DESERVE BEFORE YOU DESIRE

Dr. Gopalakrishnan succeeds Mr. Ratan Tata as Chairman of Tata Sons Ltd., the holding company for many of the Tata blue chips like Tata Steel, Tata Motors, Tata Power, Tata Chemicals, Voltas etc.

Possibly he is the first Non - Tata person to head the Tata Empire.

Read this article by Dr. G - it is really interesting.

The grass isn't always greener on the other side!!

Move from one job to another, but only for the right reasons. It's yet another day at office. As I logged on to the marketing and advertising sites for the latest updates, as usual, I found the headlines dominated by 'who's' moving from one company to another after a short stint', and I wondered, why are so many people leaving one job for another? Is it passé now to work with just one company for a sufficiently long period?

Whenever I ask this question to people who leave a company, the answers I get are: "Oh, I am getting a 200% hike in salary" "Well I am jumping three levels in my designation" "Well they are going to send me abroad in six months".

Then, I look around at all the people who are considered successful today and who have reached the top - be it a media agency, an advertising agency or a company. I find that most of these people are the ones who stuck to the company, ground their heels and worked their way to the top. And, as I look around for people who change their jobs constantly, I find they have stagnated at some level, in obscurity.

In this absolute ruthless, dynamic and competitive environment, there are still no - short cuts to success or to making money. The only thing that continues to pay, as earlier is loyalty and hard work. Yes, it pays!

Sometimes, immediately, sometimes after a lot of time. But, it does pay. Does this mean that one should stick to an organization and wait for the golden moment?
Of course not.

After, a long stint, there always comes a time for moving in most organisations, but it is important to move for the right reasons, rather than the superficial ones, like money, designation or oversees trip.

Remember, no company recruits for charity. More often than not, when you are offered an unseemly hike in salary or designation that is disproportionate to what the company offers it current employees, there is always an unseemly bait attached. The result? You will, in the long term have reached the same level or may be lower levels than what you would have in your current company.

A lot of people leave their organisations because they are 'unhappy'. What is this so called unhappiness? I have been working for donkey years and there has never been a day when I am not unhappy about something in my work environment - boss, rude colleagues, fussy clients etc.

Unhappiness in a work place, to a large extent, is transient. If you look hard enough, there is always something to be unhappy about. But, more importantly, do I come to work to be "happy" in the truest sense?

If I think hard, the answer is "No".

Happiness is something you find with family, friends, may be a close circle of colleagues who have become friends. What you come to work for is to earn, build a reputation, satisfy your ambitions, be appreciated for your work ethics, face challenges and get the job done.

So, the next time you are tempered to move on, ask yourself why are you moving and what are you moving into?

Some questions are:

* Am I ready and capable of handling the new responsibility? If yes, what could be the possible reasons my current company has not offered me the same responsibility?

* Who are the people who currently handle this responsibility in the current and new company? Am I good as the best among them?

* As the new job offer has a different profile, why have I not given the current company the option to offer me this profile?

* Why is the new company offering the new job? Do they want me for my skills, or is that ulterior motive?

An honest answer to these will eventually decide where you go in your career - to the top of the pile in the long term (at the cost of short - term blips) or to become another average employee who gets lost with the time in wilderness?

"DESERVE BEFORE YOU DESIRE" - Dr. Gopalakrishnan, Chairman TATA Sons.

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Love your job, not the Company

Late sitting
Speech by Infosys Chief Mentor Mr. Narayana Murthy

"I know people who work 12 hours a day, six days a week, or more.

Some people do so because of a work emergency where the long hours are only temporary. Other people I know have put in these hours for years. I don't know if they are working all these hours, but I do know they are in the office this long. Others put in long office hours because they are addicted to the workplace.

Whatever the reason for putting in overtime, working long hours over the long term is harmful to the person and to the organization. There are things managers can do to change this for everyone's benefit.

