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Archive for the ‘Leadership’ Category

There was a knock.

At this time on a Sunday?

He went up to the door. It was his manager.

Not unusual, though not in the last six months or so.

Summoning surprise and enthusiasm right for the occasion and gracefully dismissing the apologies for the unscheduled call, he invited him in, hurriedly closing the door on the draft and the chill out there.

Once the visitor was settled down in the living room as comfortably as the tired springs of the sofa would allow, he excused himself to the kitchenette on the far side to get some fresh tea and cookies.

In a short while he returned carrying the cups and plates and set them down on a centre-table.

The man was standing near the fireplace. Idly he picked up a piece of red-hot coal from the pile and set it aside.

He said he was on his way to meet a friend. Was early and hence…

Enjoying the hot tea and its flavour wafting up, they talked about this and that, mostly his. How did he get his food? What did he like most? How were the weekends? His parents back home…

In between, he did not miss noticing his manager eyes for a few moments distracted to the solitary piece of coal, now cold with the fire died out, covered with ash.

Some more on his friends, his hobbies…mercifully no shop talk.

The man looked at his watch, thanked him for the tea and stood up, ready to leave, once again apologizing for barging in thus. He picked up the piece of coal, dead, placed it carefully back in the pile, the coal catching it from the pile, going red hot and cackling almost immediately.

He turned around, winked at his host and found his way out.

**

Monday, team meeting: Presented, talked, suggested, agreed, nayed, shouted, pleaded…he was his old self. When they walked back, his manager smiled at him and…it was the same wink.

End

Source: A Whatsapp forward. Image: Pinterest

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Today I came across a reaffirmation of something I had heard even earlier. It’s all about what is valued most in aspiring/practicing engineering-leads/managers by (product) companies in US.

A is a smart young man who has made rapid strides in his professional career in the few years he is employed in a very well-known product company in the west coast. He was recently promoted as the champion of a futuristic platform slated to serve as the bedrock for the company’s flagship products in the pipeline (or maybe it’s already deployed).  

Not surprisingly laudatory messages flowed in on his promotion, coming from his team, peers and others mostly congratulating him for his achievement. The manager’s message was a little different and more insightful. I understood in gist it went something like: ‘Besides being a genuine person, compassionate in his approach and frank without being brutal in his feedback, he was recognized for being a great help to his team and its success…’

My eyes lit up. Interesting, how did/does it happen? May be there was something in here waiting to be dug up and aired for broader good.  Or, like at other times, it might throw up some ‘Drinking milk is good for health’ kind of statements. Try I did and this is what I came up with.

At this point I must point out my digging – a short exercise – was not with A directly, but with a very articulate professional close to him and in the know. In a way it was a blessing because I was being served with sum-up’s without the obfuscating details (always available if needed).

A had in his team a good number of youngsters faced with and fazed by humungous amount of code thrown at them. Much as he might have wished, there was simply no way he could sit with them one-on-one and help them in their work.

Ye huyi na baath, ab batao, batao, kya kiya A? Tell us, tell us what did A do! 

No magic, here. He would give them pointers to what, where and how, induct them into a few structured processes (and possibly tools and techniques), and leave them alone to work on the details. It made them happy they did the work on their own, boosting their self-confidence. Soon they learnt to do some part of the analysis too all by themselves. Result: faster learning, quicker ramp-up, better productivity and a happier team.

While this may work with the younger lot, how did he handle the seniors in the team?

Firstly, he quickly appraised himself of their background, their skills and strengths. He would then place before them a few questions that needed to be resolved for the job at hand and challenged their mettle. They were free to research, analyse and figure out the answers for a discussion. It included bringing their prior experience and knowledge, wherever relevant, to bear up on the problem. It was thus an interesting, useful and tedium-breaking problem-solving cum learning exercise for them and for A too. Once again, the result of having tail-up seniors on one’s side: enhanced quality of the solution, better productivity and a happier and motivated team.

While the above may not be an entirely new read to many, it’s nevertheless an interesting insight into a) how a young successful engineering-lead on the rise in a product company made it work for him and b) what product companies value and recognize in their engineering-leads/managers.    

