Wednesday, October 24, 2012

The Island Where People Forget to Die


October 24, 2012

The Island Where People Forget to Die

In 1943, a Greek war veteran named Stamatis Moraitis came to the United States for treatment of a combat-mangled arm. He’d survived a gunshot wound, escaped to Turkey and eventually talked his way onto the Queen Elizabeth, then serving as a troopship, to cross the Atlantic. Moraitis settled in Port Jefferson, N.Y., an enclave of countrymen from his native island, Ikaria. He quickly landed a job doing manual labor. Later, he moved to Boynton Beach, Fla. Along the way, Moraitis married a Greek-American woman, had three children and bought a three-bedroom house and a 1951 Chevrolet.
One day in 1976, Moraitis felt short of breath. Climbing stairs was a chore; he had to quit working midday. After X-rays, his doctor concluded that Moraitis had lung cancer. As he recalls, nine other doctors confirmed the diagnosis. They gave him nine months to live. He was in his mid-60s.
Moraitis considered staying in America and seeking aggressive cancer treatment at a local hospital. That way, he could also be close to his adult children. But he decided instead to return to Ikaria, where he could be buried with his ancestors in a cemetery shaded by oak trees that overlooked the Aegean Sea. He figured a funeral in the United States would cost thousands, a traditional Ikarian one only $200, leaving more of his retirement savings for his wife, Elpiniki. Moraitis and Elpiniki moved in with his elderly parents, into a tiny, whitewashed house on two acres of stepped vineyards near Evdilos, on the north side of Ikaria. At first, he spent his days in bed, as his mother and wife tended to him. He reconnected with his faith. On Sunday mornings, he hobbled up the hill to a tiny Greek Orthodox chapel where his grandfather once served as a priest. When his childhood friends discovered that he had moved back, they started showing up every afternoon. They’d talk for hours, an activity that invariably involved a bottle or two of locally produced wine. I might as well die happy, he thought.
In the ensuing months, something strange happened. He says he started to feel stronger. One day, feeling ambitious, he planted some vegetables in the garden. He didn’t expect to live to harvest them, but he enjoyed being in the sunshine, breathing the ocean air. Elpiniki could enjoy the fresh vegetables after he was gone.
Six months came and went. Moraitis didn’t die. Instead, he reaped his garden and, feeling emboldened, cleaned up the family vineyard as well. Easing himself into the island routine, he woke up when he felt like it, worked in the vineyards until midafternoon, made himself lunch and then took a long nap. In the evenings, he often walked to the local tavern, where he played dominoes past midnight. The years passed. His health continued to improve. He added a couple of rooms to his parents’ home so his children could visit. He built up the vineyard until it produced 400 gallons of wine a year. Today, three and a half decades later, he’s 97 years old — according to an official document he disputes; he says he’s 102 — and cancer-free. He never went through chemotherapy, took drugs or sought therapy of any sort. All he did was move home to Ikaria.
I met Moraitis on Ikaria this past July during one of my visits to explore the extraordinary longevity of the island’s residents. For a decade, with support from the National Geographic Society, I’ve been organizing a study of the places where people live longest. The project grew out of studies by my partners, Dr. Gianni Pes of the University of Sassari in Italy and Dr. Michel Poulain, a Belgian demographer. In 2000, they identified a region of Sardinia’s Nuoro province as the place with the highest concentration of male centenarians in the world. As they zeroed in on a cluster of villages high in Nuoro’s mountains, they drew a boundary in blue ink on a map and began referring to the area inside as the “blue zone.” Starting in 2002, we identified three other populations around the world where people live measurably longer lives than everyone else. The world’s longest-lived women are found on the island of Okinawa. On Costa Rica’s Nicoya Peninsula, we discovered a population of 100,000 mestizos with a lower-than-normal rate of middle-age mortality. And in Loma Linda, Calif., we identified a population of Seventh-day Adventists in which most of the adherents’ life expectancy exceeded the American average by about a decade.
In 2003, I started a consulting firm to see if it was possible to take what we were learning in the field and apply it to American communities. We also continued to do research and look for other pockets of longevity, and in 2008, following a lead from a Greek researcher, we began investigating Ikaria. Poulain’s plan there was to track down survivors born between 1900 and 1920 and determine when and where individuals died. The approach was complicated by the fact that people often moved around. That meant that not only were birth and death records required, but also information on immigration and emigration.
The data collection had to be rigorous. Earlier claims about long-lived people in places like Ecuador’s Vilcabamba Valley, Pakistan’s Hunza Valley or the Caucasus Mountains of Georgia had all been debunked after researchers discovered that many residents didn’t actually know their ages. For villagers born without birth certificates, it was easy to lose track. One year they were 80; a few months later they were 82. Pretty soon they claimed to be 100. And when a town discovers that a reputation for centenarians draws tourists, who’s going to question it? Even in Ikaria, the truth has been sometimes difficult to nail down. Stories like the one about Moraitis’s miraculous recovery become instant folklore, told and retold and changed and misattributed. (Stories about Moraitis have appeared on Greek TV.) In fact, when I was doing research there in 2009, I met a different man who told me virtually the exact same story about himself.
The study would try to cut through the stories and establish the facts about Ikaria’s longevity. Before including subjects, Poulain cross-referenced birth records against baptism or military documentation. After gathering all the data, he and his colleagues at the University of Athens concluded that people on Ikaria were, in fact, reaching the age of 90 at two and a half times the rate Americans do. (Ikarian men in particular are nearly four times as likely as their American counterparts to reach 90, often in better health.) But more than that, they were also living about 8 to 10 years longer before succumbing to cancers and cardiovascular disease, and they suffered less depression and about a quarter the rate of dementia. Almost half of Americans 85 and older show signs of Alzheimer’s. (The Alzheimer’s Association estimates that dementia cost Americans some $200 billion in 2012.) On Ikaria, however, people have been managing to stay sharp to the end.
Ikaria, an island of 99 square miles and home to almost 10,000 Greek nationals, lies about 30 miles off the western coast of Turkey. Its jagged ridge of scrub-covered mountains rises steeply out of the Aegean Sea. Before the Christian era, the island was home to thick oak forests and productive vineyards. Its reputation as a health destination dates back 25 centuries, when Greeks traveled to the island to soak in the hot springs near Therma. In the 17th century, Joseph Georgirenes, the bishop of Ikaria, described its residents as proud people who slept on the ground. “The most commendable thing on this island,” he wrote, “is their air and water, both so healthful that people are very long-lived, it being an ordinary thing to see persons in it of 100 years of age.”
Seeking to learn more about the island’s reputation for long-lived residents, I called on Dr. Ilias Leriadis, one of Ikaria’s few physicians, in 2009. On an outdoor patio at his weekend house, he set a table with Kalamata olives, hummus, heavy Ikarian bread and wine. “People stay up late here,” Leriadis said. “We wake up late and always take naps. I don’t even open my office until 11 a.m. because no one comes before then.” He took a sip of his wine. “Have you noticed that no one wears a watch here? No clock is working correctly. When you invite someone to lunch, they might come at 10 a.m. or 6 p.m. We simply don’t care about the clock here.”
Pointing across the Aegean toward the neighboring island of Samos, he said: “Just 15 kilometers over there is a completely different world. There they are much more developed. There are high-rises and resorts and homes worth a million euros. In Samos, they care about money. Here, we don’t. For the many religious and cultural holidays, people pool their money and buy food and wine. If there is money left over, they give it to the poor. It’s not a ‘me’ place. It’s an ‘us’ place.”
Ikaria’s unusual past may explain its communal inclinations. The strong winds that buffet the island — mentioned in the “Iliad” — and the lack of natural harbors kept it outside the main shipping lanes for most of its history. This forced Ikaria to be self-sufficient. Then in the late 1940s, after the Greek Civil War, the government exiled thousands of Communists and radicals to the island. Nearly 40 percent of adults, many of them disillusioned with the high unemployment rate and the dwindling trickle of resources from Athens, still vote for the local Communist Party. About 75 percent of the population on Ikaria is under 65. The youngest adults, many of whom come home after college, often live in their parents’ home. They typically have to cobble together a living through small jobs and family support.
Leriadis also talked about local “mountain tea,” made from dried herbs endemic to the island, which is enjoyed as an end-of-the-day cocktail. He mentioned wild marjoram, sage (flaskomilia), a type of mint tea (fliskouni), rosemary and a drink made from boiling dandelion leaves and adding a little lemon. “People here think they’re drinking a comforting beverage, but they all double as medicine,” Leriadis said. Honey, too, is treated as a panacea. “They have types of honey here you won’t see anyplace else in the world,” he said. “They use it for everything from treating wounds to curing hangovers, or for treating influenza. Old people here will start their day with a spoonful of honey. They take it like medicine.”
Over the span of the next three days, I met some of Leriadis’s patients. In the area known as Raches, I met 20 people over 90 and one who claimed to be 104. I spoke to a 95-year-old man who still played the violin and a 98-year-old woman who ran a small hotel and played poker for money on the weekend.
On a trip the year before, I visited a slate-roofed house built into the slope at the top of a hill. I had come here after hearing of a couple who had been married for more than 75 years. Thanasis and Eirini Karimalis both came to the door, clapped their hands at the thrill of having a visitor and waved me in. They each stood maybe five feet tall. He wore a shapeless cotton shirt and a battered baseball cap, and she wore a housedress with her hair in a bun. Inside, there was a table, a medieval-looking fireplace heating a blackened pot, a nook of a closet that held one woolen suit coat, and fading black-and-white photographs of forebears on a soot-stained wall. The place was warm and cozy. “Sit down,” Eirini commanded. She hadn’t even asked my name or business but was already setting out teacups and a plate of cookies. Meanwhile, Thanasis scooted back and forth across the house with nervous energy, tidying up.
The couple were born in a nearby village, they told me. They married in their early 20s and raised five children on Thanasis’s pay as a lumberjack. Like that of almost all of Ikaria’s traditional folk, their daily routine unfolded much the way Leriadis had described it: Wake naturally, work in the garden, have a late lunch, take a nap. At sunset, they either visited neighbors or neighbors visited them. Their diet was also typical: a breakfast of goat’s milk, wine, sage tea or coffee, honey and bread. Lunch was almost always beans (lentils, garbanzos), potatoes, greens (fennel, dandelion or a spinachlike green called horta) and whatever seasonal vegetables their garden produced; dinner was bread and goat’s milk. At Christmas and Easter, they would slaughter the family pig and enjoy small portions of larded pork for the next several months.
During a tour of their property, Thanasis and Eirini introduced their pigs to me by name. Just after sunset, after we returned to their home to have some tea, another old couple walked in, carrying a glass amphora of homemade wine. The four nonagenarians cheek-kissed one another heartily and settled in around the table. They gossiped, drank wine and occasionally erupted into laughter.
Dr. Ioanna Chinou, a professor at the University of Athens School of Pharmacy, is one of Europe’s top experts on the bioactive properties of herbs and natural products. When I consulted her about Ikarians’ longevity, she told me that many of the teas they consume are traditional Greek remedies. Wild mint fights gingivitis and gastrointestinal disorders; rosemary is used as a remedy for gout; artemisia is thought to improve blood circulation. She invited me to give her samples and later tested seven of the most commonly used herbs on Ikaria. As rich sources of polyphenols, they showed strong antioxidant properties, she reported. Most of these herbs also contained mild diuretics. Doctors often use diuretics to treat hypertension — perhaps by drinking tea nightly, Ikarians have gently lowered their blood pressure throughout their lives.
Meanwhile, my colleagues Gianni Pes and Michel Poulain set out to track down the island’s 164 residents who were over 90 as of 1999, starting in the municipality of Raches. They found that 75 nonagenarians were still alive. Then, along with additional researchers, they fanned out across the island and asked 35 elderly subjects a battery of lifestyle questions to assess physical and cognitive functioning: How much do you sleep? Did you ever smoke? They asked them to get up and down from a chair five times and recorded how long it took them to walk 13 feet. To test mental agility, the researchers had subjects recall a series of items and reproduce geometric shapes.
Pes and Poulain were joined in the field by Dr. Antonia Trichopoulou of the University of Athens, an expert on the Mediterranean diet. She helped administer surveys, often sitting in village kitchens to ask subjects to reconstruct their childhood eating habits. She noted that the Ikarians’ diet, like that of others around the Mediterranean, was rich in olive oil and vegetables, low in dairy (except goat’s milk) and meat products, and also included moderate amounts of alcohol. It emphasized homegrown potatoes, beans (garbanzo, black-eyed peas and lentils), wild greens and locally produced goat milk and honey.
