Membedah Defining Success… The 1st Lesson

Berikut ini adalah pelajaran pertama yang bisa aku ekstrak dari pidato Pak Subroto Bagchi yang berjudul “Defining Success”.

Pelajaran pertama ada dalam 2 kalimat berikut.

To me, the lesson was significant – you treat small people with more respect than how you treat big people. It is more important to respect your subordinates than your superiors.

Yang berarti:

“Bagi saya, pelajaran itu sangatlah penting – anda memperlakukan orang-orang kecil dengan respek yang justru lebih besar dari pada anda memperlakukan orang-orang yang besar (kecil dan besar di sini berarti kedudukan, bukan ukuran badan). Adalah lebih penting untuk menghormati bawahan-bawahan anda dari pada atasan-atasan anda. “

Dalam pidato beliau, beliau menceritakan di mana sang ayah mengajarkan pada beliau untuk memanggil sopir ayahnya dengan panggilan “dada” yang berarti paman, diikutin dengan nama si sopir.

Pelajaran yang sama beliau praktekan pada kedua anak perempuannya. Beliau bangga pada kedua anaknya karena kedua anak beliau dapat menghidupi pelajaran ini sampai mereka dewasa.

“Mendefinisikan Kesuksesan” Oleh Subroto Bagchi

Berikut adalah pidato penyambutan yang sangat menyentuh hati, dibawakan oleh Chief Operating Officer dari MindTree Consulting, Subroto Bagchi, pada tanggal 2 Juli 2004, dihadapan kelas yang masuk tahun 2004 dari Indian Institute of Management, Bangalore, India.

Pidato di bawah ini masih dalam bahasa Inggris. Pada postingan berikutnya, aku akan ringkas poin-poin penting tentang definisi Kesuksesan, menurut beliau.

-Defining Success-

“I was the last child of a small-time government servant, in a family of five brothers. My earliest memory of my father is as that of a District Employment Officer in Koraput, Orissa. It was and remains as back of beyond as you can imagine. There was no electricity; no primary school nearby and water did not flow out of a tap. As a result, I did not go to school until the age of eight; I was home-schooled.

My father used to get transferred every year. The family belongings fit into the back of a jeep – so the family moved from place to place and, without any trouble, my Mother would set up an establishment and get us going. Raised by a widow who had come as a refugee from the then East Bengal, she was a matriculate when she married my father.

My parents set the foundation of my life and the value system which makes me what I am today and largely defines what success means to me today.

As District Employment Officer, my father was given a jeep by the government. There was no garage in the Office, so the jeep was parked in our house. My father refused to use it to commute to the office. He told us that the jeep is an expensive resource given by the government – he reiterated to us that it was not ‘his jeep’ but the government’s jeep. Insisting that he would use it only to tour the interiors, he would walk to his office on normal days. He also made sure that we never sat in the government jeep – we could sit in it only when it was stationary. That was our early childhood lessons in governance – a lesson that corporate managers learn the hard way, some never do.