Being in the office long hours, over long periods of time, makes way for potential errors. My colleagues who are in the office long hours frequently make mistakes caused by fatigue. Correcting these mistakes r equires their time as well as the time and energy of others.

I have seen people work Tuesday through Friday to correct mistakes made after 5 PM on Monday. Another problem is that people who are in the office for long hours are not pleasant company. They often complain about other people (who aren't working as hard); they are irritable, or cranky, or even angry. Other people avoid them. Such behaviour poses problems, where work goes much better when people work together instead of avoiding one another.

As Managers, there are things we can do to help people leave the office. First and foremost is to set the example and go home ourselves. I work with a manager who chides people for working long hours. His words quickly lose their meaning when he sends these chiding group e-mails with a time-stamp of 2 AM, Sunday. Second is to encourage people to put some balance in their lives. For instance, here is a guideline I find helpful:

1) Wake up, eat a good breakfast, and go to work.
2) Work hard and smart for eight or nine hours.
3) Go home.
4) Read the comics, watch a funny movie, dig the dirt, play with your Kids etc..
5) Eat well and sleep well.

This is called recreating. Doing steps 1, 3, 4, and 5 enable step 2. Working regular hours and recreating daily are simple concepts. They are hard for some of us because that requires personal change. They are possible since we all have the power to choose to do them.

In considering the issue of overtime, I am reminded of my eldest son. When he was a toddler, If people were visiting the apartment, he would not fall asleep no matter how long the visit, and no matter what time of day it was! He would fight off sleep until the visitors left. It was as if he was afraid that he would miss something. Once our visitors' left, he would go to sleep. By this time, however, he was over tired and would scream through half the night with nightmares. He, my wife, and I, all paid the price for his fear of missing out.

Perhaps some people put in such long hours because they don't want to miss anything when they leave the office. The trouble with this is that events will never stop happening. That is life! Things happen 24 hours a day. Allowing for little rest is not ultimately practical. So, take a nap. Things will happen while you're asleep, but you will have the energy to catch up when you wake.

Hence, "LOVE YOUR JOB BUT NEVER FALL IN LOVE WITH YOUR COMPANY"

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Employees First

Richard Branson
Founder - Virgin Atlantic Airline that successfully took on British Airways

Ever the radical, Mr. Branson says his only business role model was a person who had failed. Fellow iconoclast and entrepreneur Freddie Laker had attempted to take on British Airways with a low-cost trans-Atlantic airline a few years earlier and had been driven out of business by the competition. Nevertheless, Mr. Branson, sensing a kindred spirit, sought Mr. Laker's counsel in the early 80's. The airline, Mr. Laker advised him, had to concentrate not just on low cost but also on offering quality and value for the money. It had to be innovative and, most of all, fun. The airline's employees, therefore, were the real asset, not the planes.

And it was Mr. Laker who brought out the Barnum in Mr. Branson. "Freddie Laker sat me down and said, 'If you are going to take on Pan Am, T.W.A. and British Airways, you've got to use yourself and get out there and realize that if you dress up in a captain's outfit when you launch the airline, you'll get on the front page. If you turn up in ordinary business clothes, you'll be lucky to get a mention. Remember, the photographers have a job to do; they'll turn up to one of your events and give you one chance. If you don't give them a photograph that will get them on the front page, they won't turn up to your next event.'"

Despite his public persona, Mr. Branson claims to be shy and introverted. He says he had to force himself to make speeches, embrace the photo opportunities and take part in the public relations soirees. But, he tells other chief executives, it can be done. "Before we launched the airline, I was a shy and retiring individual who couldn't make speeches and get out there," he says. "I had to train myself into becoming more of an extrovert."

