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After completing his MBA and beginning work as a management consultant, Mani Ratnam was keen to enter the film industry and thus accepted the invitation of his friends Ravishankar and Raman (the sons of director B. R. Panthulu and musician S. Balachander respectively) to co-write the script of a Kannada film they were making, titled Bangarada Gani. Featuring Vishnuvardhan, Lakshmi, Ambareesh and Roja Ramani, the film was never completed and was later shelved. Ratnam then decided to branch out as a director himself and wrote a script entirely in English, during a single month in 1980.[2]
With the script of the film which he intended to make in Tamil, Ratnam first met Kamal Haasan to play the protagonist, after his friend Kitty arranged a meeting with the actor. Haasan demanded major changes to the script if he were to play the lead role, and introduced Ratnam to his brother Charuhasan, who pledged to help find the script a producer. Ratnam revealed that he was open to the idea of selling the script to a popular director so that he could learn about filmmaking during the production process, but his meetings with K. Balachander, Bharathiraja and Mahendran[3] were not successful. Haasan had later claimed that he was unable to work in Pallavi Anu Pallavi due to his commitment to Raja Paarvai (1981) and around the same time "also getting into Hindi films".[4]
Ratnam subsequently met several producers. The script was rejected by over twenty studios, including Rajkannu of Sri Amman Creations and Gowri Shankar of Devi Films. Subsequently, Ratnam's uncle Krishnamurthy and T. Govindarajan of Venus Films agreed to finance the film under the condition that he made it as a low-budget Kannada film. While P. C. Sreeram was his original choice for cinematography, the producers insisted on an established cinematographer. Ratnam then approached Balu Mahendra. Ratnam also convinced B. Lenin (who was incidentally his neighbour), to work as the editor, since he had been impressed with his editing of Mahendran's Uthiripookkal (1979).[3] Thota Tharani who happened to meet Ratnam during the shoot of Raja Paarvai, which the director had gone to watch, joined the team next.
Ratnam did not know Kannada before directing the film but learned it "on the job", as he extensively researched literature for the script at the USIS and British Council offices in Chennai.[5] With the help of his associate Shivanand, he was able to convert the English dialogues into Kannada and help Kapoor and Kiran Vairale perform to their respective lines, in a language unfamiliar to them. The film was shot in Coorg and Bangalore, close to Venus Films' distribution centre in the city. Towards the end of production, the film ran into financial difficulties and it took twenty one months to finish the final three days of the shoot, owing to call-sheet conflicts.[3]
The Gemba walk is an essential part of the Lean management philosophy. Its initial purpose is to allow managers and leaders to observe the actual work process, engage with employees, gain knowledge about the work process, and explore opportunities for continuous improvement.
Have you ever heard the adage "Leaders are born and managers are made"? I have been a manager for many years, yet I still vividly remember the hundreds of mistakes I made to becoming comfortable that I had journeyed enough to say;
"I know why I manage the way I do, it is a conscious thought and my style and actions nurture, promote loyalty and achieve the best out of people. I have read many theories, books promoting the styles and behaviours a good or effective manager should have. However, I never stop scanning and absorbing good advice and opinions. A modern advcoate of the traits or types of manager is Keith Rosen. I found his descriptions and reasoning enlighting, thought provoking and most of all so true!
I found this article in which Keith states "helps to salvage a once positive work environment, explaining that at the core of every toxic working environment is the toxic boss, manager or supervisor that breeds it. All roads go back to the manager. And if the manager isn't willing to change, then it's a safe bet that nothing will.
Throughout years of coaching managers, business owners and executives, the following seven types of managers have been identified. Using these seven types of managers as examples, identify the critical competencies necessary to become an effective sales coach. It all starts with the way we communicate. Which one best describes you or your boss?
1. The Problem-Solving ManagerThis boss is task-driven and focused on achieving goals. These problem solvers are constantly putting out fires and leading by chaos. The paradox here is this: It is often the manager who creates the very problems and situations that they work so hard to avoid. Continually providing solutions often results in the lacklustre performance that they are working so diligently to eliminate.
3. The Pontificating ManagerThese managers will readily admit they don't follow any particular type of management strategy. Instead, they shoot from the hip, making it up as they go along often generating sporadic, inconsistent results. As a result, they often find themselves in situations that they are unprepared for. Interestingly, The Pontificating Manager thrives on situations like this. Often adrenaline junkies themselves, these managers are in desperate need of developing the second most essential proficiency of a coach: masterful listening. The Pontificating Manager is the type of manager who can talk to anyone and immediately make people feel comfortable. This character strength becomes a crutch to their leadership style, often blinding them to the need to further systemise their approach. As a matter of fact, the only thing consistent about these managers is their inconsistency.
4. The Presumptuous ManagerPresumptuous Managers focus more on themselves than anything else. To them, their personal production, recognition, sales quotas and bonuses take precedence over their people and the value they are responsible for building within each person on their team. Presumptuous Managers often put their personal needs and objectives above the needs of their team. As you can imagine, Presumptuous Managers experience more attrition, turnover, and problems relating to managing a team than any other type of manager. Presumptuous Managers are typically assertive and confident individuals. However, they are typically driven by their ego to look good and outperform the rest of the team. Presumptuous Managers breed unhealthy competition rather than an environment of collaboration.
5. The Perfect ManagerPerfect Managers possess some wonderful qualities. These managers are open to change, innovation, training, and personal growth with the underlying commitment to continually improve and evolve as sales managers, almost to a fault. This wonderful trait often becomes their weakness. In their search for the latest and greatest approach, like Pontificating Managers, Perfect Managers never get to experience the benefit of consistency. This manager is a talking spec sheet. Their emphasis on acquiring more facts, figures, features, and benefits has overshadowed the ability of Perfect Managers to recognise the critical need for soft skills training around the areas of presenting, listening, questioning, prospecting, and the importance of following an organised, strategic selling system. Perfect Managers rely on their vast amount of product knowledge and experience when managing and developing their salespeople. Because of this great imbalance, these manager often fall short on developing their interpersonal skills that would make them more human than machine.
6. The Passive Manager Also referred to as Parenting Managers or Pleasing Managers, Passive Managers take the concept of developing close relationships with their team and coworkers to a new level. These managers have one ultimate goal: to make people happy. While this is certainly an admirable trait, it can quickly become a barrier to leadership efforts if not managed effectively. Although wholesome and charming, this type of boss is viewed as incompetent, inconsistent and clueless often lacking the respect they need from their employees in order to effectively build a championship team. You can spot a Passive Manager by looking at their team and the number of people who should have been fired long ago. Because all Passive Managers want to do is please, they are more timid and passive in their approach. These managers will do anything to avoid confrontation and collapse holding people accountable with confrontation and conflict.
7. The Proactive ManagerThe Proactive Manager encompasses all of the good qualities that the other types of managers possess, yet without all of their pitfalls. Here are the characteristics that this ideal manager embodies, as well as the ones for you to be mindful of and develop yourself. The Proactive Manager possesses the:
The Proactive Manager is the ultimate manager and coach, and a testimonial to the additional skills and coaching competencies that every manager needs to develop in order to build a world class team".
About the author: Keith Rosen is the executive sales coach that top managers, sales professionals and executives in many of the world's leading companies call first. This article is inspired by his thoughts posted on Allbusiness.com. Check out other thought provoking articles on www.allbusiness.com or Keith Rosen's book Coaching Sales People into Sales Champions - A Tactical Playbook for Managers and executives. 2b1af7f3a8