As I knew from my studies in other places with high numbers of very old people, every one of the Ikarians’ dietary tendencies had been linked to increased life spans: low intake of saturated fats from meat and dairy was associated with lower risk of heart disease; olive oil — especially unheated — reduced bad cholesterol and raised good cholesterol. Goat’s milk contained serotonin-boosting tryptophan and was easily digestible for older people. Some wild greens had 10 times as many antioxidants as red wine. Wine — in moderation — had been shown to be good for you if consumed as part of a Mediterranean diet, because it prompts the body to absorb more flavonoids, a type of antioxidant. And coffee, once said to stunt growth, was now associated with lower rates of diabetes, heart disease and, for some, Parkinson’s. Local sourdough bread might actually reduce a meal’s glycemic load. You could even argue that potatoes contributed heart-healthy potassium, vitamin B6 and fiber to the Ikarian diet. Another health factor at work might be the unprocessed nature of the food they consume: as Trichopoulou observed, because islanders eat greens from their gardens and fields, they consume fewer pesticides and more nutrients. She estimated that the Ikarian diet, compared with the standard American diet, might yield up to four additional years of life expectancy.
Of course, it may not be only what they’re eating; it may also be what they’re not eating. “Are they doing something positive, or is it the absence of something negative?” Gary Taubes asked when I described to him the Ikarians’ longevity and their diet. Taubes is a founder of the nonprofit Nutrition Science Initiative and the author of “Why We Get Fat” (and has written several articles for this magazine). “One explanation why they live so long is they eat a plant-based diet. Or it could be the absence of sugar and white flour. From what I know of the Greek diet, they eat very little refined sugar, and their breads have been traditionally made with stone-ground wheat.”
Following the report by Pes and Poulain, Dr. Christina Chrysohoou, a cardiologist at the University of Athens School of Medicine, teamed up with half a dozen scientists to organize the Ikaria Study, which includes a survey of the diet of 673 Ikarians. She found that her subjects consumed about six times as many beans a day as Americans, ate fish twice a week and meat five times a month, drank on average two to three cups of coffee a day and took in about a quarter as much refined sugar — the elderly did not like soda. She also discovered they were consuming high levels of olive oil along with two to four glasses of wine a day.
Chrysohoou also suspected that Ikarians’ sleep and sex habits might have something to do with their long life. She cited a 2008 paper by the University of Athens Medical School and the Harvard School of Public Health that studied more than 23,000 Greek adults. The researchers followed subjects for an average of six years, measuring their diets, physical activity and how much they napped. They found that occasional napping was associated with a 12 percent reduction in the risk of coronary heart disease, but that regular napping — at least three days weekly — was associated with a 37 percent reduction. She also pointed out a preliminary study of Ikarian men between 65 and 100 that included the fact that 80 percent of them claimed to have sex regularly, and a quarter of that self-reported group said they were doing so with “good duration” and “achievement.”
During our time on Ikaria, my colleagues and I stayed at Thea Parikos’s guesthouse, the social hub of western Ikaria. Local women gathered in the dining room at midmorning to gossip over tea. Late at night, after the dinner rush, tables were pushed aside and the dining room became a dance floor, with people locking arms and kick-dancing to Greek music.
Parikos cooked the way her ancestors had for centuries, giving us a chance to consume the diet we were studying. For breakfast, she served local yogurt and honey from the 90-year-old beekeeper next door. For dinner, she walked out into the fields and returned with handfuls of weedlike greens, combined them with pumpkin and baked them into savory pies. My favorite was a dish made with black-eyed peas, tomatoes, fennel tops and garlic and finished with olive oil that we dubbed Ikarian stew.
Despite her consummately Ikarian air, Parikos was actually born in Detroit to an American father and an Ikarian mother. She had attended high school, worked as a real estate agent and married in the United States. After she and her husband had their first child, she felt a “genetic craving” for Ikaria. “I was not unhappy in America,” she said. “We had good friends, we went out to dinner on the weekends, I drove a Chevrolet. But I was always in a hurry.”
When she and her family moved to Ikaria and opened the guesthouse, everything changed. She stopped shopping for most groceries, instead planting a huge garden that provided most of their fruits and vegetables. She lost weight without trying to. I asked her if she thought her simple diet was going to make her family live longer. “Yes,” she said. “But we don’t think about it that way. It’s bigger than that.”
Although unemployment is high — perhaps as high as 40 percent — most everyone has access to a family garden and livestock, Parikos told me. People who work might have several jobs. Someone involved in tourism, for example, might also be a painter or an electrician or have a store. “People are fine here because we are very self-sufficient,” she said. “We may not have money for luxuries, but we will have food on the table and still have fun with family and friends. We may not be in a hurry to get work done during the day, so we work into the night. At the end of the day, we don’t go home to sit on the couch.”
Parikos was nursing a mug of coffee. Sunlight sifted in through the window shades; the waves of the nearby Aegean could be barely heard over the din of breakfast. “Do you know there’s no word in Greek for privacy?” she declared. “When everyone knows everyone else’s business, you get a feeling of connection and security. The lack of privacy is actually good, because it puts a check on people who don’t want to be caught or who do something to embarrass their family. If your kids misbehave, your neighbor has no problem disciplining them. There is less crime, not because of good policing, but because of the risk of shaming the family. You asked me about food, and yes, we do eat better here than in America. But it’s more about how we eat. Even if it’s your lunch break from work, you relax and enjoy your meal. You enjoy the company of whoever you are with. Food here is always enjoyed in combination with conversation.”
In the United States, when it comes to improving health, people tend to focus on exercise and what we put into our mouths — organic foods, omega-3’s, micronutrients. We spend nearly $30 billion a year on vitamins and supplements alone. Yet in Ikaria and the other places like it, diet only partly explained higher life expectancy. Exercise — at least the way we think of it, as willful, dutiful, physical activity — played a small role at best.
Social structure might turn out to be more important. In Sardinia, a cultural attitude that celebrated the elderly kept them engaged in the community and in extended-family homes until they were in their 100s. Studies have linked early retirement among some workers in industrialized economies to reduced life expectancy. In Okinawa, there’s none of this artificial punctuation of life. Instead, the notion of ikigai — “the reason for which you wake up in the morning” — suffuses people’s entire adult lives. It gets centenarians out of bed and out of the easy chair to teach karate, or to guide the village spiritually, or to pass down traditions to children. The Nicoyans in Costa Rica use the term plan de vida to describe a lifelong sense of purpose. As Dr. Robert Butler, the first director of the National Institute on Aging, once told me, being able to define your life meaning adds to your life expectancy.
The healthful plant-based diet that Seventh-day Adventists eat has been associated with an extra decade of life expectancy. It has also been linked to reduced rates of diabetes and heart disease. Adventists’ diet is inspired by the Bible — Genesis 1:29. (“And God said: ‘Behold, I have given you every herb yielding seed . . . and every tree, in which is the fruit of a tree yielding seed; to you it shall be for food.’ ”) But again, the key insight might be more about social structure than about the diet itself. While for most people, diets eventually fail, the Adventists eat the way they do for decades. How? Adventists hang out with other Adventists. When you go to an Adventist picnic, there’s no steak grilling on the barbecue; it’s a vegetarian potluck. No one is drinking alcohol or smoking. As Nicholas Christakis, a physician and social scientist at Harvard, found when examining data from a long-term study of the residents of Framingham, Mass., health habits can be as contagious as a cold virus. By his calculation, a Framingham individual’s chances of becoming obese shot up by 57 percent if a friend became obese. Among the Adventists we looked at, it was mostly positive social contagions that were in circulation.
Ask the very old on Ikaria how they managed to live past 90, and they’ll usually talk about the clean air and the wine. Or, as one 101-year-old woman put it to me with a shrug, “We just forget to die.” The reality is they have no idea how they got to be so old. And neither do we. To answer that question would require carefully tracking the lifestyles of a study group and a control group for an entire human lifetime (and then some). We do know from reliable data that people on Ikaria are outliving those on surrounding islands (a control group, of sorts). Samos, for instance, is just eight miles away. People there with the same genetic background eat yogurt, drink wine, breathe the same air, fish from the same sea as their neighbors on Ikaria. But people on Samos tend to live no longer than average Greeks. This is what makes the Ikarian formula so tantalizing.
If you pay careful attention to the way Ikarians have lived their lives, it appears that a dozen subtly powerful, mutually enhancing and pervasive factors are at work. It’s easy to get enough rest if no one else wakes up early and the village goes dead during afternoon naptime. It helps that the cheapest, most accessible foods are also the most healthful — and that your ancestors have spent centuries developing ways to make them taste good. It’s hard to get through the day in Ikaria without walking up 20 hills. You’re not likely to ever feel the existential pain of not belonging or even the simple stress of arriving late. Your community makes sure you’ll always have something to eat, but peer pressure will get you to contribute something too. You’re going to grow a garden, because that’s what your parents did, and that’s what your neighbors are doing. You’re less likely to be a victim of crime because everyone at once is a busybody and feels as if he’s being watched. At day’s end, you’ll share a cup of the seasonal herbal tea with your neighbor because that’s what he’s serving. Several glasses of wine may follow the tea, but you’ll drink them in the company of good friends. On Sunday, you’ll attend church, and you’ll fast on Orthodox feast days. Even if you’re antisocial, you’ll never be entirely alone. Your neighbors will cajole you out of your house for the village festival to eat your portion of goat meat.
Every one of these factors can be tied to longevity. That’s what the $70 billion diet industry and $20 billion health-club industry do in their efforts to persuade us that if we eat the right food or do the right workout, we’ll be healthier, lose weight and live longer. But these strategies rarely work. Not because they’re wrong-minded: it’s a good idea for people to do any of these healthful activities. The problem is, it’s difficult to change individual behaviors when community behaviors stay the same. In the United States, you can’t go to a movie, walk through the airport or buy cough medicine without being routed through a gantlet of candy bars, salty snacks and sugar-sweetened beverages. The processed-food industry spends more than $4 billion a year tempting us to eat. How do you combat that? Discipline is a good thing, but discipline is a muscle that fatigues. Sooner or later, most people cave in to relentless temptation.
As our access to calories has increased, we’ve decreased the amount of physical activity in our lives. In 1970, about 40 percent of all children in the U.S. walked to school; now fewer than 12 percent do. Our grandparents, without exercising, burned up about five times as many calories a day in physical activity as we do. At the same time, access to food has exploded.
Despite the island’s relative isolation, its tortuous roads and the fierce independence of its inhabitants, the American food culture, among other forces, is beginning to take root in Ikaria. Village markets are now selling potato chips and soda, which in my experience is replacing tea as the drink of choice among younger Ikarians. As the island’s ancient traditions give way before globalization, the gap between Ikarian life spans and those of the rest of the world seems to be gradually disappearing, as the next generations of old people become less likely to live quite so long.
The big aha for me, having studied populations of the long-lived for nearly a decade, is how the factors that encourage longevity reinforce one another over the long term. For people to adopt a healthful lifestyle, I have become convinced, they need to live in an ecosystem, so to speak, that makes it possible. As soon as you take culture, belonging, purpose or religion out of the picture, the foundation for long healthy lives collapses. The power of such an environment lies in the mutually reinforcing relationships among lots of small nudges and default choices. There’s no silver bullet to keep death and the diseases of old age at bay. If there’s anything close to a secret, it’s silver buckshot.
I called Moraitis a few weeks ago from my home in Minneapolis. Elpiniki died in the spring at age 85, and now he lives alone. He picked up the phone in the same whitewashed house that he’d moved into 35 years ago. It was late afternoon in Ikaria. He had worked in his vineyard that morning and just awakened from a nap. We chatted for a few minutes, but then he warned me that some of his neighbors were coming over for a drink in a few minutes and he’d have to go. I had one last question for him. How does he think he recovered from lung cancer?
“It just went away,” he said. “I actually went back to America about 25 years after moving here to see if the doctors could explain it to me.”
I had heard this part of the story before. It had become a piece of the folklore of Ikaria, proof of its exceptional way of life. Still, I asked him, “What happened?”
“My doctors were all dead.”
This article is adapted from new material being published in the second edition of “Blue Zones,” by Dan Buettner, out next month from National Geographic.