It’s clear while individual excellence may well be a prerequisite for other pieces to fall in place, it’s not an end in itself. Enabling and empowering others in the team to perform gets far better results for the organization and for oneself in terms of recognition and reward.

End

Source: Image from here.

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“Customer experiences are being harmed because business efforts to improve employee engagement are fundamentally flawed” – Neil Davey (Managing editor, MyCustomer.com)

As a result, there has been increasing attention paid to the employee experience in recent years, with growing focus on areas such as wellness, diversity, inclusion, mental health, capability development and training.

Yet despite the proliferation of these projects, estimates by Temkin Group suggest that the number of engaged employees still remains disturbingly low – with its research indicating that only 33% of staff are highly engaged, and that number dropping to as low as 26% for those aged 18-24. This last statistic is of particular concern because this demographic is amongst the most likely to be serving customers, whether in contact centers or in other customer-facing roles.

He identifies a few reasons why engagement continue to be so low despite the surge in employee experience effortsincluding the mistake of treating money as an overriding motivator.

Among them are two crucial areas, I thought, that go a long way in strengthening employee engagement and in turn CX:

“Failing: Not engaging staff with the company’s wider purpose.

If understanding employee motivations is crucial, there is also the other side of the coin to consider: do employees understand the organisation’s motivations? Do staff know what the company’s purpose is, and do they buy into it…

Whatever the purpose is, it has to have meaning and connect with the employees in the organization…whether it’s a customer-centric purpose, or a profitability purpose, it has to be something that employees want to rally behind to achieve…

And then the leaders need to translate that purpose to every part of the business in a meaningful way.

Reminds me of an inspiring anecdote SU (a Division head) shared with us years ago:

In his days as a salesman, on one occasion, he moved heaven and earth to fix a problem on a IBM 1403 (a legendary line printer) he had sold to a customer – the awry drum and fan-fold paper movement was ultimately traced to dampness in the paper, fixed by heating up the stock with an electric bulb before usage! For him, a mere salesman, and his organization, the sale did not end with invoicing and collecting.   

Needless to emphasize the purpose needs to be authentically reflected in both thought and action at all times. Any incongruence at any time in this regard on part of the leadership, careless or otherwise, seriously undermines the cause.

This leads us to the second significant failing which is a little more of a challenge.

“Failure: Not connecting day-to-day tasks to the bigger purpose.

…As well as understanding and being engaged with the organization’s wider purpose, the employees also need to understand how their basic, daily activities contribute to that purpose.

The most famous and possibly apocryphal story that best demonstrates this, concerns President John F. Kennedy’s first visit to NASA headquarters in 1961. During his tour of the facility, he introduced himself to a janitor who was mopping the floor and asked him what he did at NASA. “I’m helping put a man on the moon,” came the reply.

The janitor understood his employer’s wider purpose, and also understood his daily task’s contribution to it – by ensuring everything was spotless, all of the sensitive equipment could function without fault. The cleaner did not view himself as simply a janitor, but a member of the NASA space team with an important role.

Without this important connect, the purpose remains as a lofty statement enshrined on some plaque. The tail does not go with the head!

For instance, it’s necessary and important to ask and answer How does having a customer-centric purpose translate to a call center agent? At the meaningful level, how does that tell you to behave and operate in a certain way? Does that tell you to smile more often, or to say please, or thank you, or does it help you answer the telephone in a slightly different way?

Of course it is not always so simple when it comes to those daily tasks that often appear dull and of non-strategic value. At this point it is important to realize even these tasks are connected; else they would not be performed in the first place. The trick is to uncover and present the connection that exists in right context.

Guarding against these two failures significantly enhances employee engagement.

And, how does an engaged employee perform?

Here’s a short and timely anecdote from Seth Godin:

“The $50,000 an hour gate agent:

Conventional CEO wisdom is that top management is worth a fortune because of the high-leverage decisions they make.

But consider the work of Wade, an unheralded Air Canada gate agent. Yesterday, I watched him earn his employer at least $50,000 while getting paid perhaps .1% of that.

