What An Auto Pilot Can’t Do…

Posted on Leave a commentPosted in Interesting Idea

Last week I posted a video of airliners whose pilots skillfully executed the “crab into kick” technique for landing in a crosswind. As a reminder: the airplane approaches the runway at a “crab” angle, to offset the wind and keep its heading lined up with the runway. Then, when the wheels are just a few feet above the ground, the pilot “kicks” the airplane’s own axis into alignment with the runway (so sideways force doesn’t shear off the wheels when they touch down), with pressure on the rudder.

Now some illustrations of how things look if the wind is even stronger and gustier. These take-offs and landings, and numerous “go-arounds,” were filmed this winter at Birmingham airport in England, under what were evidently extremely gusty conditions. The wind’s strength is one challenge. The continual changes in strength — the gusts — are the real problem.

Whoa. This is the kind of thing no autopilot could ever handle. Thanks to reader BB for the tip.

And great camerawork, by the way. Also, I know that the camera angle foreshortens things, so it can look as if the planes are descending helicopter-style. Still, that runway is impressively hilly. For instance, as shown in the approach starting at time 6:00.

Source : Technology @ Theatlantic.com

Great Branding is Invisible

Posted on Leave a commentPosted in Branding

Well-Known World Brand Logotypes

Branding defines the modern age. Beyond the rhetoric, in long run, we buy a brand and accompanied experience. Even for Leadership, in long run, brand aura created by steps or would I say mis-steps defines the true character of a Leader. We must therefore, be conscious of creating a brand. If interest, you may read excellent piece on Perosnal Branding, a well meaning essay written by Tom Peters in the Year 1997. The Brand Called You | Fast Company | Business + Innovation

Even you wish to under stand the nuance of the Branding…article in fasctcodesign.com is very interesting.

Read here.

Economics in 335 words

Posted on Leave a commentPosted in Economics

After he won the Nobel, Tom Sargent was “interviewed” in an ad for Ally bank in which his response was simply (and correctly), “no.” The joke is even better than I realized because Sargent has a history of giving very short speeches. In 2007 he gave a graduation speech to Berkeley undergraduates summarizing economics in just 335 words.

It’s a damn fine speech.

I remember how happy I felt when I graduated from Berkeley many years ago. But I thought the graduation speeches were long. I will economize on words.

Economics is organized common sense. Here is a short list of valuable lessons that our beautiful subject teaches.

1. Many things that are desirable are not feasible.

2. Individuals and communities face trade-offs.

3. Other people have more information about their abilities, their efforts,
and their preferences than you do.

4. Everyone responds to incentives, including people you want to help. That
is why social safety nets don’t always end up working as intended.

5. There are tradeoffs between equality and efficiency.

6. In an equilibrium of a game or an economy, people are satisfied with their
choices. That is why it is difficult for well meaning outsiders to change
things for better or worse.

7. In the future, you too will respond to incentives. That is why there are
some promises that you’d like to make but can’t. No one will believe those
promises because they know that later it will not be in your interest to
deliver. The lesson here is this: before you make a promise, think about
whether you will want to keep it if and when your circumstances change.
This is how you earn a reputation.

8. Governments and voters respond to incentives too. That is why governments sometimes default on loans and other promises that they have made.

9. It is feasible for one generation to shift costs to subsequent ones. That is
what national government debts and the U.S. social security system do
(but not the social security system of Singapore).

10. When a government spends, its citizens eventually pay, either today or
tomorrow, either through explicit taxes or implicit ones like inflation.

11. Most people want other people to pay for public goods and government
transfers (especially transfers to themselves).

12. Because market prices aggregate traders’ information, it is difficult to forecast stock prices and interest rates and exchange rates.

Source : Marginalrevolution blog

What I Learned Watching 150 Hours of TED Talks 500+ by Carmine Gallo

Posted on Leave a commentPosted in Learning, Thinking

images

What makes for a great presentation — the kind that compels people’s attention and calls them to action?  TED talks have certainly set a benchmark in recent years: HBR even asked Chris Anderson, the group’s founder, to offer lessons drawn from the three decades he’s run TED’s signature events in an article published last summer.

But experience and intuition are one thing; data and analysis are another. What could one learn by watching the most successful TED talks in recent years (150 hours’ worth), talking to many of the speakers, then running the findings by neuroscientists who study persuasion?  I did just that, and here’s what I learned:

Use emotion. Bryan Stevenson’s TED talk, “We need to talk about an injustice”, received the longest standing ovation in the event’s history. A civil rights attorney who successfully argued and won the Supreme Court case Miller v. Alabama, which prohibits mandatory life sentences without parole for juveniles convicted of murder, this is a man who knows how to persuade people.