Thursday, March 01, 2012

Go not to the temple.......by Rabindranath Tagore

Go not to the temple to put flowers upon the feet of God,
First fill your own house with the Fragrance of love...

Go not to the temple to light candles before the altar of God,
First remove the darkness of sin from your own heart...

Go not to the temple to bow down your head in prayer,
First learn to bow in humility before your fellowmen...

Go not to the temple to pray on bended knees,
First bend down to lift someone who is down-trodden. ..

Go not to the temple to ask for forgiveness for your sins,
First forgive from your heart those who have sinned against you.

Monday, February 27, 2012

മാളികമുറ്റത്തേ (കാല്‍പ്പാടുകള്‍ )

മാളികമുറ്റത്തെ മാവിനെ മോഹിച്ചു
മാടത്തിന്‍ മുറ്റത്തെ പൂമുല്ല.. പൂമുല്ല...
(മാളികമുറ്റത്തെ...)

ആരാരും കാണാതെ ആരോടും ചൊല്ലാതെ
ആയിരം പൂക്കളാല്‍ പൂജിച്ചു
ആ മാറില്‍ ചുറ്റുവാന്‍ ദാഹിച്ചു
ആ മാറില്‍ ചുറ്റുവാന്‍ ദാഹിച്ചു...
(മാളികമുറ്റത്തെ...)

കതിരോനറിഞ്ഞീല കാറ്റും അറിഞ്ഞീല
കല്‍ക്കണ്ട മാവും അറിഞ്ഞീല
കൈ നീട്ടി തേന്‍മാവിന്‍ കാലില്‍ പിടിക്കുവാന്‍
കാട്ടിലെ മുല്ലയ്ക്ക് വ്യാമോഹം
കേട്ടാല്‍ ഞെട്ടുന്ന വ്യാമോഹം... ആരും
കേട്ടാല്‍ ഞെട്ടുന്ന വ്യാമോഹം...
(മാളികമുറ്റത്തെ...)

മാവിനും മുല്ലയ്ക്കും മദ്ധ്യേ ഉണ്ടൊരു
മാനം മുട്ടുന്ന മുള്‍വേലി
തൊട്ടുകൂടായ്മയും തീണ്ടലും കൂടി
കെട്ടിപ്പടുത്തൊരു മുള്‍വേലി....

Monday, February 13, 2012

അപ്പോഴെ ഞാന്‍ (ക്രിസ്തുമസ്‌ രാത്രി ) - പി ഭാസ്ക്കരൻ, കമുകറ,എ പി കോമള

അപ്പോഴെ ഞാൻ പറഞ്ഞീലേ
പ്രേമം കയ്പ്പാണു നെല്ലിക്ക പോലെ

കാഞ്ഞിരക്കുരുവാണു മുന്നേ
നല്ല കൽകണ്ടമാണതു പിന്നെ
വീഴുന്ന കണ്ണീരിൻ ഉപ്പും പിന്നെ
വിരഹത്തിൻ കയ്പ്പും ചവർപ്പും (അപ്പോഴെ..)

അപ്പോഴെ ഞാനറിഞ്ഞല്ലോ
ചൊല്ലും ഇപ്പുതുവേദാന്തമാകെ
വിണ്ണിലെക്കനികളെക്കാളും മണ്ണിൻ
നെല്ലിക്കയാണെനിക്കിഷ്ടം
മറ്റെന്തിനെക്കാളുമിഷ്ടം
ഇതിൽ മറ്റുള്ളോർക്കെന്തുണ്ടു നഷ്ടം ? (അപ്പോഴെ..)

ആപത്തിൻ പുഴകളിൽ വീഴും -- പൊങ്ങും
അപവാദച്ചുഴിയിൽ നാം താഴും
കണ്ണീരാൽ നാദ്യത്തിലോളം
പിന്നെ കല്യാണസംഗീതമേളം

അപ്പോഴെ നാമറിഞ്ഞല്ലോ
പ്രേമം കയ്പാണു നെല്ലിക്കപോലെ

Tuesday, January 17, 2012

അളകനന്ദാതീരം

Vidhyadharan വിദ്യാധരന്‍
Lyricist(s) ONV Kurup ഓ എന്‍ വി കുറുപ്പ്
Year Uncategorized
Singer(s) Sujatha സുജാത

ആ..ആ.ആ.ആ
അളകനന്ദാ തീരം അരുണസന്ധ്യാനേരം
പൗർണ്ണമി പോലെ തെളിയുവതാരോ
താപസകന്യകയോ ഒരാശ്രമകന്യകയോ
(അളകനന്ദാ..)

പതിവുള്ള പോലെ നീ കുടമുല്ല പൂ നുള്ളി
മാല കൊരുക്കാത്തതെന്തേ
ഇതു വരെ പൂക്കാത്ത ചെമ്പകത്തൈക്കു നീ
നീരു കൊടുക്കാത്തതെന്തേ
സ്വപ്നരഥമേറിയൊരാൾ വന്നുവോ
പുഷ്പശരമേറ്റു മനം നൊന്തുവോ
(അളകനന്ദാ..)

എന്തിനു ദൂരെ നീ മിഴി നട്ടു കേളീ
കമലദളം നുള്ളി നിന്നു
അകലെ നിലാക്കുയിൽ പാടും വിലോലമാം
പാട്ടിനു നീ ചെവിയോർത്തു
സ്വപ്നരഥമേറിയൊരാൾ വന്നുവോ
പുഷ്പശരമേറ്റു മനം നൊന്തുവോ
(അളകനന്ദാ..)

Wednesday, December 14, 2011

Ennu varum nee (Kannaki) എന്നു വരും നീ (കണ്ണകി )

എന്നുവരും നീ എന്നുവരും നീ
എന്റെ നിലാപ്പന്തലില്‍ വെറുതേ
എന്റെ കിനാപ്പന്തലില്‍
വെറുതേ കാണാന്‍ വെറുതേ യിരിക്കാന്‍
വെറുതേ വെറുതേ ചിരിക്കാന്‍ തമ്മില്‍
വെറുതേ വെറുതേ മിണ്ടാന്‍

നീയില്ലെങ്കില്‍ നീവരില്ലെങ്കില്‍
എന്തിനെന്‍ കരളില്‍ സ്നേഹം വെറുതേ
എന്തിനെന്‍ നെഞ്ചില്‍ മോഹം
മണമായ് നീയെന്‍ മനസ്സിലില്ലാതെ
എന്തിനു പൂവിന്‍ ചന്തം വെറുതേ
എന്തിനു രാവിന്‍ ചന്തം
എന്നുവരും നീ എന്നുവരും നീ......

ഓര്‍മ്മയിലെന്നും ഓമനിപ്പൂഞാന്‍
തമ്മില്‍ കണ്ടനിമിഷം നമ്മള്‍
ആദ്യം കണ്ട നിമിഷം
ഓരോ നോക്കിലും ഓരോ വാക്കിലും
അര്‍ത്ഥം തോന്നിയ നിമിഷം ആയിരം
അര്‍ത്ഥം തോന്നിയ നിമിഷം
എന്നുവരും നീ എന്നുവരും നീ

Monday, December 12, 2011

ഓത്തുപള്ളയിലന്നുനമ്മള്‌ പോയിരുന്ന കാലം

Othupalliyil (Thenthulli)
ഓത്തുപള്ളിയില്‍ (തേന്‍ തുള്ളി )

K Raghavan കെ രാഘവന്‍
Lyricist(s) PT Abdurahiman പി ടി അബ്ദുറഹ്‌മാന്‍
Year 1979
Singer(s) VT Murali വി ടി മുരളി


ഓത്തുപള്ളയിലന്നുനമ്മള്‌ പോയിരുന്ന കാലം
ഓര്‍ത്തകണ്ണീര്‍ വാര്‍ത്തുനില്‍ക്കയാണ്‌ നീലമേഘം
കോന്തലക്കല്‌ നീയെനിക്കായി കെട്ടിയ നെല്ലിക്ക
കണ്ടുചൂരല്‌ വീശിയില്ലേ നമ്മുടെ മൊല്ലാക്ക

പാഠപുസ്‌തകത്തില്‍ മയില്‍പ്പീലിവെച്ചുകൊണ്ട്‌
പീലിപെറ്റ്‌ കൂട്ടുമെന്ന്‌ നീപറഞ്ഞ്‌ പണ്ട്‌
ഉപ്പുകൂട്ടി പച്ചമാങ്ങ നമ്മളെത്ര തിന്ന്‌
ഇപ്പൊഴാ കഥകളേനീ അപ്പടീമറന്ന്‌

കാട്ടിലെ കൊളാമ്പിപ്പൂക്കള്‍ നമ്മളെ വിളിച്ച്‌
കാറ്റുകേറും കാട്ടിലെല്ലാം നമ്മളും കുതിച്ച്‌
കാലമാമിലഞ്ഞിയെത്ര പൂക്കളെ കൊഴിച്ച്‌
കാത്തിരിപ്പും മോഹവും ഇന്നെങ്ങനെ പിഴച്ച്‌

ഞാനൊരുത്തന്‍ നീയൊരുത്തി നമ്മള്‍ രണ്ടിടക്ക്‌
വേലികെട്ടാന്‍ ദുര്‍വിധിക്ക്‌ കിട്ടിയോ മിടുക്ക്‌
എന്റെ കണ്ണുനീരുതീര്‍ത്ത കായലിലിഴഞ്ഞ്‌
നിന്റെ കളിത്തോണി നീ പോകുമോ തുഴഞ്ഞ്‌

Friday, December 02, 2011

ആള്‍ത്തിരക്കിലും (ഉത്തരം ) ONV

Aalthirakkilum (Utharam)
YouTube Link

സ്‌നേഹിക്കുന്നു ഞാന്‍ ഈ ലിലാക് പൂക്കളെ
സ്‌നേഹത്തിന്റെ ഈ കുഞ്ഞുമുഖങ്ങളെ
കാടെരിയുന്നപോലെ പൂവിട്ടൊരീ
വാകയെ, പൈന്‍ നിരകളെ...
സൌരഭം വാരിവാരിച്ചൊരിയും വയണയെ
ചാരുനീല തൃണദലശയ്യയെ...
സ്‌നേഹിക്കുന്നു ഞാന്‍ ഈ ദേവഭൂമിയെ
സ്‌നേഹിക്കുന്നു ഞാന്‍ വെറുതേ
വെറുതേ ഞാന്‍....



