I held it for a while, staring at the cover. The book was authored by someone I respect greatly and someone who helped me believe that I could translate my dreams into reality. What would his book be like? I had waited for the book release, attended the event, bought the book excitedly, and was eager to read it as soon as I got a hold of it.
So, why did I hesitate to open it? Mr. Swarup is like the book’s cover: clean, simple, straightforward, the right big picture and adequate attention to detail. No drama, no colourful and jazzy design, no extra noise. But what would the inside of the book bring? Would it do justice to the man? Would it be able to effectively convey how he has inspired so many, garnered the goodwill and respect of so many, and share insight into how he approached administration with pragmatism, decisiveness and a constant call to action? He had written it himself – would he err on the side of humility and, hence, undersell the changes and reforms he has helped make happen?
I opened it at last, realizing that I would find new stories about his professional career, and hear anecdotes and stories that would give me more insight into how to be an effective leader. Mr. Swarup was Secretary, School Education when I first met him so I didn’t have much visibility into his journey in the civil service. Everything I knew was from what I saw when I interacted with him while he was in MHRD. That was reason enough to give it a good read.
The chapters at first seem like little nuggets or stories. But, actually, they are detailed accounts of innovations, projects and complex programmes that Mr. Swarup led or championed. Whether it is RSBY or the Coal Auctions or the Education Ministry, the book offers an inside view into how to approach and solve complex problems in India.
There are lessons to be learned in each of the chapters. For example, on RSBY, the pages share learnings on how to navigate a multitude of stakeholders and get them to agree to back an idea that was ahead of its time. On the coal auctions, developing an understanding of technology and cutting-edge international practices (such as reverse auctions) to make the allocation process more efficient and transparent.
For anyone working closely with governments (either national or states), this book is a must-read to be able to appreciate the intricacies of working in complex, multi-stakeholder environments where each decision taken has the potential to impact thousands or millions of lives.
For me, personally, I took away three things:
1. Keep it simple but have the depth of knowledge to back you up. The chapters show the in-depth understanding Mr. Swarup had on every topic and ministry he handled. So, while it’s good to keep communication succinct and simple to get your messages across, it’s critical to also have the facts straight and have a clear focus on the right answer. So, when things go off-the-rails or an unexpected comet hits, you’ll know you’re sorted because the data and analysis backs your approach. And, if there’s a set of vested interests out to undermine your work, they’ll have a rude shock coming when they see your depth of understanding of issues. They’ll think twice before messing with you on content.
2. Build a coalition of supporters. Once you’ve clarified your vision and goals, find people that will believe in you, help you and work with you to make it happen. Build a shared vision and realise that leadership isn’t just about setting the tone for your team. It’s about building a wide base of support for an idea (through innovative ways like dissemination workshops or political briefings or a media campaign), building allies (a gentle nudge asking someone for help), and building the right team (and, if you don’t have the right team, doing the best with the team you have).
3. Invest in developing some character attributes that will make you distinctive and set you apart from the rest. It takes many years and experiences to fully understand your own strengths and the person you want to be. Take the time to consciously develop sides of your personality that you think will make you distinctive. Mr. Swarup was able to handle difficult situations because he used rigour and analysis to come up with a point of view that he could then rally folks around. He consciously used his strengths in communication, stakeholder management, persuasion, action-orientation and execution to achieve his goals. It seemed to me that, as he rose in seniority, courage became a more conscious character attribute that he chose to develop – whether in supporting his colleagues and team members or publicly voicing his thoughts or taking a tough stand against the education mafia.
Perhaps this reads less like a book review than it does a reaction to the experiences and journey described in the book as well as my own learnings from Mr. Swarup. But I think that is how one should review a book written by him. With Mr. Swarup, one cannot separate the person from the jobs and roles he has played in his career. He gives himself completely to his professional responsibilities and brings his character attributes to innovate, mobilise and successfully execute in his position as an administrator. And, when he leaves the position, he leaves a bit of that behind so that his successor can hit the ground running. And, as he likes to say, has an action plan for getting things done.
We need more people in the world that have the courage to think big and make things happen. If you want to experience how one person has done so, read this book!