The year was 1986 and there was labor unrest in one of the Mumbai factories. Multiple union rivalries at his best to prove who should negotiate with the management. The result was a work stoppage for six months. The strike witnessed two murders, one on a local train in broad daylight and the other near the factory gates. Who is the ultimate winner is a question that I have never understood. Everyone loses is what I have experienced. Ultimately who has the wherewithal to survive is the wounded and scarred winner.
This story is about the traits of leadership of a workman called Shiva. A very nice guy, always smiling and who bears a very amicable disposition. Curly grey hair, tall and well-built was he. He was so powerful and trusted by workmen that his call for a work stoppage at the factory meant doom. And if Shiva agreed to the Management’s proposal, one could rest assured that implementation would happen. He had the uncanny knack to come out with options in order to settle issues and the workmen had tremendous faith in him. He had good relations with the factory management and he was popular with one and all.
The multi-union situation at the factory took a turn for the worse despite his attempts to seamlessly tide over the situation. The situation also compelled him to take stances and he was in the forefront of organizing majority membership for his union. Stoppage of work and certain actions that he took amounted to serious misconduct and the management had to charge sheet him, conduct an inquiry, and finally dismiss him from the services of the company. He was absolutely sure that severe action would be taken against him. He was often heard saying that he would be dismissed, the matter would go to labor court and finally, the management would settle the matter out of court by paying him adequate compensation. He understood his intrinsic value and the support that he enjoyed with the majority of the workmen. His self-awareness was of the highest order. The management, too, could not wish him off.
After a proper inquiry, Shiva was dismissed as anticipated. He stayed very close to the Labour Court where his reinstatement proceedings were going on. Outside the Labour 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 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.
There were several other hawkers outside the Labour Court, a place where several Advocates, management personnel, union leaders, and workmen would come to quench their thirst and hunger by buying sugarcane juice, cold drinks, batata vadas, samosas, kachoris, and the like. Of course! Shiva’s stall had the most number of customers, maybe because of Shiva’s corporate lineage and learning.
Disposal of Labour cases in courts takes their own time and at the minimum four years. Nothing has changed much today after three decades except for the fact that the number of adjudication cases has significantly come down with workmen realizing it is better to settle the cases out of court with the Management rather than become 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 avocation 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. I did not find him one day so enquired with his colleagues about his whereabouts. So much was the respect and authority he commanded, his colleagues guided me to his home and one of them accompanied me and ensured that I met him. I had a nice chat with him and he literally regaled me with his insights on union-management relations and what all he had done to become a leader.
Some of the things that still stand out in my mind are:
(a) He knew the families of each of his members and understood their life spaces. (b) Regularly communicated with them at a personal level and understood their grievances, (c) Advised them on a regular basis about their work and personal lives (d) Took up their genuine concerns and causes with the management (e) Chided them for being irresponsible whenever they were absent or did something wrong (f) Inspired workmen by talking to their families about savings, education, and societal responsibilities (g) Talked to them about work ethics, adherence to settlement and labour laws (h) Emphasized the importance of being responsible employees and fighting for a cause come what may. (1) Ensured that he regularly briefed the management on issues that were significant from a Company point of view ( ) That he differed with the views of the Management only after a thorough consideration of the pros and cons (k) He kept his ego away and looked at matters that were beneficial both to the employees and the Management – a Win-Win. (1) That Company’s prosperity was supreme because on this depended everyone else’s prosperity
The righteousness and transparency that he exhibited and the candor with which he spoke about union management, union-management relationships, the role of management and union leaders, and the importance of the survival of the Company left me spell and I looked up to him. It was great learning and I understood that the innate quality of leadership within an individual always is alive whether it be on the factory shop floor the pavement at the foot of the Labour Court or in the Corporate C Suite. Shiva and the learnings stay with me till today.
About the Author
NS Iyer has over three decades of experience in his practice of HR and Industrial Relations.
Currently an Independent Director at Kokuyo Camlin Ltd and Chairman of HEAD
Foundation, he is strong on labour laws, Employee relations, and Conflict management. Earlier,as a General Manager-HR at Asian Paints, he advised leading organisations such as Mahindra Logistics, JSW, and ITC. He is an acclaimed trainer and consultant who has conducted workshops for top companies in negotiations, team building, and labor law compliance. He is a certified coach from ICF and Hogan. He mentors professionals through NGOs and strategic initiatives. He has been teaching at TISS and NMIMS to shape future HR leaders. He is also on the advisory boards of Neofusion Creative Foundation and India Autism Centre. He is a prominent name in the industrial relations and organizational development sectors due to his rich contributions in HR, coaching, and employee engagement.