ആള്‍ത്തിരക്കിലും ഏകാകിനിയായ്
കാത്തുനില്‍ക്കുന്നതാരെ നീ ചൊല്ലൂ
നിന്നണുക്കളില്‍ പോലും ശിശിരം
നിര്‍വൃതിസ്‌പന്ദനങ്ങള്‍ പകര്‍ന്നു
ലോലമാം പത്രകഞ്ചുകമൂര്‍ന്നു പോവതും
നീയറിയാതെ നിന്നു....
എങ്കിലും വസന്താഗമമോര്‍ത്തു
നിന്‍ മുഖമിന്നരുണിമയാര്‍ന്നു
എത്ര കാലമീ പൂവിടല്‍, നാളെ
ചൈത്രവും വിടവാങ്ങുകയില്ലേ

Friday, November 25, 2011

ഇന്നലെ എന്റെ നെഞ്ചിലെ (ബാലേട്ടന്‍ )

YouTube Link

ഇന്നലെ എന്റെ നെഞ്ചിലെ കുഞ്ഞു
മണ്‍വിളക്കൂതിയില്ലേ.. കാറ്റെന്‍
മണ്‍വിളക്കൂതിയില്ലേ..
കൂരിരുള്‍ക്കാവിന്റെ മുറ്റത്തെ മുല്ലപോൽ
ഒറ്റയ്ക്കു നിന്നില്ലേ ഞാനിന്നൊറ്റയ്ക്കു നിന്നില്ലേ..

ദൂരേനിന്നും പിന്‍വിളികൊണ്ടെന്നെ ആരും വിളിച്ചില്ല
കാണാക്കണ്ണീരിന്‍ കാവലിന്‍ നൂലിഴ ആരും തുടച്ചില്ല
ചന്ദന പൊന്‍ചിതയില്‍ എന്റെ അച്ഛനെരിയുമ്പോള്‍
മച്ചകത്താരോ തേങ്ങിപ്പറക്കുന്നതമ്പലപ്രാവുകളോ..
അമ്പലപ്രാവുകളോ...

ഉള്ളിന്നുള്ളില്‍ അക്ഷരപ്പൂട്ടുകളാദ്യം തുറന്നുതന്നു
കുഞ്ഞിക്കാലടിയോരടി തെറ്റുമ്പോള്‍ കൈ തന്നു കൂടെവന്നു
ജീവിതപ്പാതകളില്‍ ഇനി എന്നിനി കാണും നാം
മറ്റൊരു ജന്മം കൂടെ ജനിയ്ക്കാൻ പുണ്യം പുലര്‍ന്നീടുമോ..
പുണ്യം പുലര്‍ന്നീടുമോ..

Thursday, November 17, 2011

ഇരുകണ്ണീര്‍ത്തുള്ളികള്‍ (ഇരുട്ടിന്റെ ആത്മാവ് )

Irukanneerthullikal (Iruttinte Aathmaavu)
ഇരുകണ്ണീര്‍ത്തുള്ളികള്‍ (ഇരുട്ടിന്റെ ആത്മാവ് )
Song ID : 852 | Movie ID : 3318
Musician MS Baburaj എം എസ്‌ ബാബുരാജ്‌
Lyricist(s) P Bhaskaran പി ഭാസ്ക്കരൻ
Year 1967
Singer(s) S Janaki എസ് ജാനകി
Raga(s) Used Darbari Kaanada ദര്‍ബാരി കാനഡ

MS Baburaj
P Bhaskaran

You Tube link

S Janaki

ഇരു കണ്ണീര്‍ത്തുള്ളികള്‍ ഒരു സുന്ദരിയുടെ
കരിമിഴികളില്‍ വച്ചു കണ്ടു മുട്ടി
കണ്ടു മുട്ടീയവര്‍ കണ്ടു മുട്ടി - പിന്നെ
കണ്ടു വന്ന സ്വപ്നത്തിന്‍ കഥ ചൊല്ലി

താമരപ്പൊയ്കയിലെ അരയന്നങ്ങളെപ്പോലെ
പ്രേമത്താല്‍ പരസ്പരം കൈ നീട്ടി(ഇരു)

അടുക്കുവാനവര്‍ക്കെന്നും കഴിഞ്ഞതില്ല
അകലത്താണകലത്താണിരു പേരും
കവിളിലേയ്ക്കൊഴുകുമ്പോള്‍ ഒരുമിയ്ക്കാമെന്നോര്‍ത്തു
കരളില്‍ പ്രതീക്ഷയുമായ്‌ യാത്ര തുടര്‍ന്നു
കരളില്‍ പ്രതീക്ഷയുമായ്‌ യാത്ര തുടര്‍ന്നു..
(ഇരു കണ്ണീര്‍)

അടുത്തതില്ല അവര്‍ അടുത്തതില്ല
ഒരു നെടുവീര്‍പ്പിന്‍ കൊടുങ്കാറ്റില്‍ അകന്നു പോയീ
മരണത്തിന്‍ ഭീകര മരുഭൂവില്‍ വീണൊരു
മഴത്തുള്ളി പോലെയവര്‍ തകര്‍ന്നു പോയി
മഴത്തുള്ളി പോലെയവര്‍ തകര്‍ന്നു പോയി
(ഇരു കണ്ണീര്‍)

Monday, November 07, 2011

"Why Don't We Try to Be India's Most Respected Company?"

"Why Don't We Try to Be India's Most Respected Company?"
An Interview with N.R. Narayana Murthy by Anand P. Raman




He may not appear to be one, but N.R. Narayana Murthy is quite the contrarian. At a time when few Indians felt they could become entrepreneurs, he founded Infosys with just $1,000 in the bank. When no one believed that India could offer the world high-tech products, he dared to develop software services for export. In an era when conducting business ethically was virtually unheard of, he created a values-based corporation. Today, as public anger against rampant corruption in India boils over, Infosys faces a turning point, with Murthy stepping down as chairman. In this edited conversation with HBR’s Anand P. Raman, Murthy reflects on his tenure and explains that for companies to be financially successful and good, leaders must demonstrate that values matter at every turn, with every employee.

Photography: Ayush Ranka

HBR: “Powered by intellect, driven by values”—that’s the Infosys credo. How could you imagine creating a values-driven company in the India of 1981, where corruption, nepotism, and profiteering were—and by all accounts still are—a way of life?

Murthy: In May 1981, seven of us crowded into the tiny bedroom of my rented apartment in Mumbai. I had decided to quit my job to create a professionally managed software company and had invited six colleagues to join me. The meeting was to develop our vision for the new company. One of us suggested that we should try to become India’s largest software company. Someone else said that our goal should be to become the country’s biggest job creator. A third opinion was that we should strive to be the software firm with the highest market capitalization. When my turn came, I pushed back on those ideas, saying, “Why don’t we aim to be India’s most respected company?”

What did you mean by that in practice?

If we sought respect from all our stakeholders, I felt, we would achieve our vision. If you seek respect from customers, that means you must deliver what you promise. If you seek respect from employees, you must treat them fairly and with dignity. If you seek respect from investors, you must operate with transparency and accountability. If you seek respect from vendor-partners, you must deal with them on merit. If you seek respect from governments, you must never violate any laws. If you seek respect from society, you must live in harmony with it and create goodwill. If we could do all that, I argued, we would attract customers, employees, vendors, and investors; revenues, profits, and market capitalization would follow.

After much discussion, we agreed to create a values-based organization. The vision statement we drafted that night was to be India’s most respected company delivering best-of-breed technology solutions and employing best-in-class professionals. The conversation also laid the foundation for Infosys’s value system: C-LIFE, which stands for Client focus; Leadership by example; Integrity and transparency; Fairness; and Excellence in everything we do. Our vision was the answer to the question, What are we trying to achieve collectively? The values answered the query, How will we achieve the vision?

Why would you wish to seek respect—not profit, as other entrepreneurs do? Didn’t your cofounders think you were being idealistic or inauthentic?

Not at all. Seeking respect was natural for us. We were all were born into Indian middle-class families and had developed a strong sense of values from childhood. Our parents taught us the importance of education, hard work, decency, courtesy, honesty, respect for others, and putting the community’s interest ahead of that of the individual. Our external role models were our teachers, both in school and university, who taught us to be inquisitive, analytical, articulate, and team-oriented. Setting up a values-based company was therefore like a reflex action for us—like breathing.

Since we came from the middle class, our financial expectations were not very high. Making money wasn’t essential; earning respect was. Business would come, we believed.

In preliberalization India, where the government regulated business extensively and paying bribes was essential to getting things done, wasn’t Infosys at a disadvantage because of your convictions?

When you say that you are committed to values, it implies that you are willing to pay a price for them. Otherwise, there is no meaning in saying you are a values-driven company.

Can you give me an example?

Let me tell you a story that I often tell our people. In February 1984, Infosys decided to import a super minicomputer so that we could start developing software for overseas clients. When the machine landed at Bangalore Airport, the local customs official refused to clear it unless we “took care of him”—the Indian euphemism for demanding a bribe. A delay could have meant the end for us before we had even started. When an Infosys manager informed me about the problem, my only question was, “What is the alternative to paying a bribe?” The manager hesitantly replied that we could pay a customs duty of 135% and then appeal for a refund. I told him: “Do that.”

We didn’t have enough money to pay the duty and had to borrow it. However, because we had decided to do business ethically, we didn’t have a choice. We would not pay bribes. We effectively paid twice for the machine and had only a slim chance of recovering our money. But a clear conscience is the softest pillow on which you can lay your head down at night.

Apart from providing a good night’s rest, did any business benefits accrue to Infosys because of your principled stand? You suffered from a competitive disadvantage, I’m sure, since not all your rivals—except TCS and Wipro—followed your example.

It takes time to benefit from putting values first. You feel the pain immediately and you reap the gains only in the long run. The customs episode immediately sent a signal that Infosys’s leaders would back employees whenever they chose to take values-based decisions. It gave our people the confidence to follow the right path, even when everyone around them was bending the rules. It also boosted their enthusiasm; they became more committed to the company and more productive. It took just a few years for corrupt officials to stop approaching us for favors. Because of Infosys’s ethical image, our clients entrusted us with increasingly bigger projects. Our values have thus become our advantage, gaining us larger revenues, top-flight talent, and great investors and earning us the respect of governments and societies.

How did you deal with senior executives in developed countries who wanted their palms greased? Adhering to values must have been tougher in those cases; outsourcing is a cutthroat business.

To our clients and their representatives, we have always offered our sincere thanks, deep commitment, hard work—and nothing else. We have had an extraordinary set of values-based customers, but there are always exceptions. In the early years, I remember, Infosys bid for a $1 million contract from a large enterprise in a developed economy. When I visited the company, the CIO invited me out for dinner. During the meal, he mentioned several times how much he desired a particular car. Each time, he followed that up by saying that it would be nice if Infosys landed the contract. I guess I was naive. I kept turning it into a joke, saying that while it would be easy for him to buy the car, bagging the contract over the competition wasn’t as simple. Finally, the CIO decided to be blunt: “Why don’t you buy me that car and I will award you the contract?” he said. That’s when I realized that he was asking for a bribe. I politely told him that Infosys didn’t do such things, and the dinner ended quickly. The CIO didn’t get his car, but Infosys got the contract, by the way. You have to learn to stand by your principles; it’s wrong to believe you have to bribe your way to success.

