Wednesday, June 27, 2012

JOBS!

After the six hour drive to Varanasi we climbed up three flights of stairs to step into an unbearably hot room. There were about 40 candidates eagerly and silently waiting for our arrival. I couldn’t help but feel incredibly guilty for making them wait; I presume they had been there for at least 2 hours. 

Just as I was getting used to the stuffy atmosphere, the invertor gave out. The two giant rickety fans that were helping ventilation in the room had stopped working just as Satish ji, interim director of operations, began providing the attendees an introduction about Husk and the importance of our work.
Satish ji introduces Husk to the candidates 
We were there to recruit electricians and linemen for our operations team. These men would be trained via Husk Power University and then sent to the field to assist especially in preparation for the upcoming monsoon months. Birender ji, Head of engineering at Husk, asked each candidate a series of simple technical questions. I was there to assess their experience, communication and willingness to work within the harsh rural conditions in Bihar. Husk invests a lot in its employees, so it is important that we not only attract but more importantly retain talent once they are trained.
 Candidates browse through our new HPS brochures as they await their turn.

A candidate complete an informational
sheet prior to his interview.


















                                               






To ease the obvious nervousness and anxiety, we started out asking simple questions like their name, telephone number and school details – information they had already completed on their forms prior to the interview.   Eventually, Birender ji and I posed a series of worst possible scenario questions for the candidates:

  • Are you willing to leave UP and move to Bihar and work in a rural area? Aren't you afraid?
  • Do you cook? What would you do if you are unable to find food for dinner in the village after finishing up work late at night?
  • What would you do if a customer starts to swear at you about the fluctuation he/she is experiencing in the power supply?
  • Will you be able to live without a fan or light despite this heat? Our plant is the only supply of electricity in the village and it operates for just 6 hours at night.
  • What will you do if a customer refuses to pay you for the month?
  • If you have to sweep or clean up the plant in case your co-workers are missing – would you or is the job beneath you? After all you are more educated than the Husk loader?
Needless to say we got a great variety of interesting responses to the questions. The questions were all based on reasons we've lost trainees in the past. As I asked these difficult but realistic questions, I was amazed at the candidates’ willingness to endure hardship for long term gains. It is difficult work – Husk needs young, honest, hardworking individuals that aren’t quitters. The employees aren't incentivized with huge salaries, bonuses or luxuries. If they can manage to stick it out, it is an incredible opportunity for them to learn, grow and progress - in a region where opportunities for semi-trained individuals are slim at best.  The interviews reminded me of this ad we had discussed at Acumen’s midyear check in.  

Text:MEN WANTED for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful, honor and recognition in case of success.Context: In 1913, Sir Ernest Shackleton placed this ad in the Times to build a crew for an expedition to the South Pole. 5,000 men responded to the ad and 27 were selected.

The good news is that we selected over 25 people to join our electrician training program. Trainees are provided a monthly stipend along with housing for the training period. Successful completion of the training guarantees them a job with HPS. Those that were not selected for the electrician training were offered an option to train as operators. Once they gain experience operating a plant and develop their technical skill set,  they can begin training as an electrician. 


Working at Husk has definitely wiped away any illusions I may have had about working in rural India. It is a dirty, sweaty, difficult, trying but also an incredibly unique experience. Where else could I ever show up in flip flops to an interview and question a candidates culinary skills? As we were leaving, I realized that this was the first interview most of the candidates had ever attended.  I left in great admiration of their determination and willingness to work hard.

I too am beginning my career search post the fellowship.  The night before our trip to Varanasi, I had politely turned down an opportunity after an interview because the job responsibilities didn't sound exciting and I realized they weren't a good fit. After an incredibly humbling 3 hour experience with these candidates, I realized how fortunate I am to have a choice.  

Unfortunately, for many around the world it is still a luxury to have options to explore. To have a means to earn an income, beyond that generated through farming for survival, is rare. I am convinced that it is by creating access to opportunities that we can truly empower.  Education is at the core of every development issue we battle and HPS is doing its share to educate and empower the local population. 

This week, we welcomed the new recruits in Patna. I’m excited to see the fruits of HPS’ very first ground level recruiting session.

Monday, June 25, 2012

A Bihari Delicacy!

Bihar is known for its litti – chokha. My fellowship experience, much like Aamir Khan's recent visit to Patna, would have been incomplete without a cooking lesson on making this favorite local treat! Recipe below for those that want to try it!!

Ingredients for approximately 40 littis (a minimum quantity @ the guesthouse!):


·         2 packets of Sattu (250gms each)
·         4 medium Onions
·         Handful Green Chilies
·         2 tbsp Garlic
·         2 Tomatoes
·         One large bunch of coriander
·         4 Lemons
·         4 cups Wheat Flour
·         2 tbsp of ajwain
·         Oil for frying
                     ·        Salt to taste

Step 1: Empty the sattu in a large bowl. Use your fingers to break up the mixture. Keep working your way through the bowl. When it is adequately broken up, you’ll notice you can form shapes  and it begins to stick together.

