The (Not So) Secret Sauce of Successful Organisations

A mentor’s quiet wisdom, a rookie’s conviction, and the lesson that great teams aren’t hired—they’re nurtured. Remembering V. S. Mahesh and what he taught us.

Approximately 35 years ago, I was seated in a makeshift office at a construction site in Calcutta, that is now the iconic Taj Bengal Hotel. In the room was a selection panel that included the then head of human resources of the Taj Group, the legendary V. S. Mahesh. Mahesh was responsible for signing off on every person recruited for the unit. On that day, appearing for their final interviews were candidates short-listed for the Materials Management Department, which I then headed.

Being a rookie myself, on my first major assignment I was as anxious as Harish, (not his real name), the candidate seated in front. Harish, fresh out of college was barely out of his teens. I had endorsed his candidature for a key position in the department, confident of his abilities and with the expectation that he would grow along with the organisation.

The occasion and perhaps the significance of the moment, got to Harish. It kind of froze him. If there was anything he displayed it was his complete inability to engage. He was nervous, underconfident, and responding only in monosyllables. VSM, as he was called, did his best to put him at ease. Nothing worked. Harish, it seemed to me, had blown the opportunity. As he left the room, I recall blabbering, in a high-pitched tone, defending my decision, straining to explain as to why I had thought him fit for the position. 

VSM, leaned back on his chair and laughed. I will never know his reasons for agreeing to Harish’s recruitment. I am though vain enough to believe that it was also to shore up the confidence of this rookie and possibly because he had trust in the people and process. Without doubt though, VSM would have perceived the integrity that Harish would bring to the assignment. 

Harish went on to give an excellent account of himself, with his diligence, integrity and fairness. He was a young star of our small group, much appreciated and trusted by all.

The story doesn’t end here. A few years later, Harish left on being selected to one of the nation’s premier national services. I exchanged notes with him a couple of weeks ago. He is now a senior central government officer, holding a position critical to the nation’s defence. He retains a fond recollection of our days together and has promised to come and meet me soon in Lucknow.

I cannot think of a single manager that I have since worked with, before or since, with the sagacity and wisdom of a VSM. Mahesh merged with the infinite a few years ago, at a relatively young age. He has left behind a remarkable legacy, with a legion of admirers and more importantly countless successful careers that he shaped with his ability to nurture, inspire and imbue with purpose. Even today, many in senior and top management positions in some of the nation’s largest and best organisations, owe their success to his support and guidance.

I have never forgotten VSM and confess to having aped him shamelessly in everything I do. Even my appearance draws on VSM’s style! There will be few (major) decisions that I can recall having taken where I would not have drawn from the key lesson he held out - great performance in individuals and teams is seldom purchased off the shelf. It cannot. It can only be nurtured.

High performing employees and teams are the outcome of careful effort and investment. The finest and most successful organisations, I believe, are those who internalise and follow this simple truth.