And the metamorphosis has paid off. His outrageous stunts and accessibility to the media have provided huge competitive advantage in the brand wars. For example, his media stunts in introducing Virgin Atlantic's new "drive-through" airport check-in, and later Virgin Cola, spawned widespread newspaper coverage and led to five-minute segments on NBC's "Today" show and a national audience of millions of Americans -- at no cost to Virgin. He won a highly publicized libel settlement of nearly $1 million from British Airways in the early 1990's and milked the David-slaying-Goliath angle for all it was worth.

Mr. Branson is quite pleased that most business leaders remain below the parapets. "From a competitive point of view, the longer they continue to think that way, the better for us," he states. He relates a conversation with a BBC producer who told him that 99 out of 100 invitations to British chief executives to appear on television are refused. Conversely, Virgin is always available for air time. "With a television spot, you are reaching 10 million people," Mr. Branson says. "It would be bloody stupid to say no."

EMPLOYEES FIRST

A genius for publicity, however, is only one facet of Mr. Branson's business talent. Perhaps more crucial to his success is his order of priorities. While most chief executives focus on creating shareholder value and devote their attention primarily to customers, Mr. Branson believes that the correct pecking order is employees first, customers next and then shareholders. His logic is simple and sound: If your employees are happy, they will do a better job. If they do a better job, the customers will be happy, and thus business will be good and the shareholders will be rewarded.

To this end, Mr. Branson goes to unusual lengths. He regularly takes out entire flight crews for dinner and parties when he arrives on a Virgin Atlantic flight. He even stays at the crew's hotel rather than in expensive digs downtown. He gives every Virgin employee a Virgin card, which provides big discounts on the airline as well as at Virgin Megastores and other Virgin businesses.

Because of Virgin's many disparate businesses, Mr. Branson likens his role to that of a commander of many armies fighting battles around the world. "In a sense, you are ultimately directing the war, and the critical thing is constantly being in touch and motivating your troops and helping people if they've got a problem," he says.

So he is continually on the road, visiting Virgin businesses, talking with employees and customers. Mr. Branson is known for his ever-present notebook and pen, which he pulls out whenever he chats with employees or customers. He insists that this is a crucial element in his role as chairman and that by writing things down, he creates a regular list of items for immediate action. Most chief executives, he notes, will chat with employees in the course of their travels but by the next day will remember little of what they were told.

Mr. Branson reads mail from employees every morning before he does anything else. This habit, which he started in Virgin's early days, changes the company-employee dynamics dramatically. Employees do not hesitate to air their grievances directly to Mr. Branson, and he has proved with his actions that he not only listens but also responds. He says that although Virgin has 20,000 employees around the world today, he gets only 25 to 30 letters each morning. "It's not as many as you think because they know they can do it," he explains.

The letters run the gamut, from small ideas to frustrations with middle management. Mr. Branson addresses every one either by answering personally or by initiating some action. "Instead of needing a union when they have a problem, they come to me," he says. "I will give the employee the benefit of the doubt on most occasions." His loyalty to the rank-and-file employees is returned in kind. Working for Virgin, especially in Britain, is nothing short of a badge of honor.

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Fifty ways to manage time - Part III

HAPPY NEW YEAR TO ALL MY READERS.
Wish you all a healthy, peaceful & prosperous new year 2006

Managing at Home

39. Make a phone binder at home. Include in it: phone numbers, emergency information, schedules and take-out menus. Keep it by the phone.

40. Take some time out on Sunday. Make sure everyone in the family has five clean, pressed outfits for the week ahead. This will save many headaches during the week.

41. Make a menu once a week. Then make a grocery list and go through your coupons. Go to the grocery store at an off-peak hour.

42. Make each family member responsible. Have everyone put away their own clothes and belongings each night. Even a toddler can throw clothing in a hamper and help clean up toys.

43. Store items where they will be used. Keep one extra set of sheets in each bedroom. Buy a pair of scissors for each room.

44. Buy work clothing in 3 or 4 colors only. Almost everything will go together and you'll feel less stress when dressing. You can still be colorful on the weekends.

