at the IshaYoga Centre, Coimbatore, from 29th No-vember to 2nd December, 2012.
As a practitioner led interactive pro-gramme, Dr. Ram Charan will lead theparticipants into an in-depth explorationof what makes a successful businessleader.The Leadership journeys of Shri KV Kamath, the Chairman of ICICI Bank &Infosys and Shri G M Rao, the Chairman ofGMR Group will be explored on the floorthrough personal interactive sessions.
Business Leadership
Program