I divided the content of his talk into Aristotle’s three areas of persuasion. Only 10 percent fell under “ethos” (establishing credibility for the speaker); 25 percent fell into the “logos” category (data, statistics) and a full 65 percent was categorized as “pathos” (emotion, storytelling). In his 18-minute talk, Stevenson told three stories to support his argument. The first was about his grandmother, and when I asked him why he started with it, his answer was simple: “Because everyone has a grandmother.” The story was his way of making an immediate connection with the audience.

Stories that trigger emotion are the ones that best inform, illuminate, inspire, and move people to action. Most everyday workplace conversations are heavy on data and light on stories, yet you need the latter to reinforce your argument. So start incorporating more anecdotes – from your own experience or those about other people, stories and brands (both successes and failures) – into your pitches and presentations.

Be novel. We all like to see and hear something new. One guideline that TED gives its speakers is to avoid “trotting out the usual shtick.” In other words, deliver information that is unique, surprising, or unexpected—novel.

In his 2009 TED presentation on the impact of malaria in African countries, Microsoft co-founder and philanthropist Bill Gates shocked his audience when he opened a jar of mosquitoes in the middle of his talk. “Malaria, of course, is transmitted by mosquitoes,” he said. “I brought some here so you can experience this. I’ll let these roam around the auditorium. There’s no reason why only poor people should have the experience.” He reassured his audience that the mosquitoes were not infected – but not until the stunt had grabbed their attention and drawn them into the conversation.

As neuroscientist Dr. A.K. Pradeep confirms, our brains can’t ignore novelty. “They are trained to look for something brilliant and new, something that stands out.” Pradeep should know. He’s a pioneer in the area of neuromarketing, studying advertisements, packaging, and design for major brands launching new products.

In the workplace your listener (boss, colleague, sales prospect) is asking him or herself one question: “Is this person teaching me something I don’t know?” So introduce material that’s unexpected, surprising or offers a new and novel solution to an old problem.

Emphasize the visual. Robert Ballard’s 2008 TED talk on his discovery of the Titanic, two and a half miles beneath the surface of the Atlantic, contained 57 slides with no words. He showed pictures, images, and animation of life beneath the sea, without one word of text, and the audience loved it. Why did you deliver an entire presentation in pictures? “Because I’m storytelling; not lecturing,” Ballard told me.

Research shows that most of us learn better when information is presented in pictures andtext instead of text alone. When ideas are delivered verbally—without pictures—the listener retains about 10% of the content. Add a picture and retention soars to 65%.

For your next PowerPoint presentation, abandon the text blocks and bullet points in favor of more visually intriguing design elements. Show pictures, animations, and images that reinforce your theme. Help people remember your message.

Source : HBR.org

Effective ways to conduct meetings…Learn from Masters

Posted on Leave a commentPosted in Interesting Idea, Learning

My summary reading of the post:
Keep meetings very short…
Talk/argue and discuss with Data.
Meetings may be informal.
Meetings are way to micro manage.
Ask question and resolve the issues.
Do not leave any issues un decided.
let people know, and be prepared.
Screw people, if they are unprepared.
Demand Accountability.
Appreciate people for good work and admonish failures.
Keep gathering small, to reach out.
Now, if you are interested read…the entire post..
——————————————————
We spend a lot of time in meetings, but we’re bad at making them effective. In a 2005 survey of Microsoft Office users, Microsoft, found that workers spend 5.6 hours each week in meetings — nearly a full work day. Another study from the London School of Economics found that CEOs are spending around 18 hours a week on meetings.

Meetings are such a fixture in our work lives that we constantly hear the same advice: have an agenda, keep it short, don’t invite too many people. However, despite the commonality of this well-meaning advice, research from Harvard suggests that half of all meetings are unproductive.

Instead of following the same old advice and getting the same results, let’s look to some of the tech industry’s most powerful leaders, whose business lives are well-documented. By looking through past interviews, we discover unique, actionable advice and learn how top Silicon Valley CEOs keep their meetings effective.

Marissa Mayer: CEO, Yahoo

 

Above: Mayer offers more of an inside look at Yahoo! in her keynote at the Great Place to Work Conference.