Surely, it isn’t as simple as that. Don’t you have to be willing to walk away from customers, segments, and even markets? Why did Infosys exit the packaged software business in India in the late 1980s?

You’re right; we had to give that up because we wanted to do business by the book. In those days, we used to import and distribute software packages. The government of India used to levy a customs duty of 135% on imported software packages, but most companies manipulated their invoices to avoid paying duties. This enabled our rivals to reduce the landed cost of software, which was good for the customer, I guess. However, my colleagues and I decided that we would not follow that practice even though it wasn’t illegal, according to many lawyers. Infosys needed the cash flow, but since we wouldn’t operate in a gray area, we couldn’t successfully pursue that opportunity. Getting out was a no-brainer for us.

Isn’t it enough for a good company to follow the laws?

A good company must always go beyond following the law. Ethical behavior transcends legal compliance: It’s about satisfying your conscience, whereas legal compliance is about satisfying the authorities. Let’s say I am walking alone on a deserted path along the Charles River in Cambridge, when I see a $100 bill lying on the ground. There is no one around and no house for miles. No one will know if I pick up the money and walk away. I can hand over that bill to the police, or I can spend the money. Spending it may not be illegal, but it would be unethical. That, to me, is a value—something that stays with you even when you are alone.

Does Infosys have a zero tolerance policy?

Whenever we receive a complaint that an employee is violating our values, we investigate it, give a fair chance to the individual to argue his or her case, come to a conclusion, and take action. We have let several extraordinarily bright and useful people go because they violated the spirit or the letter of our value system. For instance, we fired a project manager for fudging a taxi bill to the tune of $40. He was a crucial member of the team, but our zero tolerance policy would not allow us to continue to employ him.

We also applaud good behavior. As part of our annual awards function, we honor the individual who, according to his or her peers, has demonstrated the best commitment to our values that year.

Not every manager in Infosys has always adhered to its values. Take the former head of Infosys’s worldwide sales, whose executive assistant in the U.S. accused him of sexual harassment. He had to resign, and Infosys and its insurers paid over $3 million to settle the charges in 2002. How could something like that happen in a values-based company?

I would prefer not to comment on the case, which still saddens me. The person was brilliant, a star performer, brought lots of value to the company, and many considered him my favorite! Still, the moment I learned of the issue, I initiated an investigation and informed the board. The board made a considered decision, and we implemented it immediately. The individual concerned paid a price for his mistake, and the chapter is now closed.

Infosys has recently been accused of breaking U.S. visa laws by providing full-time workers with visas meant only for visitors. That doesn’t sound like something an ethical company would do.

I can’t comment on that, either; the matter is sub judice. I can say only that I am saddened that Infosys has been issued a subpoena by a U.S. grand jury.

Should CEOs be totally honest with shareholders, or are there things they are better off not knowing?

Let the good news take the stairs, but make sure the bad news takes the elevator, I always say. Companies must be honest with all stakeholders except on issues that may create asymmetry of information and lead to insider trading. Infosys has demonstrated complete transparency in dealing with our investors, which has always worked in our favor. We learned that in 1995, while waiting for approval from the Reserve Bank of India to open a sales office abroad. We decided to invest the amount allocated for the purpose in the stock market, hoping to make a quick return. Unfortunately, we incurred a significant loss on our investment. At that time, according to the Indian GAAP, Infosys need not have provided the details of its loss to shareholders. But we believed that this was a moment to demonstrate our commitment to the Infosys principle, when in doubt, disclose. We went public with the details, and to our delight, Infosys shareholders took our disclosure as a sign of our transparency and didn’t punish us in any way.

Does Infosys’s reputation as a values-based firm put pressure on you to do more in other areas?

As Infosys has grown, society’s expectations have risen. People expect us to be environmentally conscious; to lead a movement to improve the standards of corporate governance; to help the community when there are floods and other calamities. It isn’t just the man on the street who demands that—our 130,000-plus employees do, too. They’re smart, draw their own conclusions, and question us. Infosys must meet those expectations if it isn’t to lose employees’ hearts, and we do our best on all those counts.

Since you are unlikely to believe that business should be business’s only business, how broadly do you define Infosys’s social contract?

Don’t get me wrong: Maximizing shareholder value is essential. If Infosys doesn’t do that, we won’t be strong and will not be able to serve any stakeholders. However, we must maximize shareholder value legally, ethically, and fairly.

The best index of a corporation’s success is its longevity, which comes from living in harmony with society. We achieve that objective in many ways. Fifteen years ago, we set up the Infosys Foundation, to which we contribute a certain percentage of our profits every quarter, to address some of the basic needs of the poorest of the poor in India and the United States. In India, the foundation has built hospitals and homes for the destitute, given scholarships to poor children, built libraries in over 15,000 villages, and rehabilitated prostitutes. We have donated PCs to thousands of schools in India. In the United States, we support initiatives to improve science and mathematics education in inner city schools.

You said that values govern your decisions about whether or not to enter businesses and countries. Are Infosys’s values therefore part of its strategy process?

Yes. Strategy is what we have to do to create and maintain sustainable differentiation vis-à-vis competitors. One aspect of our differentiation is our emphasis on values. Our values give our customers confidence that we will deliver on our promises, stand by them in every situation, and that we will spare no efforts to make them look good in front of their customers. Still, values cannot be just part of the strategy process; they have to be second nature for everyone in the organization.

Which brings us to the key question: How do you sustain a values-driven culture when the company is growing at over 50% per annum, its operations are globalizing, and more than 30,000 young people join the firm while 10,000 leave every year?

For many years, Infosys’s values system was unwritten but well practiced. In 1998, we decided to document it. Our employees come from different nationalities, genders, religions, and political points of view, so we have to work to transform that plurality into a shared worldview of ethics and values.

Infosys has a three-step process for disseminating the C-LIFE system: Communication, engagement, and enablement. C-LIFE sessions are mandatory for new entrants and lateral hires. We use Infy TV and Infy Radio to spread Infosys’s convictions about values, and we have created points of contact for solving ethical dilemmas. A C-LIFE manual works as a ready reckoner for employees. Our 700 leaders are constantly reinforcing our values; many spend their lunch breaks with young employees, discussing our values.

What is the role you personally play in communicating Infosys’s values?

From the day I started Infosys, I made it a point to address every new batch of employees. I told them that I could guarantee them only three things. One, every Infosys transaction will enhance their respect and dignity. Two, the company will conduct itself in a fair, transparent, and ethical manner, so they will never have to hang their heads in shame. Three, they will learn three times more at Infosys than at any other company.

I then recount the Infosys story, lacing it with anecdotes about the difficulties we faced, the bold decisions and sacrifices we made, and how we resolved ethical and moral dilemmas. I describe our progress: From a 100-square-foot office (my bedroom) to 28 million square feet of space today; from $250 of capital to a market capitalization of $36 billion; from a $10,000 kitty to $3.8 billion of cash today. Yet, we didn’t lose our health, suffer psychological trauma, or break up our families because we followed a values system.

Managers often say that leaders don’t walk the talk when it comes to values. How do Infosys’s leaders avoid that trap?

The best instrument for gaining trust is leadership by example. Most leaders forget that employees and stakeholders are watching them closely and that their every action will be discussed, lauded or criticized, and, often, imitated. Leaders have to be careful not to create dissonance between what they say and do. When we set up Infosys, I took a cut in pay while my colleagues got small increases. Similarly, we awarded 70% of Infosys’s equity to people who had hardly 18 months of experience. Decisions like these gave Infosys’s employees confidence in their leaders. My younger colleagues didn’t hesitate to make sacrifices later because they had seen me do so from the start.

We also follow protocols about punishments whether the person is a CEO or a janitor. On at least three occasions, board members have had to pay heavy penalties for what could be considered minor infractions. Setting an example at the top is the best way to instill confidence throughout the company.

Before this interview is published, you will step down as Infosys’s chairman, a position you held for three decades. How confident are you that Infosys will continue to be a values-driven company?

Listening to your conscience helps you do the right thing, so every employee—or Infoscion, as we call them—must be guided by that inner voice in making every decision. As long as Infosys’s leadership continues to foster an environment in which employees feel a responsibility to their conscience, it will deliver results.

After August 20, 2011, my title will be chairman emeritus; I will no longer have a role in strategy formation or execution. However, every Infoscion will have the right to consult me, particularly on issues relating to our values. I hope to help Infosys continue to be strong and adhere to its values even in moments of great temptation.

Friday, November 04, 2011

Idolize Bill Gates, Not Steve Jobs

Both leaders are highly admirable, but Gates used his talents in ways that stretch further beyond the business world, says Harvard scholar Maxwell Wessel



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Posted on Harvard Business Review: November 1, 2011 12:29 PM

By Maxwell Wessel

Apple is undoubtedly the gold standard of today’s tech world. In fact, it’s probably the gold standard of American industry at the moment. Its innovative design, user interface, and ecosystem make it a titan in any category it enters. And it’s clear that Steve Jobs was the reason Apple rose to its current heights from the brink of bankruptcy. In the wake of his death, HBR espoused his greatness — something I’ve done as well. And he was great. Steve Jobs has likely been our generation’s most important leader in the world of business. But Steve Jobs is not the most important leader from the world of business. While Jobs should be who MBAs and industrial designers try to emulate, I’m not sure he’s who we should idolize. That respect should be bestowed on someone we talk less and less about, Bill Gates.

Both Jobs and Gates had immeasurable impacts on the world. Apple ushered in the era of personal computing in many respects. Microsoft’s platform made it possible for a generation of computer scientists to learn and flourish. Apple seems to have perfected the art of delivering fantastic consumer products. Microsoft has worked diligently to make the enterprise more and more efficient. Regardless of which camp you fall in today, it’s impossible to deny each corporation’s contribution. Jobs and Gates each deeply respected each other’s contributions.

But at the end of his life, Steve Jobs worried about Apple, Inc. Walter Isaacson quoted the wizard of Cupertino saying, “Hewlett and Packard built a great company, and they thought they had left it in good hands. But now it’s being dismembered and destroyed. I hope I’ve left a stronger legacy so that will never happen at Apple.” At the end of his life, Jobs saw his legacy as Apple.

Bill Gates stepped away from Microsoft in 2006 and, despite the company’s growing troubles in the face of the mobile disruption, has devoted his genius to solving the world’s biggest problems, despite the fact that solving those problems doesn’t create profit or fame.* Gates committed his talents to eliminating diseases, increasing development standards, and generally fighting inequality.

Since 1994, the Bill & Melinda Gates Foundation amassed an endowment of over $31 billion in funds to fight the world’s most difficult issues. But it hasn’t merely accumulated funds, the foundation has already given away over $25 billion. Those aren’t trivial numbers. In seventeen years, the foundation has raised and given away more than one-tenth of Apple’s extraordinary market capitalization. While the developed world takes things like clean water, basic healthcare, and the availability of food for granted — there are billions of human beings that don’t have such fundamental resources.

Gandhi famously said, “Be the change you want to see in the world.” I don’t doubt that, in recent years, both Gates and Jobs did just that. Jobs made the world more beautiful and the billion of us with resources loved him for it. Gates is making the world ideal, and the billions of us with no voice will be forever impacted.

Yesterday, I read a note Gates wrote to members of the Harvard community. It speaks for itself:

I hope you will reflect on what you’ve done with your talent and energy. I hope you will judge yourselves not on your professional accomplishments alone, but also on how well you work to address the world’s deepest inequities, on how well you treat people a world away who have nothing in common with you but their humanity.