45. Make a gift wrap center. Buy a large, clear plastic container and fill it with wrapping paper, scissors, tape and ribbon. Keep it stocked.

46. Make a commitment. Take a walk for five minutes today and every day. You'll find that it is a great tension reliever and many times, you won't stop after five minutes.

47. Make a bill paying center. Buy a clean plastic shoe box and place in it your checkbook, a pen, address stamper, envelopes and stamps. Throw in bills as they arrive.

48. Buy a small hook today. Screw it into the wall next to your door at home. Always place your keys on it when entering.

49. Don't be afraid to get rid of things. If you don't love it or it's not useful on a regular basis, why keep it?

50. Keep your clutter if you love it-- just find ways to work around it so you can still be organized, productive and efficient.

ITS MY BIRTHDAY TODAY

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Fifty ways to manage time - Part II

Dealing with Paper Overload

21. Read with a highlighter in hand. Highlight any actions required (due dates, appointments, etc.) or important information as you read your mail, reports, articles.

22. Keep a file of quick tasks - catalogs to review, short articles to read, forms to sign - and take care of them while you wait for something to print or a meeting to begin.

23. Sort through large paper piles efficiently. Sort them: priority mail, junk mail, magazines, bills, etc. before acting on any of it.

24. Deal with paper as you receive it. On an everyday basis, go through your mail, in-box, e-mail, etc. and sort into the following files: trash/delete, to do, to file, to read and to delegate/refer.

25. Establish a place just for paperwork. Keep it accessible and free of clutter.

26. Make a holding file. Use it to store information when you are awaiting follow- up from someone. If you need to follow-up with someone, mark the followup date and name in your calendar with an (H) after it.

27. Schedule a certain amount of time everyday. To keep up with your ever-growing paper piles, set a time each day, without interruptions, to process.

28. Use a master list. Get rid of those small slips of paper and sticky notes that accumulate on your desk, in your car, on your computer, and add all information to your master list. Review it daily.

29. Think about it. As you go through your day, really think about the way you do things and ask yourself if there is a better way.

30. Utilize lists. Keep running lists in your planner or in a notebook of the following: gift ideas, i.d. numbers, books to read, clothing needs, web sites to review, general ideas, etc.

Filing Pointers

31. Make a list of your current file headings. Can you delete or combine any? If a file is over 2" thick, break it down into sub-headings.

32. Start each file heading with a noun. E.g., not "house insurance" but "insurance - house."

33. Think about where you would look to find a certain piece of paper. That should be its file heading.

34. Keep an alphabetized list of all your file folders. Attach it to your filing cabinet for easy reference.

35. Buy a step file organizer for your desk top. In it, place files labeled "to do," "to file," "to read," etc. Other options include: "e-mail to send," "to enter (computer)," and reference files for associates, employees, spouse.

36. Keep any current project or work in progress in your standing vertical file. Out of sight many times means out of mind.

37. Treat your computer files (especially e-mails) like paper files. Delete if possible or separate into "folders."

38. Remember this rule: The important part is not how you file but being able to find what you want when you want it.

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Fifty ways to manage time - Part I

50 Ways to Manage Your Time

12 Top Time Savers
1. Reserve an hour each day. Close your door, turn off the phone and concentrate on priorities. It's amazing what you can accomplish in one uninterrupted hour.

2. Write it down. Making a master list of everything you need to do will de-clutter your mind and reduce your stress level. Each day, move a few of these items to your daily to-do list.

3. Keep a running list of errands to do. Group them together by location and do everything at once.

4. Delegate! Taking the time to teach someone else to complete a task for you will ultimately free up your time for more important things. For one week, analyze each thing you must do and ask yourself, Am I the person who must do this or should I find someone else to do it.

5. Develop forms. Is there a sales letter that you write every week? Make a master on the computer. Think about things you do daily and ask yourself if there is a way to standardize them.

