The year was 1986 and there was labor unrest in one of the Mumbai factories. Multiple unions were trying their best to assert their dominance. The result was that the work stopped for six months. The strike witnessed two murders, one on a local train in broad daylight and the other near the factory gates. Who actually wins in such a scenario? Ultimately who has the wherewithal to survive is the wounded and scarred winner.
This story is about the traits of leadership in a workman called Shiva. A nice, ever smiling, amicable person. So powerful and trusted by workmen that his call for work stoppage at the factory meant doom. But if Shiva agreed to the Management’s proposal, one could be rest assured that things would be smooth henceforth. Having uncanny knack to come up with alternative solutions, he shared good relationship with one and all.
The multi union situation at the factory took a turn for the worst despite his attempts to seamlessly tide over unfavorable conditions. The situation compelled him to take stances and he was in the fore front organizing majority membership for his union. Subsequent stoppage of work amounted to allegations of serious misconduct and the management had to charge-sheet him, conduct an enquiry and finally dismiss him from the services of company. He was absolutely sure that severe action will be taken against him. He was often heard saying that he would be dismissed and the matter would be taken to labor court. His self awareness was of the highest order and the management, too, could not wish him off.
Enquiry ensued and Shiva was, as anticipated, dismissed. He stayed very close to the Labor Court where his reinstatement proceedings were going on. Outside the Labor Court premises, Shiva started a batata vada stall with impeccably clean vessels and a touch of rare customer centricity. Not very surprisingly, his stall was always crowded by customers and his earnings swelled every single day. Customers loved the hot steaming batata vadas that he so smilingly served and Shiva, known for his gift of the gab, would engage them with his heart to heart conversations.
Disposal of Labour cases in courts take their own time, at the minimum, four years. Not much has changed till today after 29 years, except for the fact that number of cases has significantly come down with workmen realizing it is better to settle the cases out of court with the Management rather than becoming a victim of litigation and time. This also speaks of the efficiency of the judicial system in settling cases. Shiva knew the stark reality of litigation and hence had already opted for an alternative vocation but still chose to fight the legal battle. Within six months of setting up the batata vada stall, true to his characteristic stature and leadership qualities, Shiva had become the President of the Hawkers union at that place. Leadership came very naturally to him and he was highly respected by his fellow hawkers.
Since I knew him I would meet him whenever I visited the court. One day he was not to be seen at his usual spot so I asked his colleagues where he was. Such was the respect and authority he commanded that his colleagues guided me to his house and one of them accompanied me to ensure that I met him. I had a nice chat with him and he astounded me with his insights on union management and leadership. Some of the things that still stand out in my mind were that he:
- Knew the families of each of his members and understood their life spaces
- Regularly communicated with them at a personal level and understood their grievances
- Advised them on a regular basis on their work and personal lives
- Took up their genuine concerns and causes with the management
- Chided them for being irresponsible whenever they absented or did something wrong
- Inspired workmen by talking to their families on savings, education, and societal responsibilities
- Talked to them about work ethics, adherence to settlement and labor laws
- Emphasized the importance of being a responsible employee and fighting for a cause come what may
The righteousness and transparency that he exhibited and the candor with which he spoke about unions, union-management relationships, role of management and union leaders, and the importance of the survival of a company left me spellbound. That evening gave me a life-long learning that innate qualities of leadership within an individual is always alive whether it be the factory shop floor or the pavement at the foot of the Labor Court. He was a transformational leader in its all true senses!
Author Information:
N.S. Syer retired as General Manager. Human Resource at Asian Paints Ltd. He is also a visiting faculty at TISS