Those are not the words of a leader of business. Those are the words of a leader of people. Those are the words of an idol.

As much as I love Apple, Inc, I would happily give up my iPhone to put food on the plates of starving children. Steve Jobs turned his company into a decade long leader in the truly new space of mobile computing. Bill Gates decided to eliminate malaria. Who do you think we should be putting up on a pedestal for our children to emulate?

പഴയൊരു രജനി തന്‍ കഥയോര്‍ക്കുന്നു ...

Pazhayoru Rajanithan (Naayika)
Song ID : 193238 | Movie ID : 6940
Musician MK Arjunan എം കെ അര്‍ജ്ജുനന്‍
Lyricist(s) Sreekumaran Thampi ശ്രീകുമാരന്‍ തമ്പി
Year 2011
Singer(s) KJ Yesudas കെ ജെ യേശുദാസ്
Raga(s) Used Chenchurutty ചെഞ്ചുരുട്ടി
Actors Jayaram,Padmapriya

പഴയൊരു രജനി തന്‍ കഥയോര്‍ക്കുന്നു
പാടിയ പാട്ടിന്‍ ശ്രുതിയോര്‍ക്കുന്നു
പഴയൊരു രജനി തന്‍ കഥയോര്‍ക്കുന്നു
പാടിയ പാട്ടിന്‍ ശ്രുതിയോര്‍ക്കുന്നു
അവളെന്‍ മടിയില്‍ കിടന്നിരുന്നു
അടിമുടി തരിച്ചൊരു മണിവീണ പോലെ
അവളെന്‍ മടിയില്‍ കിടന്നിരുന്നു
(പഴയൊരു)

പതിനാലാം ചന്ദ്രികയായിരുന്നു
പ്രാസാദം പനിനീരില്‍ കുളിച്ചിരുന്നു
ആ ... ആ ...
പതിനാലാം ചന്ദ്രികയായിരുന്നു
പ്രാസാദം പനിനീരില്‍ കുളിച്ചിരുന്നു
കളഭത്തിന്‍ മണമുള്ള കാറ്റ് വന്നു
കണ്മണി തന്‍ മാറില്‍ മദം പകര്‍ന്നു
ശരിയും തെറ്റും ഞാന്‍ മറന്നു
(പഴയൊരു )

പൂങ്കാവില്‍ നിറമാലയായിരുന്നു
ഇരവാകെ കളിത്താളം ഒഴുകിവന്നു
പൂങ്കാവില്‍ നിറമാലയായിരുന്നു
ഇരവാകെ കളിത്താളം ഒഴുകിവന്നു
പലപല കരമുദ്രയോര്‍മ്മവന്നു
പരിഭവിച്ചോമനയൊതുങ്ങി നിന്നു
ശരിയും തെറ്റും ഞാനറിഞ്ഞു
(പഴയൊരു )

Thursday, October 27, 2011

Why Digital Talent Doesn’t Want To Work At Your Company

FC Expert Blog

BY FC EXPERT BLOGGER AARON SHAPIROToday

Some digital companies are hiring--and in fact are in hot competition for certain types of employees. But you don't have to be Google to attract top-tier talent.



Why doesn't digital talent want to work at your company? It’s not because you’re a consumer packaged goods company, rather than Google. It’s not because you’re in Ohio instead of Silicon Valley. It’s not because your salaries are too low, or because you don’t offer free food and laundry services.
It’s because you’re not providing them the right opportunity. The talent you want would be happy to work in an un-air-conditioned garage in New Mexico if it meant the chance to change the world.
This, the opportunity to do great things, to make a real difference, is what drives most digital talent--whether they’re developers, designers, producers, marketers or business folks.
Most companies don’t offer this, so they skip your company and work somewhere that’s more innovative and exciting. End of story. But the good news is that you can offer them something exciting and great. The promise of changing a giant, behind-the-times organization into an Internet-savvy business is an incredibly exciting challenge and a big way for ambitious people to make an impact.
But it takes more than lip service to make the sale. Job candidates and new hires with digital chops must truly believe in the company’s dedication to digital transformation and they must see that they are empowered to make this change. Trouble is, many big businesses aren’t structured to deliver on this type of opportunity. The attributes of a soul-crushing, Sisyphean, anti-digital workplace run deep.
Digital talent won’t want to work at your company if:
Every element of their work will be pored over by multiple layers of bureaucracy. Even if that’s how the rest of the company operates, it can’t spill into the digital department. In a technology environment, new products and businesses spring up daily and a new endeavor can go from conception to launch in a matter of months. Reining in the momentum will be read as inaction and a clear signal the company isn’t willing to grasp the new way of the world.
Mediocre is good enough. While clocking out at 5 p.m. is attractive to some, it will discourage digital talent. They want to be expected to do something great. They want to be pushed. They care about their work. Their leadership, and those they rely on to get things done, must match their appetite for success.
Trial and error is condemned. The freedom to try out new ideas allows employees to take initiative, make decisions, and learn from their mistakes. It also demonstrates an attractive and inspiring entrepreneurial spirit.
Your company is structured so it takes a lifetime to get to the top, and as such there are no digital experts in company-wide leadership positions. Digital talent--often in their 20s and 30s--need to see a clear path for uninhibited career development that’s based on merit, not years spent, and that’s beyond the confines of the digital department. If they don’t, they won’t see a reason to stay with the company in the long term.
Your offices are cold, impersonal and downright stodgy. It may sound like it conflicts with the “you don’t need to be in Silicon Valley point,” but appreciate the nuance. A traditional office layout is designed to communicate power among certain individuals and barriers between departments. This does not support the collaborative ethos which is intrinsic to the web. Companies should do everything possible to provide the digital team friendlier, open office space. A location in a hip, young neighborhood (which surely exists in every mid- to large-sized city) is also a big plus.
When all of these digital-talent deterring points are addressed, company leadership has effectively and proactively demonstrated the company’s dedication to a digital transformation. It is at this time that their words, a broadly communicated firm stance on the significance of the company’s digital goals, will make the most impact. Without this conspicuous top-down support, politics in the organization or simply one influential disbeliever can hinder the effort, limit the extent of digital integration possible, and discourage valuable employees.
You need them more than they need you. Demand for their services is so high, they can afford to be finicky. If they don’t like where they’re working, another firm with a more attractive culture and more grand opportunity will quickly swipe them up. That could be your company. But it could just as easily be someone else.
Related articles:
Want To Keep (And Motivate) Your Best Employees? It's Not About The Money

How To Discover Amazing Talent For Your Startup

Your Next High-Paying Job May Be In An Industry That Was Never On Your Radar

What It Takes To Get A Job At Google
Adapted from Users Not Customers: Who Really Determines the Success of Your Business (Portfolio), by Aaron Shapiro, CEO of HUGE, a digital agency that helps companies including PespiCo, Comcast, Target, HBO, and Unilever reimagine how they interact with their customers and manage their business in the online economy. Visit aaronshapiro.com.

Sunday, October 23, 2011

കാണാ മുള്ളാല്‍ (സാള്‍ട്ട് ആന്റ് പെപ്പര്‍ )

Musician Bijibal ബിജിബാല്‍
Lyricist(s) Santhosh Varma സന്തോഷ് വര്‍മ്മ
Year 2011
Singer(s) Shreya Ghoshal,Ranjith Govind

കാണാമുള്ളാല്‍ ഉള്‍ നീറും നോവാണനുരാഗം
നോവുമ്പോഴും തേനൂറും സുഖമാണനുരാഗം
എന്നില്‍ നീ, നിന്നില്‍ ഞാനും പതിയെ,
പതിയെ അതിരുകളുരുകി അലിയേ

ഏറെദൂരെയെങ്കില്‍ നീ എന്നുമെന്നെയോര്‍ക്കും
നിന്നരികില്‍ ഞാനണയും കിനാവിനായ്‌ കാതോര്‍ക്കും
വിരഹമേ...ആ ആ
വിരഹമേ നീയുണ്ടെങ്കില്‍ പ്രണയം പടരും
സിരയിലൊരു തീയലയായ്‌...
(കാണാ മുള്ളാല്‍ )

നീരണിഞ്ഞു മാത്രം വളരുന്ന വല്ലിപോലെ
മിഴിനനവില്‍ പൂവണിയും വസന്തമാണനുരാഗം
കദനമേ...
കദനമേ നീയില്ലെങ്കില്‍ പ്രണയം തളരും
വെറുതെയൊരു പാഴ്കുളിരായ്‌...

Friday, October 14, 2011

നീലക്കുറിഞ്ഞികൾ പൂക്കുന്ന വീഥിയിൽ

നീലക്കുറിഞ്ഞികൾ പൂക്കുന്ന വീഥിയിൽ
നിന്നെ പ്രതീക്ഷിച്ചു നിന്നു..
ഒരു കൃഷ്ണതുളസിക്കതിരുമായ് നിന്നെ ഞാൻ
എന്നും പ്രതീക്ഷിച്ചു നിന്നു..
നീയിതു കാണാതെ പോകയോ..
നീയിതു ചൂടാതെ പോകയോ...

ആഷാഢമാസ നിശീഥിനിതൻ വന സീമയിലൂടെ ഞാൻ
ആരും കാണാതെ.. കാറ്റും കേൾക്കാതെ..
എന്നെയും തേടി വരുന്നൂ എന്റെ മൺകുടിൽ തേടി വരുന്നൂ...
നീയിതു കാണാതെ പോകയോ...
നീയിതു ചൂടാതെ പോകയോ ...


ലാസ്യ നിലാവിന്റെ ലാളനമേറ്റു ഞാൻ ഒന്നു മയങ്ങീ...
കാറ്റും കാണാതെ.... കാടും ഉണരാതെ...
എന്റെ ചാരത്തു വന്നൂ...
എന്റെ പ്രേമ നൈവേദ്യമണിഞ്ഞൂ...
നീയിതു കാണാതെ പോകയോ....
നീയിതു ചൂടാതെ പോകയോ...

ചിത്രം/ആൽബം: നീലക്കടമ്പ്
ഗാനരചയിതാവു്: കെ ജയകുമാർ
സംഗീതം: രവീന്ദ്രൻ
ആലാപനം: കെ എസ് ചിത്ര

Dennis Ritchie: The Shoulders Steve Jobs Stood On

Dennis Ritchie: The Shoulders Steve Jobs Stood On

By Cade Metz Email Author October 13, 2011 | 7:14 pm | Categories: Announcements, Personalities



Dennis Ritchie (standing) and Ken Thompson at a PDP-11 in 1972. (Photo: Courtesy of Bell Labs)
The tributes to Dennis Ritchie won’t match the river of praise that spilled out over the web after the death of Steve Jobs. But they should.
And then some.

“When Steve Jobs died last week, there was a huge outcry, and that was very moving and justified. But Dennis had a bigger effect, and the public doesn’t even know who he is,” says Rob Pike, the programming legend and current Googler who spent 20 years working across the hall from Ritchie at the famed Bell Labs.

On Wednesday evening, with a post to Google+, Pike announced that Ritchie had died at his home in New Jersey over the weekend after a long illness, and though the response from hardcore techies was immense, the collective eulogy from the web at large doesn’t quite do justice to Ritchie’s sweeping influence on the modern world. Dennis Ritchie is the father of the C programming language, and with fellow Bell Labs researcher Ken Thompson, he used C to build UNIX, the operating system that so much of the world is built on — including the Apple empire overseen by Steve Jobs.