The microphone was out of order, but instead of screaming at the passengers, he walked over and spoke directly to the people who needed to hear him.

On his own, he started inquiring about the connection status of a family of four. He could have cleared the standby list, closed the flight and told the four that they’d have to find another way home. Or, he could have saved them their four seats, which would have flown empty if they hadn’t been filled. Instead of either path, he picked up the phone, organized other staff to find and expedite the family and get them on board.

And then, in an unrelated bit of valor, he tracked down a lost wallet and sent his #2 to fetch it from where it had been left–getting it to the plane before it left.

Most of all, in an era when loyalty is scarce, he probably increased the lifetime value of a dozen wavering customers by at least a few thousand dollars each.

Krulak’s Law states that the future of an organization is in the hands of the privates in the field, not the generals back home.

In conclusion, when Godin asks, “Where is your Wade? What are you doing to make it more likely that he or she will bring magic to work tomorrow?” you know where and how!

Davey may be read here and Godin here.

End

Source: Pinterest, Wikimedia.org and huffpost.com.

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In my long career in hi-tech, there were two HR chief’s I was fortunate to observe from close quarters though their tenures were short. Both ladies, early in their career, graduates from TISS. In the years that followed we went different ways. But I continued to measure the HR chiefs I encountered subsequently and they all fell short by lengths in comparison.

This post is about one of them, U.

Passing out from TISS, she joined the org as an Executive Assistant (EA) to the Big Boss – not sure if this was her first job in the industry. Several months later she was sent to the Division dealing in hi-tech and also the most profitable of the many in the brick-and-mortar company as the HR chief, essentially a one-woman team.

A hurricane on the move, only benign.  Some saw her as a very useful ally and others, an overbearing youngster, often going beyond her brief running smack into know-all senior line-managers.

Was she ‘successful’ in the traditional sense? I don’t know, for, can’t recall her being feted in public as such in her short stay. During which time, all the same, some magic she had wrought, I thought. 

What did she do?

  • In all her thought and action, org’s interest was the first and foremost, possibly the only preoccupation, I suspected. Yet, not wearing it on her sleeve.
  • Abs fearless, she thought nothing of taking up issues with and questioning pet theories of the senior executives until satisfactory closure. Of course this was possible because she sought and got the crucial support of the Big Boss, all credit to him. In this regard, perhaps her earlier stint as his EA helped.
  • Though young, she had the maturity to go for the doors that were open to her rather than bang her head against walls that wouldn’t budge (some seniors). She could live well with both kinds.
  • Most part of her time she was out sitting one-on-one with employees. Like with the bosses, she would mix her praises with provocations to get them spill out their guts, all work-related of course. She would herself address many of those problems by offering solutions, work-around’s or through counselling with, yes, subsequent follow-up’s. And the more complex issues would be taken to their bosses. If you’re not happy, why are you working here still…? OrWhy are you still doing the same work you did over the last two years? Aren’t you good for anything else? Or Why are you not getting promoted? Not doing good, eh? are not unusual in the provoking sessions which, to be sure, did not end in destructive fire-works. Her disarming and bonafide ways let her get away. These sessions revealed the swirling under-currents and provided useful inputs to the manager, otherwise impossible to get. And she would take points-of-view from the boss back to the employee. Yes, playing politics it was, but constructively. Issues often got fixed before too late.  Of course the bosses too had their sessions with her.
  • She would play it likewise with peers running their feuds to the detriment of the org.
  • She was no cat’s paw nor did she play favorites. Nor cowed by heavy-weights.
  • A high-energy person with an infectious enthusiasm in a team, also good to talk to when chips were down.
  • In her own role she was constantly wanting to do more. I remember going with her for campus recruitment of trainee-engineers. After watching me a few times from the side-lines, things came to a point when she carried on with the technical interviews all by herself rendering me superfluous!

That’s what a capable and empowered HR can deliver. Want to settle for less?

Neither the land nor the heavens would ever be the same after her premature and unfortunate transition a few days ago – she was one to stir up the stew wherever she went for the larger good.