6. Make a list of things you can do in five minutes or less. (Examples: write a note to a friend, straighten a drawer, make a quick phone call) The next time you have a few minutes to spare, choose something from your list to do.

7. Prioritize, Prioritize! It is better to accomplish three very important projects in a day than it is to finish 20 low priority tasks. Think about this as you plan your days.

8. Stock up on supplies. Keep the basics such as stamps, envelopes, notepads and favorite pens in your desk and ready to go. Buy in bulk to save money and time.

9. Keep a reading file. Place in it, letters, memos, reports, newspaper articles (cut out from the paper), magazine articles (removed from the magazine), etc. When you are stuck in traffic or sitting in a doctor's office, pull out your file and read something meaningful to pass the time.

10. Do like tasks together. Make all your phone calls together. Run all your errands during lunch hour one day per week. Write thank you cards to customers once a week. Have a daily, 15-minute meeting with your assistant.

11. Reduce interruptions. Have everyone in the company learn and use these time-saving tips. Some businesspeople put a flag on their door or their cubicle when they are not to be interrupted.

12. Get organized! You can save an hour per day by de-cluttering and organizing your desk, your files and your paperwork.


Organize Your Desk in 8 Steps
13. Start at the beginning. Remove everything from your desktop. Put back only the necessities and keep a large clean space for current projects. What are the necessities? Phone, notepad, calendar, step file organizer, current project. Keep the cutesy items in sight but off your desk.

14. Place your phone. Place your phone on the left side of desk if you are right handed and on the right if you are left handed.

15. Keep a spiral notebook by the phone for messages. Start with the date each day. By doing this, you will have reference info when you need it.

16. Keep or delete? If you use something every day leave it in your desk; if you use something once a week, you should be able to reach it from your chair; if you use something once a month keep it in your office or work area. If you use something less than once a month, keep it elsewhere.

17. Look for ways to daily improve your life. Www.ineedmoretime.com offers various organizing services and products to help you have a better quality of life.

18. Keep your office supplies in one drawer. Keep only the supplies you use frequently in your desk. Do you really need 25 pens and 15 packages of salt?

19. Sort through your desk files. Keep only personal files and files that you refer to weekly in your desk drawers.

20. Look around. End each day (or at least each week) by tidying up your desk and returning everything to its place. (Yes, everything should have a place.)

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Michael Jordan and Bhagavad Gita

Michael Jordan on Fear

I never looked at the consequences of missing a big shot. Why? Because when you think about the consequences you always think of a negative result.

Some people get frozen by that fear of failure. They get it from peers or from just thinking about the possibility of a negative results. They might be afraid of looking bad or being embarrassed.

I realized that if I was going to achieve anything in life I had to be aggressive. I had to get out there and go for it. I don't believe you can achieve anything by being passive. I'm not thinking about anything except what I'm trying to accomplish. Any fear is an illusion.

You think something is standing in your way but nothing is really there. What is there is an opportunity to do your best and gain some success. If it turns out my best isn't good enough, then at least I'll never be able to look back and say I was too afraid to try. Failure always made me try harder the next time.

That's why my advice has always been to "think positive" and find fuel in any failure. Sometimes failure actually just gets you closer to where you want to be.

If I'm trying to fix a car, every time I try something that doesn't work, I'm getting closer to finding the answer. The greatest inventions in the world had hundreds of failures before the answers were found.

I think fear sometimes comes from a lack of focus or concentration. If I had stood at the free-throw line and thought about 10 million people watching me on the other side of the camera lens, I couldn't have made anything. So I mentally tried to put myself in a familiar place.

I thought about all those times I show free throws in practice and went through the same motion, the same technique that I had used thousands of times. You forget about the outcome. You know you are doing the right things. So you relax and perform. After that you can't control anything anyway.

It's out of your hands, so don't worry about it.