Step 2: Add diced chilies, garlic, onions to this mixture. Mix well. Squeeze lemon juice onto the mixture. 


Step 3: Knead wheat dough into a thick consistency adding water, oil and salt. Add ajwain to the mix.


Step 4: Grab a generous amount of dough and roll into a smooth giant round ball.


Step 5: Next start pressing in the center of the dough to make a hollow center – so it starts to look like a bowl.



Step 6: Stuff a giant spoonful of the the sattu stuffing into the dough bowl.


Step 7: Bring in the sides of the wheat dough together. This will cover up the sattu completely with the wheat dough. The uncooked litti should look like this.


Step 8 : Heat the oil and fly until the cover is golden brown. (You can also cook the litti over an open fire for a healthier version).



Step 9: The finished litti will look like the picture below.  Serve them slightly warm. 

To accompany the litti – Biharies make a variety of sides chokha including chutney, eggplant, potatoes, a selection of sauces. We made simple yet tasty chutney to go along with our littis.

Steps for coriander chutney:
     1) Roast tomatoes over an open flame until the skin gets a little burnt


     2) Peel off the skin of the tomato.
     3) Roast garlic, coriander and chillies on a pan. Wait till they get a little brown. This gives the chutney a nice roasted flavor.

4)  Grind tomatoes, garlic, chilies, coriander in a mixer. Add salt. Don’t add too much water – you want the chutney to maintain a thick consistency.



 5)Serve with your Litti!

Munna ji:  My instructor & the cook at the guesthouse!

Friday, June 15, 2012

Reflections inspired by the Ganga


Yesterday, I experienced Varanasi first hand. I drove there with a few colleagues to recruit candidates for HPU’s linemen training (more details in a later blog). If you know anything about India, you've invariably heard about Varanasi. I too had heard extremely varying views from friends and family about what is considered to be the holiest sites in India.

Along the banks of the Ganga – you truly witness life, death and everything in between all in one glance. Children running around selling candles as yogis meditate in stillness; buffalos bathing as families cremate loved ones; young adults smoking marijuana while pundits chant centuries old scriptures; foreigners walking around with rudraksha malas as locals soak in the sun with flaunting their DIOR sunglasses. The sensory overload pales in comparison to Mumbai airport’s exit gate or New York’s Times Square for that matter.

What was most shocking and unexpected though was the hustle and bustle of ongoing business transactions along the Ganges bank. Cops stand by a temporary barricade to openly accept bribes from cycle rickshaws and bikers for entry to a "pedestrian only" pathway leading to the river. Along the way, men wearing saffron robes look for their prey and insist on guiding visitors to the hidden temple entrance.  They offer deity darshan for a small “finder’s fee”.  Along the bank, priests walk around with brass plates used for religious ceremonies – eager to adorn a tikka on a non suspecting visitor’s forehead and swiftly hand over coconut as prasad (blessed offering) – all in return for a fee they deem appropriate. The ferry boats in the Ganges are no exception. After your guide has introduced you to all the ghats along the river - they stop to share that last ghat is where visitors give “Gupt daan” – literally translated to “anonymous donations” – an act that will bring the donor good luck. I was dumbstruck by the facade of religion and tradition used to promote dishonest businesses everywhere I looked. Under the disguise of holy and pure, the Ganga can be described as a market place filled with deception.

We sailed to end the day with the Ganga Aarti. As I listened to the chiming of the bells, the chatter from all that I had just witnessed silenced itself. I started to think about the millions that had come before me -  full of hope to cleanse themselves in the Ganga. I thought about how for hundreds of years, thousands of souls from all around the world had probably left feeling blessed to hear the same prayers, I was witnessing. The glowing lights diverted my thoughts away from the numerous examples of deceitfulness I had observed earlier.  An amazing sense of calmness came over me as I experienced the synchronized Aarti made as an offering nightly to the Ganga.  I was in awe and suddenly I felt fortunate to be there.

I concluded on our six hour drive home that Varanasi is certainly special.  The negative noise within me was silenced while I floated amidst the dishonesty, corruption, lying and cheating. I suppose the Ganga is just a unfiltered and clear reflection of the world. A world filled with selfishness, dishonesty and deceit balanced with hope, faith and generosity. We choose where to focus our thoughts and effort.  

Tuesday, June 12, 2012

Ripple Effect

I break your trust. “I” could be anyone – stranger, lifelong friend, boss, spouse, subordinate, organization, supplier, customer, government - the list could go on and on. Anyone you come into contact with – directly or indirectly - carries their reputation with them.