RIP, U.

End

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and you fear irrelevance, this may be for you. Take heart, you’re not alone – this is one heavily over-booked boat!

“…In sum, if your profession requires mental processing speed or significant analytic capabilities—the kind of profession most college graduates occupy—noticeable decline is inevitable and probably going to set in earlier than you imagine

Whole sections of bookstores are dedicated to becoming successful. The shelves are packed with titles like The Science of Getting Rich and The 7 Habits of Highly Effective People. There is no section marked “Managing Your Professional Decline

But some people have managed their declines well.

Well, what Bach did right while Darwin failed?

The answer perhaps lies in understanding what ‘fluid intelligence’ and ‘crystal intelligence’ are and when do they kick in.

 Many people of achievement suffer as they age, because they lose their abilities, gained over many years of hard work. Is this suffering inescapable, like a cosmic joke on the proud? Or is there a loophole somewhere—a way around the suffering?

The Eastern philosophy in its concept of ashrama’s seems to have structured a neat solution to address this suffering,

Wow! Is that so? Like how?

Read Arthur C. Brooks (president of the American Enterprise Institute, an American Think-Tank and a best-selling author) here for more on the affliction and how to…

For regularly receiving leads to articles like this, you may want to subscribe to Wally Bock’s blog here.

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“…that pernicious nonsense about being a leader and not a manager. Your challenge is to help the team and team members succeed. The only way to succeed at that is to do all three kinds of work. Lead. Manage. Supervise. Do them all well. “

Read this short post from Wally Bock to know what each entails.

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There was a story posted here sometime ago how one man successfully turned around a murky vitiated ambiance in an org with some ordinary common-sense ideas.

Here comes another story how a dark horse turned around a loser into a shining paragon of performance! Of course his ways were different and very interesting with applicability far beyond in org dynamics, public institutions, government of the land…A war of a different kind.

Read on:

<<an extract>>

On a blustery October day in 1987, a herd of prominent Wall Street investors and stock analysts gathered in the ballroom of a posh Manhattan hotel. They were there to meet the new CEO of the Aluminum Company of America—or Alcoa, as it was known—a corporation that, for nearly a century, had manufactured everything from the foil that wraps Hershey’s Kisses and the metal in Coca-Cola cans to the bolts that hold satellites together.

Alcoa’s founder had invented the process for smelting aluminum a century earlier, and since then the company had become one of the largest on earth. Many of the people in the audience had invested millions of dollars in Alcoa stock and had enjoyed a steady return. In the past year, however, investor grumblings started. Alcoa’s management had made misstep after misstep, unwisely trying to expand into new product lines while competitors stole customers and profits away. So there had been a palpable sense of relief when Alcoa’s board announced it was time for new leadership. That relief, though, turned to unease when the choice was announced: the new CEO would be a former government bureaucrat named Paul

O’Neill. Many on Wall Street had never heard of him. When Alcoa scheduled this meet and greet at the Manhattan ballroom, every major investor asked for an invitation.

A few minutes before noon, O’Neill took the stage. He was fifty-one years old, trim, and dressed in gray pinstripes and a red power tie. His hair was white and his posture military straight. He bounced up the steps and smiled warmly. He looked dignified, solid, confident. Like a chief executive.

Then he opened his mouth.

“I want to talk to you about worker safety,” he said. “Every year, numerous Alcoa workers are injured so badly that they miss a day of work. Our safety record is better than the general American workforce, especially considering that our employees work with metals that are 1500 degrees and machines that can rip a man’s arm off. But it’s not good enough. I intend to make Alcoa the safest company in America. I intend to go for zero injuries.”

The audience was confused. These meetings usually followed a predictable script: A new CEO would start with an introduction, make a faux self-deprecating joke—something about how he slept his way through Harvard Business School—then promise to boost profits and lower costs. Next would come an excoriation of taxes, business regulations, and sometimes, with a fervor that suggested firsthand experience in divorce court, lawyers. Finally, the speech would end with a blizzard of buzzwords—“synergy,” “rightsizing,” and “co-opetition”—at which point everyone could return to their offices, reassured that capitalism was safe for another day.

