Mahatma Gandhi walked his talk

Walk the Talk - Qimpro

Organizations must have a mission. A mission that articulates the purpose of your existence. Mahatma Gandhi had a mission…… Improving the quality of life for Indian citizens.

Organizations must have a vision.  A snapshot, authored by the leadership team, of what they collectively wish the organization to become. Say, in the next five years. Mahatma Gandhi had a vision….. Independence for India.

Organizations must have values. Mahatma Gandhi had principle-driven values….. Non-violence.

Mahatma Gandhi, the leader, walked his talk.

Performance Excellence models have crafted some of the above lessons into their criteria. Particularly, for the two criteria on Leadership and Strategic Planning. The basic framework for the two criteria being:

  • Vision is collectively owned by the leadership team
  • Strategic planning is a vision-deployment exercise.

As you will note, vision is the common denominator. I believe a vision must:

  • Provide a direction for the organization
  • Establish the character of the organization
  • Set the image for customers and society
  • Set the image for employees, existing and potential
  • Serve as an organization-wide inspiration
  • Be the North Star for an organization’s compass.

Random Thought: What applies to an organization, applies to a Government. In the latter case, the customers are the citizens.

16 thoughts on “Mahatma Gandhi walked his talk”

  • Mahatma Gandhi kept it simple.

    Your blogs represent the very same value of simplicity and immediately attracts people to join you in quality movement ‘India can make it and make it better’.

    VMV remains as best tool to bring employee productivity and yet most overlooked as senior leaders spend little time communicating and aligning people.

    • I am touched by your observations, Sachin.
      Yes, I am passionate about: India can make it. And make it better.
      This slogan was coined by me while at an extended assignment with Mahindras – Tractors and Auto. Think of the Jeep. Then think of the Scorpio.

  • Fully agreed with the principles outlined in the blog. “Walking the talk” is a very important aspect in organizations, otherwise the utility of Strategic Planning is limited to the Strategic Planning Document and Vision , Mission and Values are beautifully framed on walls and mentioned on corporate websites but with no application. Engagement and Ownership in implementation of these principals at all levels in the organization can bring growth and sustainability in organizations and the same is applicable to nations as mentioned in the blog.

  • Agreed sir, but defining a vision and expecting staff to understand and embrace it is another ball game.
    A strategic vision and organisational principles should be closely aligned to not only to better serve the customers but also such that it motivates all stakeholders (read employees) towards same goal.

    • Have the Leader(s) conduct the first session in an induction program focusing on the Vision.

      Have the Leader(s) conduct sessions / e-sessions with all employees in batches of 25-30 on the Vision.

      Have the Leader(s) conduct sessions / e-sessions with all suppliers in small batches on the Vision.

      All these sessions should translate the Vision into action for employee segments and supplier segments.

  • Yes, a clear understandable vision and a measurable mission is very helpful for organizational success. Nobility of these is also important as Mahatma Gandhi’s clearly were whereas Alexander, Changez Khan, Hitler and Stalin’s espoused the opposite of that.

    • Wow Vinay. I agree.
      Mahatma Gandhi was an icon for humility.
      The others mentioned by you were shades of Narcissists and Megalomaniacs.
      To be an effective leader you require humility.

    • Glad you like the analogy.
      We can have an effective Government only when Citizens are considered to be Customers.
      In the language of Quality, Government is a Supplier to Citizens.

  • These supposedly simple pearls of wisdom are often not considered nor understood by leadership that sets organisation running about in different directions like a headless chicken.

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