The varied experiences you have with me over time – begin to reveal a prominent and unique image. Each interaction adds a different color, a different stroke to your canvas - of me. Suddenly - one incident, one un kept promise, one misspoken word begins to tarnish this portrait. The trust which may have been difficult to establish in the first place, is shred to pieces.  Now you begin to view each interaction associated with me - with a shattered lens.  Consistent with human nature, you are more likely to share your disappointments, rather than surprises, with those close to you.

Unfortunately, the shattered lens doesn’t just affect my individual credibility. My actions or in actions - influence and create unseen ripple effects.  My associations - family, department, company, educational background, race, gender, religion, nationality - are somehow affected. Reputations develop, organizational culture is influenced, stereotypes get formed, and expectations begin to change; you begin to react differently to the same interaction because now I’ve opened Pandora’s box and given you a reason to question and doubt.

Lack of trust is often cited as one of the biggest challenges with doing business with rural customers.  They’ve been burnt by too many NGOs, banks and businesses promising to solve their problems. Many fail to deliver, shattering their trust and making it difficult for the next solution to be given any consideration.

Each of us is therefore burdened with enormous responsibility. To ensure our actions create positive effects in the communities we belong to. It is important to individually recognize our extended influence.  It is just a matter of pausing to decide – do you wish to create a masterpiece or help destroy art? After all you too must bear the consequences.

Wednesday, June 6, 2012

'Improbable is possible'

"Hopefulness isn't being an optimist. It's being a realist knowing that the improbable, is possible."  — Marshall Ganz

Last night our conversation gravitated to discussing exceptions to any rule or norm. Gyanesh ji caught me by surprise when he said, "Exceptions mean that there are possibilities." 

At Acumen, the concept of moral imagination is frequently discussed. I think of moral imagination as a combination of empathy + imagination. An imagination that allows you to challenge the status-quo to create practical solutions that are developed through an empathetic lens. 

Gyanesh ji has demonstrated this imagination exceptionally throughout each initiative at Husk. It is his ability to look at issues as opportunities that has struck me through out my time here. Lack of qualified workforce, was an opportunity to train locals through Husk Power University; electricity theft was motivation behind in-house development of a low cost prepaid meter; waste from gasification process was a means to establish incense production. It shouldn't be surprising that he views exceptions as proof of possibilities or the improbable as possible. HPS is certainly one of improbable exceptions in rural Bihar. 

Tuesday, June 5, 2012

Are you doing your best?

We are often our worst critics. So when answering this question honestly, in most scenerios I'd guess that, more often than not, people think of a few more things they could've tried, pushing themselves a little harder for a better result perhaps knocking on one more door to exceed that sales target. 

"Your best" is naturally individually defined . Each person brings their own capabilities, strengths, weaknesses, unique experience and bar of judgement. 

Individual drive and passion certainly play a major role. Some people are relentless in the pursuit of their individual best. If it doesn't meet their standard, it isn't good enough no matter what everyone else says. They push, struggle and fight to revel in the glory of giving it their all. Content often with the efforts even if the results don't necessarily manifest. 

But managers must also recognize their large responsibility in creating a constructive and challenging space to enable such individuals to pursue their best. Employees must be equipped to do their best early on - when they are full of hope and passion. Setting targets, training, mentoring most importantly listening are ways managers can ensure employees will stay the course regardless of the obstacles they face. If as a manager you are unable to create an atmosphere of high expectations with unlimited support for your employees to pursue their personal best - you unknowingly stiffle passion, contentment and job satisfaction. You end up creating employees that eventually settle for less than their best. Most importantly creating a dangerous and contagious culture within the organization.

In the end, the super stars always manage to shine. Regardless of surroundings, managers, team morale, available support, resources or obstacles they may face. It is the rest of the 95% that managers must handle with care. What could we achieve if everyone was pursuing their personal best and enabling others to do the same? The better question to ask perhaps - is what couldn't we achieve with everyone's best?

Sunday, June 3, 2012

Disappointments


If you are human, you have been disappointed over and over in your life. Disappointments all stem from our expectations. Some that are reasonable, others that aren't. Yet we are all making a choice post the disappointment, on how we deal with disappointments, a critical choice that dictates if we can eventually overcome the disappointment.

Professional disappointments are perhaps a little less complicated to handle than personal ones. When faced with one at work, we can respond by abandoning the plan, finding someone else to blame or simply quitting all together. The other alternative it to ask those involved with the disappointment (team members, customers, managers, subordinates) for the issues, roadblocks, blind spots and potential solutions they may see to overcome the disappointment. This facilitation requires an open, unbiased mind to ideas that you may not necessarily agree with. It requires unprecedented patience during the process as you encourage a diverse set of ideas from each stakeholder. It requires enormous flexibility to revise the action plan, make a minor adjustment or even a complete u-turn if required. It also requires a relentless commitment to your vision. An insistence that you won’t settle for anything less than the ideal despite the severity of disappointments you may face along the way. Definitely easier said than done.