O’Neill hadn’t said anything about profits. He didn’t mention taxes. There was no talk of “using alignment to achieve a win-win synergistic market advantage.” For all anyone in the audience knew, given his talk of worker safety, O’Neill might be pro-regulation. Or, worse, a Democrat. It was a terrifying prospect.

“Now, before I go any further,” O’Neill said, “I want to point out the safety exits in this room.” He gestured to the rear of the ballroom. “There’s a couple of doors in the back, and in the unlikely event of a fire or other emergency, you should calmly walk out, go down the stairs to the lobby, and leave the building.”

Silence. The only noise was the hum of traffic through the windows. Safety? Fire exits? Was this a joke? One investor in the audience knew that O’Neill had been in Washington, D.C., during the sixties. Guy must have done a lot of drugs, he thought.

Eventually, someone raised a hand and asked about inventories in the aerospace division. Another asked about the company’s capital ratios.

“I’m not certain you heard me,” O’Neill said. “If you want to understand how Alcoa is doing, you need to look at our workplace safety figures. If we bring our injury rates down, it won’t be because of cheerleading or the nonsense you sometimes hear from other CEOs. It will be because the individuals at this company have agreed to become part of something important: They’ve devoted themselves to creating a habit of excellence. Safety will be an indicator that we’re making progress in changing our habits across the entire institution. That’s how we should be judged.”

The investors in the room almost stampeded out the doors when the presentation ended.

One jogged to the lobby, found a pay phone, and called his twenty largest clients. “I said, ‘The board put a crazy hippie in charge and he’s going to kill the company,’ ” that investor told me. “I ordered them to sell their stock immediately, before everyone else in the room started calling their clients and telling them the same thing.“It was literally the worst piece of advice I gave in my entire career.”

Within a year of O’Neill’s speech, Alcoa’s profits would hit a record high. By the time O’Neill retired in 2000, the company’s annual net income was five times larger than before he arrived, and its market capitalization had risen by $27 billion. Someone who invested a million dollars in Alcoa on the day O’Neill was hired would have earned another million dollars in dividends while he headed the company, and the value of their stock would be five times bigger when he left.

<Impressed?>

So how did O’Neill make one of the largest, stodgiest, and most potentially dangerous companies into a profit machine and a bastion of safety?

By attacking one habit and then watching the changes ripple through the organization.

“I knew I had to transform Alcoa,” O’Neill told me. “But you can’t order people to change. That’s not how the brain works. So I decided I was going to start by focusing on one thing. If I could start disrupting the habits around one thing, it would spread throughout the entire company.”

<end of extract>

Grab the book ‘The Power Of Habit” (2012) by Charles Duhigg and go to pages 97-109 to find out more on how the miracle was wrought. Of course there are many other interesting anecdotes too and theories in the book also worth perusing.

A copy of this book was available here for reading (copyright implications not known). The link does not work now. May be it is moved to a new site.

End

Source: pdfbooksinfo.blogspot.com and image from Amazon

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This happened in the seventies-eighties and has relevance and great learnings even today in business, politics, military, religion….Read on.

It was/is a brick-and-mortar organization with over 3000 employees, listed public, engaged in light engineering and large projects in addition to distribution of imported hitech instruments and products of well-known brands. Managed by the founder family, more humane than most others in its class with reasonably clean and professional work environment. It had multiple offices pan-India and even with in cities like Mumbai, Channai, etc.

The one cloud in the sky was the employee union – each office had a local union and banding them together was an umbrella federation – with a hyper-active federal leadership, their heads filled with outdated unhelpful misconceived ideas. Quite unfortunately it saw the enterprise more as a theatre playing out the class-struggle between the capitalist owners and the exploited working class- concepts hardly understood by the members, nevertheless herded together. Even if there was some merit to their case, it was bent on blowing up situations, small and big, into disruptive breakdown of normal operation. A key contributor, it has to be said, was the inept local administration, staffed with loyal’s with no professional competencies, handling matters anachronistically with a heavy hand, untainted by objectivity and finesse.