“Pretty much everything on the web uses those two things: C and UNIX,” Pike tells Wired. “The browsers are written in C. The UNIX kernel — that pretty much the entire Internet runs on — is written in C. Web servers are written in C, and if they’re not, they’re written in Java or C++, which are C derivatives, or Python or Ruby, which are implemented in C. And all of the network hardware running these programs I can almost guarantee were written in C.

“It’s really hard to overstate how much of the modern information economy is built on the work Dennis did.”

Even Windows was once written in C, he adds, and UNIX underpins both Mac OS X, Apple’s desktop operating system, and iOS, which runs the iPhone and the iPad. “Jobs was the king of the visible, and Ritchie is the king of what is largely invisible,” says Martin Rinard, professor of electrical engineering and computer science at MIT and a member of the Computer Science and Artificial Intelligence Laboratory.

“Jobs’ genius is that he builds these products that people really like to use because he has taste and can build things that people really find compelling. Ritchie built things that technologists were able to use to build core infrastructure that people don’t necessarily see much anymore, but they use everyday.”

From B to C

Dennis Ritchie built C because he and Ken Thompson needed a better way to build UNIX. The original UNIX kernel was written in assembly language, but they soon decided they needed a “higher level” language, something that would give them more control over all the data that spanned the OS. Around 1970, they tried building a second version with Fortran, but this didn’t quite cut it, and Ritchie proposed a new language based on a Thompson creation known as B.

Depending on which legend you believe, B was named either for Thompson’s wife Bonnie or BCPL, a language developed at Cambridge in the mid-60s. Whatever the case, B begat C.

B was an interpreted language — meaning it was executed by an intermediate piece of software running atop a CPU — but C was a compiled language. It was translated into machine code, and then directly executed on the CPU. But in those days, C was considered a high-level language. It would give Ritchie and Thompson the flexibility they needed, but at the same time, it would be fast.

That first version of the language wasn’t all that different from C as we know it today — though it was a tad simpler. It offered full data structures and “types” for defining variables, and this is what Richie and Thompson used to build their new UNIX kernel. “They built C to write a program,” says Pike, who would join Bell Labs 10 years later. “And the program they wanted to write was the UNIX kernel.”

Ritchie’s running joke was that C had “the power of assembly language and the convenience of … assembly language.” In other words, he acknowledged that C was a less-than-gorgeous creation that still ran very close to the hardware. Today, it’s considered a low-level language, not high. But Ritchie’s joke didn’t quite do justice to the new language. In offering true data structures, it operated at a level that was just high enough.

“When you’re writing a large program — and that’s what UNIX was — you have to manage the interactions between all sorts of different components: all the users, the file system, the disks, the program execution, and in order to manage that effectively, you need to have a good representation of the information you’re working with. That’s what we call data structures,” Pike says.

“To write a kernel without a data structure and have it be as consist and graceful as UNIX would have been a much, much harder challenge. They needed a way to group all that data together, and they didn’t have that with Fortran.”

At the time, it was an unusual way to write an operating system, and this is what allowed Ritchie and Thompson to eventually imagine porting the OS to other platforms, which they did in the late 70s. “That opened the floodgates for UNIX running everywhere,” Pike says. “It was all made possible by C.”

Apple, Microsoft, and Beyond

At the same time, C forged its own way in the world, moving from Bell Labs to the world’s universities and to Microsoft, the breakout software company of the 1980s. “The development of the C programming language was a huge step forward and was the right middle ground … C struck exactly the right balance, to let you write at a high level and be much more productive, but when you needed to, you could control exactly what happened,” says Bill Dally, chief scientist of NVIDIA and Bell Professor of Engineering at Stanford. “[It] set the tone for the way that programming was done for several decades.”

As Pike points out, the data structures that Richie built into C eventually gave rise to the object-oriented paradigm used by modern languages such as C++ and Java.

The revolution began in 1973, when Ritchie published his research paper on the language, and five years later, he and colleague Brian Kernighan released the definitive C book: The C Programming Language. Kernighan had written the early tutorials for the language, and at some point, he “twisted Dennis’ arm” into writing a book with him.

Pike read the book while still an undergraduate at the University of Toronto, picking it up one afternoon while heading home for a sick day. “That reference manual is a model of clarity and readability compared to latter manuals. It is justifiably a classic,” he says. “I read it while sick in bed, and it made me forget that I was sick.”

Like many university students, Pike had already started using the language. It had spread across college campuses because Bell Labs started giving away the UNIX source code. Among so many other things, the operating system gave rise to the modern open source movement. Pike isn’t overstating it when says the influence of Ritchie’s work can’t be overstated, and though Ritchie received the Turing Award in 1983 and the National Medal of Technology in 1998, he still hasn’t gotten his due.

As Kernighan and Pike describe him, Ritchie was an unusually private person. “I worked across the hall from him for more than 20 years, and yet I feel like a don’t knew him all that well,” Pike says. But this doesn’t quite explain his low profile. Steve Jobs was a private person, but his insistence on privacy only fueled the cult of personality that surrounded him.

Ritchie lived in a very different time and worked in a very different environment than someone like Jobs. It only makes sense that he wouldn’t get his due. But those who matter understand the mark he left. “There’s that line from Newton about standing on the shoulders of giants,” says Kernighan. “We’re all standing on Dennis’ shoulders.”

Steve Jobs and the Seven Rules of Success

Steve Jobs and the Seven Rules of Success
BY CARMINE GALLO | 17 hours ago| 24

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Steve Jobs' impact on your life cannot be underestimated. His innovations have likely touched nearly every aspect -- computers, movies, music and mobile. As a communications coach, I learned from Jobs that a presentation can, indeed, inspire. For entrepreneurs, Jobs' greatest legacy is the set of principles that drove his success.

Over the years, I've become a student of sorts of Jobs' career and life. Here's my take on the rules and values underpinning his success. Any of us can adopt them to unleash our "inner Steve Jobs."

1. Do what you love. Jobs once said, "People with passion can change the world for the better." Asked about the advice he would offer would-be entrepreneurs, he said, "I'd get a job as a busboy or something until I figured out what I was really passionate about." That's how much it meant to him. Passion is everything.

2. Put a dent in the universe. Jobs believed in the power of vision. He once asked then-Pepsi President, John Sculley, "Do you want to spend your life selling sugar water or do you want to change the world?" Don't lose sight of the big vision.

Related: Why Entrepreneurs Love Steve Jobs


3. Make connections. Jobs once said creativity is connecting things. He meant that people with a broad set of life experiences can often see things that others miss. He took calligraphy classes that didn't have any practical use in his life -- until he built the Macintosh. Jobs traveled to India and Asia. He studied design and hospitality. Don't live in a bubble. Connect ideas from different fields.

4. Say no to 1,000 things. Jobs was as proud of what Apple chose not to do as he was of what Apple did. When he returned in Apple in 1997, he took a company with 350 products and reduced them to 10 products in a two-year period. Why? So he could put the "A-Team" on each product. What are you saying "no" to?

5. Create insanely different experiences. Jobs also sought innovation in the customer-service experience. When he first came up with the concept for the Apple Stores, he said they would be different because instead of just moving boxes, the stores would enrich lives. Everything about the experience you have when you walk into an Apple store is intended to enrich your life and to create an emotional connection between you and the Apple brand. What are you doing to enrich the lives of your customers?

Related: 10 Things to Thank Steve Jobs For

6. Master the message. You can have the greatest idea in the world, but if you can't communicate your ideas, it doesn't matter. Jobs was the world's greatest corporate storyteller. Instead of simply delivering a presentation like most people do, he informed, he educated, he inspired and he entertained, all in one presentation.

7. Sell dreams, not products. Jobs captured our imagination because he really understood his customer. He knew that tablets would not capture our imaginations if they were too complicated. The result? One button on the front of an iPad. It's so simple, a 2-year-old can use it. Your customers don't care about your product. They care about themselves, their hopes, their ambitions. Jobs taught us that if you help your customers reach their dreams, you'll win them over.

There's one story that I think sums up Jobs' career at Apple. An executive who had the job of reinventing the Disney Store once called up Jobs and asked for advice. His counsel? Dream bigger. I think that's the best advice he could leave us with. See genius in your craziness, believe in yourself, believe in your vision, and be constantly prepared to defend those ideas.

Wednesday, October 12, 2011

Mandela: His 8 Lessons of Leadership

Wednesday, Jul. 09, 2008
Mandela: His 8 Lessons of Leadership
By Richard Stengel

Nelson Mandela has always felt most at ease around children, and in some ways his greatest deprivation was that he spent 27 years without hearing a baby cry or holding a child's hand. Last month, when I visited Mandela in Johannesburg — a frailer, foggier Mandela than the one I used to know — his first instinct was to spread his arms to my two boys. Within seconds they were hugging the friendly old man who asked them what sports they liked to play and what they'd had for breakfast. While we talked, he held my son Gabriel, whose complicated middle name is Rolihlahla, Nelson Mandela's real first name. He told Gabriel the story of that name, how in Xhosa it translates as "pulling down the branch of a tree" but that its real meaning is "troublemaker."

As he celebrates his 90th birthday next week, Nelson Mandela has made enough trouble for several lifetimes. He liberated a country from a system of violent prejudice and helped unite white and black, oppressor and oppressed, in a way that had never been done before. In the 1990s I worked with Mandela for almost two years on his autobiography, Long Walk to Freedom. After all that time spent in his company, I felt a terrible sense of withdrawal when the book was done; it was like the sun going out of one's life. We have seen each other occasionally over the years, but I wanted to make what might be a final visit and have my sons meet him one more time.

I also wanted to talk to him about leadership. Mandela is the closest thing the world has to a secular saint, but he would be the first to admit that he is something far more pedestrian: a politician. He overthrew apartheid and created a nonracial democratic South Africa by knowing precisely when and how to transition between his roles as warrior, martyr, diplomat and statesman. Uncomfortable with abstract philosophical concepts, he would often say to me that an issue "was not a question of principle; it was a question of tactics." He is a master tactician.

Mandela is no longer comfortable with inquiries or favors. He's fearful that he may not be able to summon what people expect when they visit a living deity, and vain enough to care that they not think him diminished. But the world has never needed Mandela's gifts — as a tactician, as an activist and, yes, as a politician — more, as he showed again in London on June 25, when he rose to condemn the savagery of Zimbabwe's Robert Mugabe. As we enter the main stretch of a historic presidential campaign in America, there is much that he can teach the two candidates. I've always thought of what you are about to read as Madiba's Rules (Madiba, his clan name, is what everyone close to him calls him), and they are cobbled together from our conversations old and new and from observing him up close and from afar. They are mostly practical. Many of them stem directly from his personal experience. All of them are calibrated to cause the best kind of trouble: the trouble that forces us to ask how we can make the world a better place.

No. 1
Courage is not the absence of fear — it's inspiring others to move beyond it
In 1994, during the presidential-election campaign, Mandela got on a tiny propeller plane to fly down to the killing fields of Natal and give a speech to his Zulu supporters. I agreed to meet him at the airport, where we would continue our work after his speech. When the plane was 20 minutes from landing, one of its engines failed. Some on the plane began to panic. The only thing that calmed them was looking at Mandela, who quietly read his newspaper as if he were a commuter on his morning train to the office. The airport prepared for an emergency landing, and the pilot managed to land the plane safely. When Mandela and I got in the backseat of his bulletproof BMW that would take us to the rally, he turned to me and said, "Man, I was terrified up there!"

Mandela was often afraid during his time underground, during the Rivonia trial that led to his imprisonment, during his time on Robben Island. "Of course I was afraid!" he would tell me later. It would have been irrational, he suggested, not to be. "I can't pretend that I'm brave and that I can beat the whole world." But as a leader, you cannot let people know. "You must put up a front."