1. Streamline decision making with data.

Mayer believes that numbers and facts are essential to having effective meetings. She thinks of data as the great equalizer: whether you’re an intern or a VP, you can have your way as long as you have the data to prove your claims. By making decisions with metrics, she can avoid lengthy debates stemming from opinions and organizational politics. Businessweekoffered a peek into Mayer’s process:

Mayer discourages using the phrase “I like” in design meetings, such as “I like the way the screen looks.” Instead, she encourages such comments as “The experimentation on the site shows that his design performed 10% better.”

A caveat: while dependence on data can speed up decision-making, it can also turn off teammates who work with qualitative information. Mayer alienated her designers when she tested 41 variations of blue in order to get the optimal color for an element on a webpage.

2. Ask questions to resolve problems once and for all.

Mayer relentlessly asks follow-up questions to ensure that her team isn’t working from poorly sourced data or assumptions. Faulty assumptions can lead to backtracking on previous decisions down the road, which means wasted time, resources and more meetings. In Mayer’s world, assumptions have no place in meetings, and if you’re not ready to back up your claims, you’re not ready to present your ideas.

Mayer’s expects her team to be able to confidently answer her questions. From Business Insider:

A designer or a top product manager would sit down and Mayer would assault them with a series of questions:
“How was that researched?”
“What was the research methodology?”
“How did you back that up?”

3. Use the micro-meeting.

While at Google, Mayer averaged 70 meetings per week. How did she manage all these meetings while still getting her own work done?

Mayer uses the micro-meeting: she allows people to book meetings as short as 10 minutes. Just because your calendar program defaults a meeting to 30 minutes, that doesn’t mean you need 30 minutes. An uninterrupted 30-minute block in her calendar is rare, so if you really need to speak to Mayer about something, make it quick.

There’s an adage in project management: work expands to the time you schedule for it. By pushing people to say what they need to say in 10 minutes, Mayer was able to meet more people in less time.

Elon Musk: CEO, Tesla / CEO & CTO, SpaceX

 

Above: Kevin Rose interviews Elon Musk about his path from South Africa to co-founding PayPal, Tesla, and SpaceX.

1. Argue with facts, not experiences.

To Musk, decisions should not be based on prior experiences. He encourages thinking based on “first principles” — boiling a situation down to its basic, fundamental truths and then reasoning up from there.

An example of first principles thinking: when Musk was estimating the cost of building the first SpaceX rockets, he could have simply used comparable products on the market as a benchmark. Making decisions using “common knowledge” is the antithesis of first principles thinking. Instead, his team analyzed the necessary parts of a rocket, then researched the prices of the raw materials of parts firsthand. As a result, the SpaceX team was surprised to learn that they could build a rocket that cost “around two percent of the typical price.”

Making decisions using “common knowledge” is the antithesis of first principles thinking.

In meetings, arguing with facts and first principles takes a lot more mental energy, but doing so can improve the quality of your decisions. By looking at a situation from the bottom up, Musk prevents intellectually lazy arguments like “well, that’s how much a rocket costs” or “that’s how we did it at NASA.”

2. Challenge your team to be ultra-prepared.

As CEO of two industry-changing companies like Tesla and SpaceX, Elon Musk works nearly seven days a week, with his hands in nearly every part of each business. As a result, he is a subject matter expert in nearly all aspects of his companies. This pushes his employees to be thoroughly prepared for meetings. An anonymous Musk employee weighed in on Quora:

When we met with Elon, we were prepared. Because if you weren’t, he’d let you know it. If he asked a reasonable follow up question and you weren’t prepared with an answer, well, good luck…

Musk leads by example by consistently bringing his A-game to meetings, setting the standard for everyone to follow. As a boss, you don’t need to work seven days a week, but know that your perceived work ethic sets the tone for the whole company to follow. Stay sharp at your meetings and your employees will take your cue.

3. Remind them of the long-term vision.

After SpaceX experienced the third failed launch of Falcon 1, the pressure was mounting on the company. Musk knew that they had to quickly get back on their feet and deliver a successful fourth launch as soon as possible.

Musk addressed his overworked, demoralized and disappointed team in a meeting, then immediately got them to work even harder to deliver a nearly flawless launch less than two months later. How did he do it? In that pivotal meeting, he simply reiterated SpaceX’s goal: to launch a rocket into orbit. He emphatically promised them victory, saying “for my part, I will never give up, and I mean never.” Within hours, the team started working on the solution.