On the whole there was no sane dialogue or even a desire to have between the parties at any level with perfectly trivial incidents fire-balling into ‘wars’. More harmfully it bred a toxic culture of indiscipline in the offices, factory and service centres, all over, severely undermining the authority of the management. There was even occasional violence.

After a while, the management perceived this weakness.  And took a decision that all such incidents should no longer be handled locally and be referred to an Industrial Relations cell at the HQ. This small team would take it up with the Federation to put out the fire – a task neither easy nor quick before doing the damage locally.  

An intractable situation, it seemed. For want of a better solution the practice with its drawbacks was continued for some time until…

One day, a man walked in as the new head of HR appearing most ill-suited for the role, until one dealt with him! A sardar, resembling Buddha more than any other sardar, who would readily agree with you on your issue until you realize he hasn’t yielded an inch.

After an initial period of getting into the groove, he came to life: one day he called a meeting of executives in one of the key offices. And, said from then on it’s for the local executives/managers to handle the local issues. The IR cell would no longer be available for passing the buck.

There was pin-drop silence. What was he talking about? They were nowhere equipped to handle the militancy. This sardar with his new-fangled ideas was making their job more difficult…sure to fall on his face flat.

He proceeded to explain:  In the daily operation the executives had no problem of routinely tasking these employees – secretaries, stenographers, peons, workmen, etc. Things turned ugly only when there was some incident which then spread like forest-fire. Even here, their disaffection seemed to be targeted against the big bosses, not their direct manager for whom they worked every day. As a first immediate step, he asked the executives to consciously strengthen the relationship and the prevailing cordiality with their reportee’s by being more sensitive and solicitous and extending small favours, some even personal – like letting them leave early occasionally to attend to personal chores. .

And when one of those incidents happened, they were to respond immediately and collectively to defuse the situation through a mix of patient listening, explaining the rationale behind certain decisions and if needed even call in those favours shown.

When he was done and out, the executives were left wondering: Was that all? Too simple – would it work? Was he serious? It was nothing at all like they had feared. It was like going to a doc with a serious ailment and he recommending a walk in the park.

In a short time, he took his message to all offices across the country.

Lo and behold it worked!!

All those unsavoury confrontations that erupted with the regularity of sun rising in the east were on the decline becoming quite infrequent now.    

Why?

For one thing the employees felt obliged more than ever before to their managers not to blow up incidents themselves or to encourage others doing it – this was important; those few bent on mischief-mongering suddenly found themselves rather isolated among their own colleagues. No one was too eager to vitiate the cordiality with his/her manager and colleagues whom they lived with daily at the workplace.  Their leaders did not find them too pliable for incitement anymore.

Something else was also at work here. Earlier it was between the Federation and a thinly staffed IR cell. Suddenly they had to contend with some 600 executives additionally.  The equation had changed dramatically.  When required, more than one executive swung into action to jointly address the issue.

The operating principles:

“Expand/escalate the ‘war-front’ as long and wide as possible with favorable forces deployed. And, importantly, get everyone to contribute their bit to the common cause.”

No leader can fight battles all by himself. Explore the possibilities – it may not be obvious in the first glance. As said earlier, it’s a universal strategy that works in most spheres of human endeavour.

Of course certain situations demand entirely different strategies to be deployed. Example: a (pre-emptive) counter-terrorism move where the engagement is short and swift.

The battle the sardar waged and succeeded is legendary, an object lesson for turning the tide organization-wide – it did not receive the attention and accolades it deserved in the professional community, I thought. No case-studies…Though he was well recognized and rewarded, rising to the highest echelon’s within the organization.

It’s with great regret I learnt a few days ago this brilliant strategist is no more; as also a key leader on other side, of progressive ideas and unimpeachable integrity unfortunately in minority among his kind.      

End

Source: image from inditales.com

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Well, the show is over, results declared the day before…the 2019 General Elections in India. Without a hitch, barring some very sporadic incidents and the usual whining of a few losers.

No consultants from the Big 5 or premier management schools, no Rs.50-lakhs-an-year-Project-Managers called in!!!