Lord Krishna to Arjuna

"Man must do his duty. Do not think of the fruits, the results. 'These are mine, those are not mine' -do not have such thoughts. A wise man treats all alike. Anger and desire dull your intelligence. Accept pain and pleasure in the same way. A man must understand and do what is right. Everyone that is born must die. Justice is more important than human beings. Partha, give up this base faint-heartedness, arise and do your duty."

Wasn't there a bit of Bhagavad Geetha from Michael Jordan?

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Give a thought for your child

FATHER FORGETS - W. Livingston Larned
condensed as in "Readers Digest"

Listen, son: I am saying this as you lie asleep, one little paw crumpled under your cheek and the blond curls stickily wet on your damp forehead. I have stolen into your room alone. Just a few minutes ago, as I sat reading my paper in the library, a stifling wave of remorse swept over me. Guiltily I came to your bedside.

There are the things I was thinking, son: I had been cross to you. I scolded you as you were dressing for school because you gave your face merely a dab with a towel. I took you to task for not cleaning your shoes. I called out angrily when you threw some of your things on the floor.

At breakfast I found fault, too. You spilled things. You gulped down your food. You put your elbows on the table. You spread butter too thick on your bread. And as you started off to play and I made for my train, you turned and waved a hand and called, "Goodbye, Daddy!" and I frowned, and said in reply, "Hold your shoulders back!"

Then it began all over again in the late afternoon. As I came up the road I spied you, down on your knees, playing marbles. There were holes in your stockings. I humiliated you before your boyfriends by marching you ahead of me to the house. Stockings were expensive-and if you had to buy them you would be more careful! Imagine that, son, from a father!

Do you remember, later, when I was reading in the library, how you came in timidly, with a sort of hurt look in your eyes? When I glanced up over my paper, impatient at the interruption, you hesitated at the door. "What is it you want?" I snapped.

You said nothing, but ran across in one tempestuous plunge, and threw your arms around my neck and kissed me, and your small arms tightended with an affection that God had set blooming in your heart and which even neglect could not wither.

And then you were gone, pattering up the stairs.

Well, son, it was shortly afterwards that my paper slipped from my hands and a terrible sickening fear came over me. What has habit been doing to me? The habit of finding fault, of reprimanding-this was my reward to you for being a boy. It was not that I did not love you; it was that I expected too much of youth. I was measuring you by the yardstick of my own years.

And there was so much that was good and fine and true in your character. The little heart of you was as big as the dawn itself over the wide hills. This was shown by your spontaneous impulse to rush in and kiss me good night. Nothing else matters tonight, son. I have come to your bedside in the darkness, and I have knelt there, ashamed!

It is feeble atonement; I know you would not understand these things if I told them to you during your waking hours. But tomorrow I will be a real daddy! I will chum with you, and suffer when you suffer, and laugh when you laugh. I will bite my tongue when impatient words come. I will keep saying as if it were a ritual: "He is nothing but a boy-a little boy!"

I am afraid I have visualized you as a man. Yet as I see you now, son, crumpled and weary in your cot, I see that you are still a baby. Yesterday you were in your mother's arms, your head on her shoulder. I have asked too much, too much.

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The 90:10 Principle

The 90/10 Principle by Stephen Covey

Discover the 90/10 Principle. It will change your life (at least the way you react to situations). What is this principle?

10% of life is made up of what happens to you. 90% of life is decided by how you react. What does this mean? We really have no control over 10% of what happens to us. We cannot stop the car from breaking down. The plane will be late arriving, which throws our whole schedule off. A driver may cut us off in traffic. We have no control over this 10%. The other 90% is different. You determine the other 90%.

How? By your reaction. You cannot control a red light., but you can control your reaction. Don't let people fool you; YOU can control how you react.

Let's use an example.

You are eating breakfast with your family. Your daughter knocks over a cup of coffee onto your business shirt. You have no control over what just what happened. What happens when the next will be determined by how you react.

You curse. You harshly scold your daughter for knocking the cup over.

