Torch Bearers to Back-Seat Drivers

Tata & Sons is one of the 7 Indian firms in Fortune Global 500 and is known to be a factory for leaders. Infosys is a bellwether of the India IT industry and AIADMK is one of the most successful political parties in India and the 3^rd largest party in Indian Parliament.

Narayana Murthy, Ratan Tata and PH Pandian are illustrious in their own walks of life, but there is something more they have in common apart from humble beginnings. Did I hear back seat driving and washing dirty linen in public? Yes, that’s right the three retired professionals have never been able to severe the umbilical cord with their affiliations and have gone to press criticizing their leaders and boards. Is this what we should expect from our leaders?

Ratan Tata, former Chairman of Tata & Sons relinquished his executive powers in the Group after appointing Cyrus Mistry as his successor. And four years later, unable to severe the umbilical cord with Tata & sons he engineered an ugly boardroom coup to oust Cyrus and went to courtroom and press with a long list of accusations over his governance.

Narayana Murthy, one of the founders of Infosys often described as Father of Indian IT sector took so many avtars from being a CEO, chairman of the board, chief mentor Executive chairman, Additional Director to Emeritus President in the last 30 years. The truth is that Narayana Murthy could never let go of Infosys and continues to enjoy his back-seat driving. Today, he has criticized the board of poor corporate governance and emphasizing the need to overhaul in an explosive press interview.

P. H. Pandian is a veteran politician from Tirunelveli district who served in various roles from a MLA, Deputy Speaker, Speaker, MP to organizing secretary of the All India Anna Dravida Munnetra Kazhagam under the leadership of MGR and Jayalalitha. However, the veteran politician has turned vocal and speaking out of turn ever since Sasikala Natarajan ascended as the General Secretary of the party two months ago, and came out in public criticizing her candidacy as a chief minister and also raising suspicions over Jayalalithaa's death.

Misplaced identity

Sadly, those in the business and political worlds are behaving alike - increasingly murky, dark and treacherous. It is human nature to hold on to position, power and hog limelight, but these torch bearers have gone further to accuse their leaders and board members of poor governance and acting like dictators failing to relinquish their control. These men are unable to extricate themselves from their organizations and its success and have misplaced their identities.

Narayana Murthy brought his son along when he came back to Infosys for a short stint, Ratan made dead investments by buying hotels for personal use at unluctrative locations and Pandian used his influence to bring his son into politics and are using their organizations like personal property. 

Why do these individuals struggle to let go of control and treat organizations and parties like family wealth? Though it may be hard to watch the next generation try out new things and learn lessons from their share of mistake, like an over anxious parent they want to remotely control and breath down the neck of the executive team.

Today, the three of them instead of speaking to the board of members and office bearers to sort out differences have irresponsibly raised it with media houses accusing the board of mismanagement, poor governance and political embezzlement. While I agree it is good to ask questions in the larger interest of shareholders employees, and party cadres, but reaching to the media directly demeaning the brand trust and value among investors, clients and dilutes employee and cadre moral. They also fail to understand it is clients, investors and cadres who make them relevant and successful.   

While we inspire wannabe leaders by asking them what they want to be famous for, we must drive some sense into retired leaders by asking what they want to be remembered for. 

From torch bearers leading their organizations to inspiring next generation leaders they have now become back seat drivers unable accommodate change engaging in severe criticism. Today, their actions are eroding brand value of their organizations and setting a wrong precedence for their employees, cadres and aspiring leaders.