This was a critical moment in perhaps the most important meeting in the young company’s history. Musk knew that he had to remind everyone of what they were working toward, energizing his team and giving them the focus to complete the difficult tasks that lay ahead.

When working on large projects, teams can sometimes get caught in the weeds and forget how their work ties into the bigger picture. Smart leaders like Musk know when they need to step into a meeting to give their teams a much-needed shot in the arm.

Teams can sometimes get caught in the weeds and forget how their work ties into the bigger picture.

Steve Jobs: Former CEO, Apple

1. Make your meetings informal, constant events.

Like Musk, who has his fingers in every part of his companies, Entrepreneur Magazine tells us that Steve Jobs liked to be constantly kept in the loop:

“At Apple, because quality is stressed over quantity, meetings are informal and visible progress is made on a weekly — if not daily — basis. Keeping your team in sync is not something you do once a week. It’s something you do every day.”

We know that Jobs aimed to run Apple “like a startup” — these meetings were not to micromanage his leadership team, it was because he wanted to have insights into all aspects of the business.

Go ahead and take a page out of his playbook: have a weekly meeting where you walk through the whole business. Don’t make any big changes to the agenda. In an interview withCNN, Jobs explained his reasoning:

“I want [my employees] making as good or better decisions than I would. So the way to do that is to have them know everything, not just in their part of the business, but in every part of the business.”

2. Keep meetings as small as possible.

Jobs had a disdain for meetings that had too many people. He wanted people to be working, not passively sitting in a boardroom. If people didn’t have a lot to contribute, they’re better off spending time somewhere else.

During a weekly meeting with Apple’s ad agency, Jobs surveyed the room and found someone that did not normally attend. After asking who she was, he curtly replied, “I don’t think we need you in this meeting” then went back to his agenda without skipping a beat. But he also applied this standard to himself when faced with overpopulated meetings. Invited by President Obama to a meeting with other tech luminaries, Jobs famously declined because he felt that the invitation list had grown too long.

He had zero tolerance for spectators, even if that spectator was himself. Everyone in the meeting has to be an essential participant who can add value.

Invited by President Obama to a meeting with other tech luminaries, Jobs famously declined.

3. Hold people publicly accountable.

Like other companies, meetings at Apple end with next steps. When Apple employees divide up action items in a meeting, each task is assigned to a D.R.I. — a directly responsible individual. By making someone publicly accountable for the task, it can increase the pressure to ensure the task is completed by the next meeting.

Since meetings happen frequently, and the teams are smaller, the spotlight shines brighter on the people who own tasks. This public accountability is one of the ways Apple teams push people to perform at a higher level.

Lack of clear ownership can wreak havoc on projects, especially when it comes to large, multi-disciplinary teams. Having a D.R.I. for every task, however minor, ensures that all meeting action items get completed.

***

How about you?

How do you run an effective meeting?

 Source : 99u.com

Manage Your Emails

Posted on Leave a commentPosted in Communication, Email

Email is considered as waste of time…All most every productivity guru talks about cutting down emails, not starting your day with email or keeping Inbox ZERO.

We have been hearing all these nonsense and wonder, actually is it possible to work like the way these so called guru described. Certainly Not. If we have so much of habit and could control our work schedule, we would not have to look at the ways to control our work.

Recent article in HBR certainly resonates this thinking…It starts with the fact that Email is part of our daily work and no way, we can consider it as waste of time…Read excerpt of the rest of the post….

Just check unroll.me…its really very useful to cutdown few unnecessary emails.

How to Have Control over Email:

  • I stopped seeing it as separate from my “real work.” In the information economy, emailis real work. So I made a conscious decision to stop looking at email as something that took me away from important work and start viewing it as part of building  relationships — something that’s really important to me. Once I made this mindset shift, it was easier to make time for email.
  • I stopped using email to manage my to-do list. This post describes my pre-conversion life pretty well: I’d leave important messages marked as unread to remember to come back to them later (but then they’d get buried by new messages fairly quickly) and I’d email to-do lists to myself. Having tried paper to-do lists and several different task tracking apps (including one that transformed my list into a quest — though I never advanced beyond “Junior Ent Sapling”) I’ve finally settled on Trello, which is super-simple and has a fantastic app/desktop integration.
  • I stopped allowing days of back-to-back meetings. I used to let my calendar get filled up with meetings; at the end of the day, I would return to an inbox filled with hundreds of unread messages and a sinking feeling in my heart. I tried to fight back by blocking out large chunks of my calendar a couple of times a week, but my coworkers, seeing a 2-hour “meeting” in my calendar would know it was a fake and book me anyway. Now I book 30-min or 1-hour meetings at random times throughout my week, so that I always have about two hours “free” per day. (Try to catch me now, suckers!)
  • Two weeks before I go on vacation, I put the dates I’ll be away in my email signature. This is a much better way of giving colleagues a heads-up than a mass email message, which few people will read or remember, and it lets me deal with last-minute requests before I leave so that I can fully disconnect while I’m away. When I return, I steadfastly avoid meetings for a couple of days so that I can catch up. Unless you are a sitting head of state, I don’t see why you should have to check your work email from a vineyard in Tuscany, or the back of a burro in the mountains of Patagonia, or sitting by grandma’s Christmas tree. I realize that some people’s bosses are unreasonable about this; part of why I work at HBR is to convince these bosses that they are wrong.
  • I stopped expecting a human brain to solve a problem created by technology. I used to feel bad — really bad — when important emails would get lost in the impenetrable wall of unimportant near-spam that took over my inbox every day. (No, I do not think HBR should publish an article on the start-up selling a toilet seat for cats, but thank you, Ms. Publicist, for suggesting it — three times.) I finally accepted that this was a technology problem that required a technological solution. After looking into a few options, I installed SaneBox, a filtering system that uses an algorithm to decide which emails are the most important. Those are shunted into your inbox, which suddenly looks much less cluttered; the rest go into a “SaneLater” folder. I go through the SaneLater folder every other day to make sure nothing crucial is languishing in there. I also started using Unroll.me, which combines your newsletter subscriptions into one daily digest and unsubscribes you from the lists you don’t want to be on.
  • I use my smartphone much more. (This is the “half” tactic.) While most of the published advice I’ve read on managing email urged me to avoid relying on my phone, I’ve found that it helps me craft quicker responses that get right to the point (in case you haven’t noticed already, I have a tendency towards the verbose). And since it says “sent from my phone” in the signature, people aren’t as likely to be offended by brevity

How Burnt Cheese Undermined Starbuck Aroma..

Posted on Leave a commentPosted in Leadereship

 

Does the Starbucks breakfast sandwich ruin your Starbucks experience? Yes? Then maybe Howard Schultz was right.

In 2007, an internal memo penned by Schultz (then chairman of Starbucks) leaked. In the memo Schultz outlined why he was dissatisfied with the Starbucks experience—the tall espresso machines alienated customers, the aroma of the stores was awful, the essence Starbucks had vanished. A public outburst ensued. Some writers credited Schultz as an innovator; others questioned the future of Starbucks. For Schultz, the problem was not a of lack innovation or poor sales. It was the breakfast sandwich.

“Starbucks first began serving sandwiches in 2003,” Schultz writes in Onward. Customers arrived at Starbucks with food from competitors or bought Starbucks coffee and went elsewhere to eat. The sandwiches erased these gaps and drove profits. They also caused a mess. The more popular they became, the more time Starbucks baristas spent heating them. The cheese would inevitably drip and sizzle in the ovens, releasing a pungent smell. “Whatever rich, heart coffee aroma remained in the store was overwhelmed by singed Monterrey Jack, mozzarella, and, most offensively, cheddar,” Schultz writes. “The smell further chipped away at our narrative. Where was the magic in burnt cheese?”

Schultz resisted hot food at Starbucks from day one. Yes, innovation is good, but not when it cannibalizes a brand. By introducing novel products, Starbucks moved away from Schultz’ original insight, which focused not on selling coffee but creating an ideal atmosphere for coffee drinkers. The smell of burnt cheese undermined that atmosphere. Yet those cheesy sandwiches were profitable. How could Schultz convince the board to stop selling something that made money?

In the end, he didn’t. In January 2008 Starbucks removed the sandwiches from the display window only to experience a backlash. When Savethebreakfastsandwich.com emerged the food team returned to the lab. They adjusted the ingredients (higher quality cheese and bread), moved the cheese to the top of the sandwich and reduced the baking temperature. The infamous sandwich returned in June 2008–with Schultz’ blessing.

In hindsight, Schultz concludes that the sandwich per se was not the problem. “The ferocity of my reaction… was likely heightened by my frustration with other shortcomings at the company. More emblematic than problematic, the sandwich turned out be among the least of Starbucks’ ills.” The underlining question was, How do you deliver value in a manner that is consistent with your brand?

For starters, make sure your stores don’t smell like burnt cheese.