She breaks down in tears. After scolding her, you turn to your spouse and criticize her for placing the cup too close to the edge of the table. A short verbal battle follows. You storm upstairs and change your shirt. Back downstairs, you find your daughter has been too busy crying to finish breakfast and get ready for school. She misses the bus.

Your spouse must leave immediately for work.

You rush to the car and drive your daughter to school. Because you are late, you drive 40 miles an hour in a 30 mph speed limit. After a 15-minute delay and throwing $60 traffic fine away, you arrive at school. Your daughter runs into the building without saying goodbye.

After arriving at the office 20 minutes late, you find you forgot your briefcase. Your day has started terrible. As it continues, it seems to get worse and worse. You look forward to coming home, When you arrive home, you find small wedge in your relationship with your spouse and daughter.

Why? Because of how you reacted in the morning. Why did you have a bad day?

A) Did the coffee cause it?

B) Did your daughter cause it?

C) Did the policeman cause it?

D) Did you cause it?

The answer is " D".

You had no control over what happened with the coffee.

How you reacted in those 5 seconds is what caused your bad day.

Here is what could have and should have happened.

Coffee splashes over you. Your daughter is about to cry. You gently say, "It's ok honey, you just need, to be more careful next time". Grabbing a towel you rush upstairs. After grabbing a new shirt and your briefcase, you come back down in time to look through the window and see your child
getting on the bus. She turns and waves. You arrive 5 minutes early and cheerfully greet the staff. Your boss comments on how good the day you are having.

Notice the difference?

Two different scenarios. Both started the same. Both ended different.

Why? Because of how you REACTED.

You really do not have any control over 10% of what happens. The other 90% was determined by your reaction.

Here are some ways to apply the 90/10 principle.

If someone says something negative about you, don't be a sponge.

Let the attack roll off like water on glass. You don't have to let the negative comment affect you! React properly and it will not ruin your day. A wrong reaction could result in losing a friend, being fired, getting stressed out etc.

How do you react if someone cuts you off in traffic?

Do you lose your temper?

Pound on the steering wheel?

Do you curse?

Does your blood pressure skyrocket?

Do you try and bump them?

WHO CARES if you arrive ten seconds later at work? Why let the cars ruin your drive?

Remember the 90/10 principle, and do not worry about it.

You are told you lost your job. Why lose sleep and get irritated? It will work out. Use your worrying energy and time into finding another job.

The plane is late; it is going to mangle your schedule for the day. Why take out your frustration on the flight attendant? She has no control over what is going on. Use your time to study, get to know the other passenger.

Why get stressed out? It will just make things worse. Now you know the 90-10 principle. Apply it and you will be amazed at the results. You will lose nothing if you try it.

The 90-10 principle is incredible. Very few know and apply this principle.The result? Millions of people are suffering from undeserved stress, trials, problems and heartache.

We all must understand and apply the 90/10 principle.

It CAN change your life***!!!!!!!

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What's good enough for Buffett will do for us!

What's good enough for Buffett will do for us!

by David McEvan

"The investor with a portfolio of sound stocks should expect their prices to fluctuate and should neither be concerned by sizeable declines nor become excited by sizeable advances. He should always remember that market quotations are there for his convenience, either to be taken advantage of or to be ignored. He should never buy a stock because it has gone up or sell one because it has gone down. He would not be far wrong if this motto read more simply: Never buy a stock immediately after a substantial rise or sell one immediately after a substantial drop."

This is easy to forget. Unless you need to sell shares to raise cash in the next few weeks, it is not relevant what their price is. Far more important is the financial strength and management quality of the company. A good company will always survive and sometimes even prosper during the inevitable ups and downs of the economy.

Those who do not need to raise cash in the short term should keep in mind the good times that will inevitably return, while taking solace in the dividends good companies churn out year after year. Here is a passage from another book, The Warren Buffett Portfolio, by Robert Hagstrom.