And that's precisely what he learned to do: pretend and, through the act of appearing fearless, inspire others. It was a pantomime Mandela perfected on Robben Island, where there was much to fear. Prisoners who were with him said watching Mandela walk across the courtyard, upright and proud, was enough to keep them going for days. He knew that he was a model for others, and that gave him the strength to triumph over his own fear.

No. 2
Lead from the front — but don't leave your base behind
Mandela is cagey. in 1985 he was operated on for an enlarged prostate. When he was returned to prison, he was separated from his colleagues and friends for the first time in 21 years. They protested. But as his longtime friend Ahmed Kathrada recalls, he said to them, "Wait a minute, chaps. Some good may come of this."

The good that came of it was that Mandela on his own launched negotiations with the apartheid government. This was anathema to the African National Congress (ANC). After decades of saying "prisoners cannot negotiate" and after advocating an armed struggle that would bring the government to its knees, he decided that the time was right to begin to talk to his oppressors.

When he initiated his negotiations with the government in 1985, there were many who thought he had lost it. "We thought he was selling out," says Cyril Ramaphosa, then the powerful and fiery leader of the National Union of Mineworkers. "I went to see him to tell him, What are you doing? It was an unbelievable initiative. He took a massive risk."

Mandela launched a campaign to persuade the ANC that his was the correct course. His reputation was on the line. He went to each of his comrades in prison, Kathrada remembers, and explained what he was doing. Slowly and deliberately, he brought them along. "You take your support base along with you," says Ramaphosa, who was secretary-general of the ANC and is now a business mogul. "Once you arrive at the beachhead, then you allow the people to move on. He's not a bubble-gum leader — chew it now and throw it away."

For Mandela, refusing to negotiate was about tactics, not principles. Throughout his life, he has always made that distinction. His unwavering principle — the overthrow of apartheid and the achievement of one man, one vote — was immutable, but almost anything that helped him get to that goal he regarded as a tactic. He is the most pragmatic of idealists.

"He's a historical man," says Ramaphosa. "He was thinking way ahead of us. He has posterity in mind: How will they view what we've done?" Prison gave him the ability to take the long view. It had to; there was no other view possible. He was thinking in terms of not days and weeks but decades. He knew history was on his side, that the result was inevitable; it was just a question of how soon and how it would be achieved. "Things will be better in the long run," he sometimes said. He always played for the long run.

No. 3
Lead from the back — and let others believe they are in front
Mandela loved to reminisce about his boyhood and his lazy afternoons herding cattle. "You know," he would say, "you can only lead them from behind." He would then raise his eyebrows to make sure I got the analogy.

As a boy, Mandela was greatly influenced by Jongintaba, the tribal king who raised him. When Jongintaba had meetings of his court, the men gathered in a circle, and only after all had spoken did the king begin to speak. The chief's job, Mandela said, was not to tell people what to do but to form a consensus. "Don't enter the debate too early," he used to say.

During the time I worked with Mandela, he often called meetings of his kitchen cabinet at his home in Houghton, a lovely old suburb of Johannesburg. He would gather half a dozen men, Ramaphosa, Thabo Mbeki (who is now the South African President) and others around the dining-room table or sometimes in a circle in his driveway. Some of his colleagues would shout at him — to move faster, to be more radical — and Mandela would simply listen. When he finally did speak at those meetings, he slowly and methodically summarized everyone's points of view and then unfurled his own thoughts, subtly steering the decision in the direction he wanted without imposing it. The trick of leadership is allowing yourself to be led too. "It is wise," he said, "to persuade people to do things and make them think it was their own idea."

No. 4
Know your enemy — and learn about his favorite sport
As far back as the 1960s, Mandela began studying Afrikaans, the language of the white South Africans who created apartheid. His comrades in the ANC teased him about it, but he wanted to understand the Afrikaner's worldview; he knew that one day he would be fighting them or negotiating with them, and either way, his destiny was tied to theirs.

This was strategic in two senses: by speaking his opponents' language, he might understand their strengths and weaknesses and formulate tactics accordingly. But he would also be ingratiating himself with his enemy. Everyone from ordinary jailers to P.W. Botha was impressed by Mandela's willingness to speak Afrikaans and his knowledge of Afrikaner history. He even brushed up on his knowledge of rugby, the Afrikaners' beloved sport, so he would be able to compare notes on teams and players.

Mandela understood that blacks and Afrikaners had something fundamental in common: Afrikaners believed themselves to be Africans as deeply as blacks did. He knew, too, that Afrikaners had been the victims of prejudice themselves: the British government and the white English settlers looked down on them. Afrikaners suffered from a cultural inferiority complex almost as much as blacks did.

Mandela was a lawyer, and in prison he helped the warders with their legal problems. They were far less educated and worldly than he, and it was extraordinary to them that a black man was willing and able to help them. These were "the most ruthless and brutal of the apartheid regime's characters," says Allister Sparks, the great South African historian, and he "realized that even the worst and crudest could be negotiated with."

No. 5
Keep your friends close — and your rivals even closer
Many of the guests Mandela invited to the house he built in Qunu were people whom, he intimated to me, he did not wholly trust. He had them to dinner; he called to consult with them; he flattered them and gave them gifts. Mandela is a man of invincible charm — and he has often used that charm to even greater effect on his rivals than on his allies.

On Robben Island, Mandela would always include in his brain trust men he neither liked nor relied on. One person he became close to was Chris Hani, the fiery chief of staff of the ANC's military wing. There were some who thought Hani was conspiring against Mandela, but Mandela cozied up to him. "It wasn't just Hani," says Ramaphosa. "It was also the big industrialists, the mining families, the opposition. He would pick up the phone and call them on their birthdays. He would go to family funerals. He saw it as an opportunity." When Mandela emerged from prison, he famously included his jailers among his friends and put leaders who had kept him in prison in his first Cabinet. Yet I well knew that he despised some of these men.

There were times he washed his hands of people — and times when, like so many people of great charm, he allowed himself to be charmed. Mandela initially developed a quick rapport with South African President F.W. de Klerk, which is why he later felt so betrayed when De Klerk attacked him in public.

Mandela believed that embracing his rivals was a way of controlling them: they were more dangerous on their own than within his circle of influence. He cherished loyalty, but he was never obsessed by it. After all, he used to say, "people act in their own interest." It was simply a fact of human nature, not a flaw or a defect. The flip side of being an optimist — and he is one — is trusting people too much. But Mandela recognized that the way to deal with those he didn't trust was to neutralize them with charm.

No. 6
Appearances matter — and remember to smile
When Mandela was a poor law student in Johannesburg wearing his one threadbare suit, he was taken to see Walter Sisulu. Sisulu was a real estate agent and a young leader of the ANC. Mandela saw a sophisticated and successful black man whom he could emulate. Sisulu saw the future.

Sisulu once told me that his great quest in the 1950s was to turn the ANC into a mass movement; and then one day, he recalled with a smile, "a mass leader walked into my office." Mandela was tall and handsome, an amateur boxer who carried himself with the regal air of a chief's son. And he had a smile that was like the sun coming out on a cloudy day.

We sometimes forget the historical correlation between leadership and physicality. George Washington was the tallest and probably the strongest man in every room he entered. Size and strength have more to do with DNA than with leadership manuals, but Mandela understood how his appearance could advance his cause. As leader of the ANC's underground military wing, he insisted that he be photographed in the proper fatigues and with a beard, and throughout his career he has been concerned about dressing appropriately for his position. George Bizos, his lawyer, remembers that he first met Mandela at an Indian tailor's shop in the 1950s and that Mandela was the first black South African he had ever seen being fitted for a suit. Now Mandela's uniform is a series of exuberant-print shirts that declare him the joyous grandfather of modern Africa.

When Mandela was running for the presidency in 1994, he knew that symbols mattered as much as substance. He was never a great public speaker, and people often tuned out what he was saying after the first few minutes. But it was the iconography that people understood. When he was on a platform, he would always do the toyi-toyi, the township dance that was an emblem of the struggle. But more important was that dazzling, beatific, all-inclusive smile. For white South Africans, the smile symbolized Mandela's lack of bitterness and suggested that he was sympathetic to them. To black voters, it said, I am the happy warrior, and we will triumph. The ubiquitous ANC election poster was simply his smiling face. "The smile," says Ramaphosa, "was the message."

After he emerged from prison, people would say, over and over, It is amazing that he is not bitter. There are a thousand things Nelson Mandela was bitter about, but he knew that more than anything else, he had to project the exact opposite emotion. He always said, "Forget the past" — but I knew he never did.

No. 7
Nothing is black or white
When we began our series of interviews, I would often ask Mandela questions like this one: When you decided to suspend the armed struggle, was it because you realized you did not have the strength to overthrow the government or because you knew you could win over international opinion by choosing nonviolence? He would then give me a curious glance and say, "Why not both?"

I did start asking smarter questions, but the message was clear: Life is never either/or. Decisions are complex, and there are always competing factors. To look for simple explanations is the bias of the human brain, but it doesn't correspond to reality. Nothing is ever as straightforward as it appears.

Mandela is comfortable with contradiction. As a politician, he was a pragmatist who saw the world as infinitely nuanced. Much of this, I believe, came from living as a black man under an apartheid system that offered a daily regimen of excruciating and debilitating moral choices: Do I defer to the white boss to get the job I want and avoid a punishment? Do I carry my pass?

As a statesman, Mandela was uncommonly loyal to Muammar Gaddafi and Fidel Castro. They had helped the ANC when the U.S. still branded Mandela as a terrorist. When I asked him about Gaddafi and Castro, he suggested that Americans tend to see things in black and white, and he would upbraid me for my lack of nuance. Every problem has many causes. While he was indisputably and clearly against apartheid, the causes of apartheid were complex. They were historical, sociological and psychological. Mandela's calculus was always, What is the end that I seek, and what is the most practical way to get there?

No. 8
Quitting is leading too
In 1993, Mandela asked me if I knew of any countries where the minimum voting age was under 18. I did some research and presented him with a rather undistinguished list: Indonesia, Cuba, Nicaragua, North Korea and Iran. He nodded and uttered his highest praise: "Very good, very good." Two weeks later, Mandela went on South African television and proposed that the voting age be lowered to 14. "He tried to sell us the idea," recalls Ramaphosa, "but he was the only [supporter]. And he had to face the reality that it would not win the day. He accepted it with great humility. He doesn't sulk. That was also a lesson in leadership."

Knowing how to abandon a failed idea, task or relationship is often the most difficult kind of decision a leader has to make. In many ways, Mandela's greatest legacy as President of South Africa is the way he chose to leave it. When he was elected in 1994, Mandela probably could have pressed to be President for life — and there were many who felt that in return for his years in prison, that was the least South Africa could do.

In the history of Africa, there have been only a handful of democratically elected leaders who willingly stood down from office. Mandela was determined to set a precedent for all who followed him — not only in South Africa but across the rest of the continent. He would be the anti-Mugabe, the man who gave birth to his country and refused to hold it hostage. "His job was to set the course," says Ramaphosa, "not to steer the ship." He knows that leaders lead as much by what they choose not to do as what they do.

Ultimately, the key to understanding Mandela is those 27 years in prison. The man who walked onto Robben Island in 1964 was emotional, headstrong, easily stung. The man who emerged was balanced and disciplined. He is not and never has been introspective. I often asked him how the man who emerged from prison differed from the willful young man who had entered it. He hated this question. Finally, in exasperation one day, he said, "I came out mature." There is nothing so rare — or so valuable — as a mature man. Happy birthday, Madiba.



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