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DC Sharma
I WAS just over 30 when I was promoted as the head of the department of English at a college in Kangra. My teaching experience at the college was barely six years then. I had taught at other DAV colleges for an added five years. My duty now was not only to teach, I had to manage 15 teachers of my department, who would look to me for directions. My colleagues too had some teaching experience and to manage them was a challenge. The principal was adamant to get the best possible results.
As an HoD, I was unaware of the knack to get work done by my “subordinates”. Ours was a team of young men and women, and none of them was ready to hear “hot” words of instructions from me. I would, in the folly of youth, get irritated and try to get memos issued to them from the principal, so they would “learn” to cooperate with me.
But this, instead of helping me get my way, went against me, as all of them united against me, complaining to the principal about my rude behaviour. While I was expecting them to mend their ways, it was clear my approach to the problem was not working.
The principal was a competent administrator, and a kind one at that. He called me to his office, offered me a cup of coffee, and offered advice: ‘You are doing well to improve the results of the students, but the results would be even better if you apply certain administrative skills in your department. Many capable officers keep correcting their subordinates by finding faults in them, but ultimately it doesn’t help; you only lose your effectiveness. Try a different method. Instead of nagging your colleagues continuously, occasionally, try to praise them for something they have done well!’
I understood — it was I who needed to change. It took only a few days for positive results to show. My colleagues, who would see me with anger in their eyes, now became more respectful toward me. They even started praising me, not only before other workers, but also the principal. My life at the college, which seemed tiresome and boring earlier, filled me with more zest now. I started working harder.
The turning point came at the time of distribution of examination evaluation work. Earlier, many among them were reluctant to undertake the duty, but now each of them was open to my suggestions. The annual examination results of that year were much better than those of previous years.
One evening, as I was returning from the college, I saw a funeral procession on the road. People were saying good things about the deceased man. I imagined how earlier the same people would have criticised him. How often we all do that! Had they praised him when he were alive, it would have been meaningful and he would have felt encouraged.
A few words of kindness is all it takes to turn people around. I have learnt this.