MANAGEMENT
Was tempted to title this piece as ADC or COS. Being from the financial industry I thought readers might presume it to be an article on ‘alternative delivery channels’ and using COS, could lead to political overtones. Having said so, these abbreviations are used here to connote, something very different.
Who is an aide de camp? It is a military parlance, meaning confidential assistant, of a lower rank to the office holder. ADC’s acquire intimate knowledge about their bosses due to close proximity at workplace and otherwise. The ADC’s to Quaid MA Jinnah acquired prominent status in later years.
In the corporate world, for an ADC we prefer to use chief of staff (COS) to the president/MD/ chairman of the organisation. These attachments to the boss can be short term or long term assignments- the length is determined by how long the boss holds office!
What does the COS do? It is dependent upon; who are you COS to? The personality of the boss determines the nature of work of the COS. If he conveys dependability on the COS to the world at large, then the COS has a great of variety in his work, along with an even more weighty responsibility. The COS communicates on his boss’s behalf, writes his memos, speeches etc. In fact the COS operates across all functions, like HR, business development programmes, systems and you name it- his finger is in every organisational pie. To do this, the COS has to have quality in himself. More about his required talents, skills, and abilities, later.
ADC’s in the political arena are currently limited to carrying folders, briefcases, placing speeches on the podium- however depending on their mettle can be very powerful and if not upright they are likely to be highly manipulative.
Thrice in my career, I was ADC to three different bosses, the last being as COO, of the organisation. The first time was very early in my career; I was barely 22 years old. Besides dealing with the idiosyncrasies and erratic behaviour, the learning and exposure was extremely fulfilling.
The perils of the assignment included maintenance of confidentiality, getting victim to envy, jealousies, stress, anxieties and acidity too. The pressure from colleagues to get their work done/approved remained always unabated. I share my experience with readers of what thrill the assignment gave; what responsibility devolved upon me; at what hierarchy levels I had opportunity to interact and above all what I learnt? The experience has been different, with each boss.
The spotlight is always on the COS. He gets that without seeking it. Consequently, he has to tread on the corporate platform as nimble footed, as possible. The COS can’t afford to make enemies. Little would colleagues realise and empathise, that the COS is a mere spokesperson.
My first ADC assignment was to a ‘boss’ who had mercurial temperament. He was feared, by all and sundry. The visit to the lion’s den (his office) was desired and done by colleagues when commanded; nobody voluntarily dared or wanted to do so. He had received his training at a US-owned financial institution – spoke only broken Urdu – but when speaking in English, particularly when angry, it was a machine gun going wild on its own.
For the same reasons of the many unexplained mysteries of Mother Nature, he had a tremendous liking and soft corner for me. His negatives were meant for all barring me. I was lucky, never to endure his rough edges.
On a Monday morning, he called me over and was furious about a senior manager, over an important but not really significant issue. He said, “Call him and give him your (his) piece of mind.” I said will do. He followed me to my desk- I dialled the senior manager and in the most polite and graceful manner, I conveyed boss’ discontentment at his handling of the issue. The boss glared at me, and as I hung up, he looked at me, smilingly and said, “Piece of mind, I had said- not quest of popularity poll.” I learnt a new lesson; politeness in our culture is a misunderstood trait.
Strikingly contrary to this side of his personality was his humanistic side, caring and affectionate. Best of his virtues was he never carried ‘today’ into his ‘tomorrow’. Consequently I never saw him harbour or nurture any ill will or malice towards anybody.
The second time I was to an elderly person who by nature was very ‘fatherly’. He had amazing and great interpersonal skills. Even by mistake he couldn’t lie or misstate about anything; was criminally truthful to his own and many of his colleagues painful detriment.
I learnt from him in the course of my two years attachment about patience, grace and the art of developing and sustaining relationships on a long term basis. When visiting a client (financial institution) he would make sure to adorn their company’s neck tie with its insignia, a present that he may have received earlier from them. And he wouldn’t stop here; he would always make it a point to draw their attention. He relied upon me and trusted me with all his communications. He was caring, considerate and always willing to help. It was a smooth flight with him for good two years.
The third stint as ADC began in the early part of my third decade (21st year) in business. This boss was feared all around- staff and clients inclusive! It all began when in the first three weeks of joining the institution, he asked me to ‘officiate’ in his absence. Overtime I had developed a great rapport with him. Upon his return from official visits or holiday trips, I would in the initial years, give him a brief of what decisions I had taken; what issues had cropped up - essentially whatever had transpired during his absence - he would calmly listen and give his assent, by a mere nod. Later on, having gained sufficient confidence in me, he would stop me from giving him any briefs.
I learnt at his hands not merely technicalities. He had decades of experience behind him and was always quick to check mate any intruder into his personal space or even space of office operations. His aura was such that most senior executives would seek permission to enter his office from a distance of at least five feet from the entrance door.
Even those whom he liked never took liberties. I saw in him, a virtuous Napoleon Bonaparte, quick witted and smart to capitalise on any available situation. He was a fast mover. Again like my first chief he carried no malice towards anybody. I never found him using his pen against any staff. He was generous towards his colleagues without pronouncements or proclamations.
I also learnt from him that it is important for de-stressing to mix humour with everyday business without being obsessively overt about it and to be also aloof and reticent without appearing or sounding to be arrogant. He again (is) an epitome of grace. I began to appreciate that it was necessary to show some of the days the ‘bad cop’ characteristics on the shop floor; it helped keep people at bay and on their toes. Like a true general, his habits were regimented, focussed and firmly held.
To be an efficient and acceptable chief of staff, the following competencies must be acquired. One must be highly skilled in communications, organisational and political agility, be skilled in project management, finance, and be good in coordination of the boss’s schedule with his executive secretary, have the ability to act as an impartial advisor and counsellor, and be adept at coordination and orchestration of projects and commitments. He should be forthright in his communication to the boss, full of integrity, diversity and trust.
Walking the tight rope as COS, you learn a lot but always have to be mindful of keeping the balance. Proximity to the power centre can cause hallucination of personal power which doesn’t exist at all in reality. A mature COS will never be disillusioned of false importance caused by the attention received - remember the attention is for the ‘boss’, not for ADC/COS.
The COS must always stand back and walk a step behind the ‘boss’. On handing over the charge to me, the last of my boss - who held me as their COS, remarked, ‘...uneasy lies the head that wears the crown’. True! But COS or ADC has his neck on the guillotine all the time; the risk is worth the reward. Young readers rush towards being COS, you end up being enriched.
The writer is a senior banker and freelance columnist
