Our cricket coach at School, Thomas D'Souza, would invariably lose his shirt upon anyone of us, who would while batting, get out to a ball, pitched offside the off-stump. "Never chase the ball outside the off-stump," he would yell at those falling prey to flashing the bat. The temptation to go for a cover drive or go on back- foot and make a cracking square- cut, pursuing the off-side the stumps, pitched ball, used to be so dominant, that the possibility of a small error, could cost the wicket, normally was overlooked, by most of us... the heat of the moment, ignited action, full of risk. We would end up getting caught in the covers or behind the wicket, directly or in the point region. To those of us, who would "leave the ball" in good judgment; he would involuntarily applaud with a shout "Well Left". Those of us who got the acclaim from him felt that we had arrived as a good batsmen.
From here, I learnt the importance of the his chant, of "Well Left" and its application to life in general and in particular to its usage and adoption in our daily lives the policy of "Well Left", as professionals, in various fields. To, let things pass, is an essential management tool.
We believe, albeit, wrongfully, that if one doesn't respond, it may indicate either acceptance or at least a half truth of what is conveyed to us, as managers, either directly or surreptitiously through the grape wine; nay, it is my personal observation, the moment you to react to any news, true or fake, you lend credence, to the rumour mill -- it suddenly springs into full production, at it's optimum best. Let sleeping dogs lie, is a good and tested, old adage of the English language, worthy to pay heed to, in the management of resources, particularly, the Human Capital. This is not suggest, to let the news, become a cancerous one, if it happens to be a reality. Sometimes reactions, particularly the impromptu ones, kick more dust and dirt in the air, than does actual slander or negative comment.
In our human weakness of the pursuit to score points, either in argument or in practical performance, we tend to attend to everything that is thrown at us as supervisors. In worst case scenarios, those who suffer from this syndrome, the ability to overlook gets submerged by the dominant force of reacting. To the several, this affliction becomes a chronic personality disorder, when faced with a choice to make a comment or indulge into discussion, upon issues that may have no relevance to their function or responsibility, they forget the importance of taking an attitude of let it pass. The need to remain silent is ignored.
While at school I loved watching the press conferences of politicians, particularly of Zulfiqar Ali Bhutto and in later years of Ronald Reagan; both were great communicators. To any journalist who would keep egging a difficult question, ZAB, would summarily, dismiss, by saying, "good question, that needs, no answer... next question please". Well Left.
Professional politicians suffer miserably with this disease. They feel it is a divine ordinance for them to react to everything that is brought to their attention, regardless of its relevance to them. Hence we find the minister responsible for local government commenting on critical national security issues; the Minister for Agriculture has no qualms in offering his two bits to the war in Ukraine or how the Saudi- Chinese engagement can impact global politics -- they talk about anything under the Sun, and that they think is their strength. Laughable. Pitiable. With the glare of TV cameras, the temptation to bask under the spotlight, acquires great significance and most end up with the foot in their mouth. In this context, what is of most concern is the voicing of immature comments, because of lack of expertise, on critical subjects like national security and its apparatus, etc. These blazing guns (tongues of the speakers) must be sealed between the divinely blessed jaws.
In close comparison, following this national trait and habit, colleagues bat work place, menacingly interfere into jurisdictions that are totally out of their ambit of relevance and accountability. Similarly, in a business organisationc not all can be spokesperson for the entity. To speak, the dire need of emotional maturity and sound knowledge is a pre- requisite.
There is really no need to offer reaction to everything seen or heard. The art of letting things to pass, must be mastered by managers and senior management. The frivolous when brought to the attention of the senior management must in haste, be consigned immediately to the ever available and empty waste bin. This trash bin of memory must be cleansed of the inundation of the unimportant and unrelated information, at the end of each day.
Managers, supervisors and all staff must be assigned responsibility in writing, to maintain the standard of professional performance and for the related responsibility, followed closely by later accountability. Once this has been done, the entrusted task ought to be carried out very focusedly. The staff has to be encouraged not to interfere in the assignment of others, unless , they can actually lend a helping hand, either for enhancing or improving productivity, but to indulge in wholesale nit picking in the quality of output of others, is essentially than saying goodbye to the concept of Well Left, philosophy.
At our respective offices, we find colleagues who lavishly fall prey to the desire of offering comments and observations, largely within the realm of the negative, on unrelated aspects, to their responsibility. The sales person doesn't hesitate to undo the individual in the Production team; the risk manager would not refrain on giving advice on how to enhance business and in turn the business managers do not relent in making observations, on health and safety issues, on the factory floor. People tend to stab with velvet gloves, especially when the comment is not of relevance to them. Spreading or publishing truth with ill- intention is more worse than the greatest lie, any can invent. Since it is cheap and costs almost nothing, so everyone comments upon the unrelated. Only those who can afford to wear boots must adventurously resort to throwing thorn in the pathway of others. This is done by the disinterested, mostly.
"What is slander?" A verdict of 'guilty ' pronounced in the absence of the accused, with closed doors, without defence or appeal, by an interested and prejudiced judge." (Medidations of a Parish Priest). If you don't judge, you never make a mistake. Do not hear one and judge two. Hearsay shouldn't be used to make corporate victims. Count not him among your friends who will retail your privacies to the world, is an old saying. There is never anything good to say and never a clever thing to say. The stillest tongue is the most dependable friend. 'Rumour is pipe, blown by surmises, jealousies, conjectures, ...' (William Shakespeare in Henry IV).
It will always be a friend and an enemy, joining hands to undo you; the later does by passing nefariously rude remarks and the former makes the effort to bring it as a news to the victim.
Do not touch or be concerned what doesn't relate to you; for coal will either dirty your hands or burn you. Reaction is received with not much reluctance. Why can't we in silence admire ourselves. For those who are chosen , by virtue of their skills, to be on the Management committee or the executive committee of an entity , by whatever nomenclature it is known, do possess the right to offer unsolicited advice on all areas of the business, because at the end of the , together, the committee is responsible for the results and outcomes of the operations -- the range of relevance is as broad as , protecting the intangible asset of "reputation" to the measureable and factual, profitability of the institution.
To be an effective leader, in the management of people and organisations, it is best to listen to everything, but not everything listened to, must be responded, or reacted upon or even be relied upon. Leaders who know to let things pass are sound in judgement and action. Silence is the best answer to managing hearsay.
The writer is a senior banker & a freelance columnist