The show rolled out entirely by a dedicated team in the Election Commission (EC) Office assisted by a large number of government personnel doubling for poll duty, all paid government salaries!!

An expertise they should be offering in the international market to countries, states…wanting to hold free and fair elections.

You’ll know why when you look at some facts and figures to get flavor of this mind-boggling operation:

Everything about Indian general elections is colossal – the Economist magazine once compared it to a “lumbering elephant embarking on an epic trek”. The largest the world has seen. The number of voters is bigger than the population of Europe and Australia combined.

Voter Stats: 900 million registered voters, 10% more than in 2014 polls. 432 million eligible voters are women. 84.3 million first-time voters.

About 15 million voters between 18 and 19 years of age are expected supposed to be casting their votes in this election.

In the last Indian election in 2014, there were more than 830 million registered voters. Of them about 553 million or 66 per cent of the eligible voters came out to vote, up from 45% in 1951 when the first election was held.

A voter can now carry any of the 12 approved identity cards to the polling station and not just the voter slip.

Candidates: Fight is for 543 of 545 seats in Lower House of Parliament, Lok Sabha. In the last election there were 8,251 candidates including 668 women, from 464 political parties, nearly a seven-fold increase from the first election. On an average 15 candidates per seat, the maximum being 42.

For the first time, the Electronic Voting Machines (EVMs) and postal ballot papers would carry the photographs of all the candidates along with their party names and symbols.

In a first, candidates with criminal antecedents have to advertise their criminal records in newspapers and through television channels. Earlier they were required to give details of their criminal cases to the poll panel through an affidavit but it was not mandatory to make it public.

Polling Stations: 1 million polling stations set up, 10% more than last time. EC guidelines say no voter should be more than 2 km away from a polling station.

Around 1.8 million electronic voting machines (EVM) were used to cast votes in the last election. More than 80,000 polling stations lack mobile connectivity; nearly 20,000 are in forest or semi-forest areas. In the 2009 general election, the EC set up a polling station in the Gir forest of Gujarat, home to Asiatic lions, just for one voter.

At 15,526 ft Tashigang in Himachal Pradesh is the highest polling station in the world.  
Reportedly a group of election personnel will hike for an entire day to reach a lone voter in Arunachal Pradesh this time.
For the first time, 12 big-sized EVMs will be used at every polling booth, in the Nizamabad district of Telangana, as a whopping 185 candidates compete. Earlier it was thought that the EC will have to use ballot papers here.

For the first time, Voter Verifiable Paper Audit Trail (VVPAT) will be used in all EVMs across the country. VVPAT allows the voters to verify that their votes are cast as intended. When a vote is cast, a slip is printed on the VVPAT printer containing the serial number, name and symbol of the candidate voted. This remains visible to you through a transparent window for seven seconds. Thereafter, this printed slip automatically gets cut and falls into a sealed drop box.

Voting Schedule: Voting will take place in seven phases spaced out over six weeks (39 days) from April 11-May 19.  The voting in multiple phases is to allow officials and security forces to re-deploy. India’s historic first election in 1951-52 took three months to complete. Between 1962 and 1989, elections were completed in four to 10 days. The four-day elections in 1980 were the country’s shortest ever.

Counting of votes for all 543 constituencies is done in a single day!

EC: Election Commission of India, an autonomous constitutional body, is overseeing the polls with 300 full-time officials at Delhi HQ.

Over 11 million government officials will travel by foot, road, special train, helicopter, boat, and sometimes elephant, to hold the election.

The 2014 election cost approximately 38.7 billion Indian rupees ($552 million), according to Election Commission estimates.

All in all, an incredible feat, you agree?

Special kudos to these unsung heroes for pulling off this greatest show on earth!

End

Sources: scoopwhoop.com/news/interesting-facts-about-lok-sabha-elections-2019/, Hindustan Times, Twitter, India TV, Reddit, DNA India, NDTV, Business Standard, The Hindu, Inkhabar.  Livemint, bbc.com/news/correspondents/soutikbiswas and dawn.com/news/1475146

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