This is from the Howard Schultz Book : Onward…

Courtesy : 250words.com

Field Marshal General Sam Manekshaw

Posted on Leave a commentPosted in Leadereship

In India, he is First Person to be christened as Field Marshal, highest military rank in India.   He is credited with winning India-Pakistan War of 1971 and creation of Bangladesh in December – 1971. If you know the little story behind, how he refused to fight a War with Pakistan, initially, you will love the following post. During Second World War, fighting Japanese Army he received 7 bullets in his stomach fighting, he died nearly…as they say rest is history..

The true incident exemplifies, the need to take the right path and speak your mind, even if the person on other side is Prime Minister of India. Today is his 100th Birth Anniversary.

——————————————————————————————————————–

“There is a very thin line between being dismissed and becoming a Field Marshal. In 1971, when Pakistan cracked down in East Pakistan, hundreds and thousands of refugees started pouring into India, into West Bengal, Assam and Tripura. The Prime Minister held a Cabinet meeting in her office. The External Affairs Minister Sardar Swaran Singh, the Agriculture Minister, Mr. Fakhruddin Ali Ahmad, the Defence Minister, Babu Jagjivan Ram and the Finance Minister, Yashwant Rao Chavan were present. I was then summoned.

“A very angry, grim-faced Prime Minister read out the telegrams from the Chief Ministers of West Bengal, Assam and Tripura. She then turned around to me and said, ‘What are you doing about it?’

“And I said, ‘Nothing, it’s got nothing to do with me. You didn’t consult me when you allowed the BSF, the CRP and RAW to encourage the Pakistanis to revolt. Now that you are in trouble, you come to me. I have a long nose. I know what’s happening.’

“I then asked her what she wanted me to do.

“She said, ‘I want you to enter Pakistan.’

“And I responded, ‘That means war!’

“She said, ‘I do not mind if it is war.’

“‘Have you read the Bible?,’ I said.

“The Foreign Minister, Sardar Swaran Singh asked, ‘What has Bible got to do with this?’

“I explained, that the first book, the first chapter, the first words, the first sentence God said was, ‘Let there be light’ and there was light. Now you say, ‘Let there be war’ and there will be war, but are you prepared? I am certainly not. This is the end of April. The Himalayan passes are opening and there can be an attack from China if China gives us an ultimatum.

“The Foreign Minister asked, ‘Will China give an ultimatum?’ And I said, ‘You are the Foreign Minister, you tell me.’ I told them that my armoured division and two of my infantry divisions were away. One in the Jhansi/Babina area, the other in Samba and the third one in Andhra Pradesh and Tamil Nadu. I mentioned that I will require all the road space, all the railway wagons, the entire railway system to move these formations to the operational areas and that harvesting was in progress in the Punjab and UP and they would not be able to move the harvest which would rot; and I pointed out to the Agriculture Minister that it wouldn’t be my responsibility if there was a famine. Then I said, ‘My armoured division, which is my big striking force is supposed to have 189 tanks operational. I have got only 11 tanks that are fit to fight.’

“The Finance Minister, who is a friend of mine asked, ‘Sam, why only 11?’

“So I told him, ‘Because you are the Finance Minister. I have been asking you for money for over a year and you say you haven’t got it!’

“And finally I turned around to the Prime Minister and said that the rains were about to start in East Pakistan and when it rains there, it pours and when it pours, the whole countryside is flooded. The snows are melting, the rivers would become like oceans. If you stand on one bank, you can’t see the other. All my movement would be confined to roads. The Air Force, because of climatic conditions would not be able to support me. Now Prime Minister, give me your orders. The grim Prime Minister with her teeth clenched said, ‘The Cabinet will meet again at four o’clock.’

“The members of the Cabinet started walking out. I being the juniormost was the last to go and as I was leaving, she said, ‘Chief, will you stay back?’

“I turned around and said, ‘Prime Minister, before you open your mouth, may I send you my resignation on grounds of health, mental or physical?’

“She said, ‘Every thing you told me is true.’

“‘Yes! It is my job to tell you the truth,’ I responded, ‘and it is my job to fight, it is my job to fight to win and I have to tell you the truth.’

“She smiled at me and said, ‘All right Sam, you know what I want?’

“I said, ‘Yes, I know what you want!'”

Three cheers to the old soldier! The only regret? I wish all of us had compulsorily read this at school, among all the mythological and faux historical fables, as a living illustration of moral courage.

Courtesy : ibnlive.com