In any field of life, there may be scores of people who lead their
lives successfully. They do their jobs, raise their children, have
a  good
home, own property, move in their circles of friends, yet they don't
create any special impressions about their personality. They don't
do things in a way that people around them could consider exemplary.
People may be happy with them, may love them, but don't feel like
emulating them as there is nothing so special in their lives.
But leaders are different. They don't necessarily look different.
They walk, talk and even work like ordinary people. However, when
someone tries to follow them and wants to be like them, he or she
might find it difficult. Obviously, because he/she realises that to
be like them, they will need an entirely different set of qualities,
meaning, a very high degree of courage, very deep insight, strong
commitment and unmatchable sense of responsibility. A leader stands
when others fall. He faces when others flee. He carries on when others
quit.
In Mir Sahib, I found most of the qualities that people generally
claim they have, while in reality, they don't. During nine consecutive
years of my direct subordination to Mir Sahib, I knew him as a person
who was direct, close and open. Bosses do, and can talk direct generally,
but they often don't like their subordinates talking in that way,
whereas Mir Sahib had a totally different view in this regard. He
disliked if somebody hesitated in expressing himself, specially when
he wanted to know his opinion on a certain matter because he always
wanted one to have an honest opinion about any matter. This did not
necessarily mean though, that he needed somebody's help in taking
certain decisions, rather he wanted one to be a part of the process.
This gave us all employees tremendous strength and confidence. In
return, it strengthened our organisational system and enhanced the
work power of the employees, resulting in the staff's increased devotion
and higher quality of work. 
After prolonged companionship with Mir Sahib, I am made to believe,
and I think quite rightfully so, that he encouraged us to work as
an equally important member of the team. That's why I take him as
a captain who did miracles with the help of his team mates. Even when
success was achieved without much help from his workers, his reaction
was always as if it could not have been done without others.
I will not say that he did not get disturbed in moments of crisis.
He did. Sometimes he looked too upset for a man of his position. He
would voice his worries quite aloud then. He never pretended to be
unaffected. But his way of handling the situation and tackling the
problem was so calculated and so well-composed that we always felt
relieved in such moments. As a result, the problem was solved and
the situation tackled.
Mistakes always bring displeasure and discomfort, especially to bosses.
Big mistakes make big disturbances. People sometimes risk their jobs
in such a situation. But with Mir Sahib making people realise about
the seriousness of the harm done was more important than the punishment.
We never witnessed from him a firing orders for the person concerned
in such circumstances. He used to talk to the man personally-most
of the time in quite hard words, but never thought of stripping him
of his position or sending him out. It only means that he believed
in the sincerity of his workers. And that made his workers more sincere
towards him and the work. 
In the field of journalism, relations with the government are always
one of the most trying grounds. An owner or editor is confronted with
trying situations at every moment. No newsman can be an exception.
But the balance Mir Sahib struck with regards to this basic reality
of his job was wonderful. Outsiders may have made mistakes in analysing
the matter only due to the compromising nature of his general behaviour.
As I have worked directly under him, so I found many opportunities
of witnessing his reactions and working at directives in such circumstances.
He would seldom budge from his professional position and often voiced
his views before us--both making himself clear and giving us a guideline
to follow.
Actually, he was a man of principles in the real sense of the word.
If he thought the man in front of him was right, he won't waste any
time in agreeing, otherwise, without any regard to the opposite party,
a flat refusal would be the result.
I have always been of the opinion that people should not make haste
while adjudging others-specially great and famous personalities. Because
such a haste is bound to go waste. I don't mean that our views about
people should be affected. Rather, what I want to say is that they
should, in no way be affected. Show the true picture of the object.
Don't scrub it shine nor throw dust on it.
Actually, people like Mir Sahib are our national assets. We have numerous
genuine reasons to feel proud about them. Others always adore such
personalities, whereas we sometimes are led off road due to certain
prejudices-- that are often petty and personal. That's why I have
always felt proud for the opportunity to work with a man like Mir
Sahib, that has definitely taught me a lot to do my work with pride,
to live my life with honour and pave any way through thick and thin
with graceful demeanour. By this what I mean is that, we should not
only live with great people we should learn from them. |