"If we were to ask Buffett what he considers an ideal holding period, he would answer, `Forever' – so long as the company continues to generate above-average economics and management allocates the earnings of the company in a rational manner.

" `Inactivity strikes us as intelligent behaviour,' he explains. `Neither we nor most business managers would dream of feverishly trading highly profitable subsidiaries because a small move in the Federal Reserve's discount rate was predicted or because some Wall Street pundit has reversed his views on the market.' Why, then, should we behave differently with our minority positions in wonderful businesses?"

That is a key point – good investors buy businesses, not shares. All businesses have very profitable years and not so profitable years. The key number to the long-term investor is the return on their capital – shareholders' funds. If a company is generating a return that is better than other investment options such as cash, bonds or property then the investor should be happy to let the money sit there and grow.

Return on capital has nothing to do with the share price on any given day. Instead, it is a measure of how much is earned and poured back into the business – the real formula for success that share prices often fail to depict. It is measured by taking net profit as reported, and dividing that by shareholders' funds as shown in the balance sheet. Buffett has said if that ratio ends up being 15 per cent or higher, you have a real growth investment.

The share price is not that important. Your target should be to find good companies with reliable earnings that generate a return on equity of 15 per cent or more – without the weak balance sheet that can distort that number.

Recommended Reading - The Warren Buffet Way
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Infosys Silver Jubilee Speech

India's software giant Infosys Technologies Limited has entered its 25th year of existence. In these 25 years, the company has scaled many a peak, making the nation proud of it.

N R Narayana Murthy, Chairman, Infosys, however, has plans to turn the company into a bigger, stronger, and global player.

At an analysts' meet, held to mark the silver jubilee celebrations of Infosys in Hyderabad, Murthy spoke about his future for the company.

Here's the speech that he delivered

We start our 25th year celebrations today. It is indeed laudable that we have run this marathon so far. Several happy thoughts come to my mind as I stand here. But, the most important one is our meeting in January 1981.

How Infosys began

It was a wintry morning in January 1981 when seven of us sat in my apartment, and created Infosys. We had lots of hope, confidence, commitment, energy, enthusiasm, hard work, passion and a sense of sacrifice.

We were short of one thing, money. We managed to put together just $250 in seed capital.

We never dreamt about size, revenues and profits. Our dream, right from day one, was to build a corporation that was, above all things, respected.

From the beginning, our team was unique in our commitment to a strong value system. We believed in putting the interest of the company ahead of our own interest. We believed in legal and ethical business.

We believed in respect and long-term gratification. And each of us brought complementary strengths to the company.

'Entrepreneurship is a marathon'

To me, entrepreneurship is a marathon. I believe that the key to a successful corporation is longevity – my heroes are companies like IBM, Levers, and GE. These firms have shown growth in earnings quarter after quarter, for a long time.

Infosys itself has seen consistent growth in revenue and profitability for over 49 quarters, since it got listed in India. We have institutionalized performance and accountability in our systems and processes, and through the empowerment of our employees. Let me talk about some of the generic lessons we have learnt.

The name of the game is: predictability of revenues; sustainability of the prediction; profitability; and a good de-risking model. Measurement is key to improvement.

Value system

A sound value system is what differentiates long-term players from others. Putting the corporation's interest ahead of personal interest will advance personal goals in the long term.

No single person is indispensable. It is important that you give challenging engagements to deserving people, whether they are young or new in the organization. Youth and empowerment are the keys to scalability and longevity.

Every situation is what you make it to be. Confidence is half the battle, and leadership is making the impossible look possible. Speed, imagination and excellence in execution are the only three context-invariant and time-invariant attributes for success.


Trust of employees, investors

The trust of employees is the most important ingredient for successful leadership. To gain the trust of people, there is no more powerful leadership style than leadership by example. The world respects performance and action, not rhetoric.

It is better to obsolete our own innovations, rather than allowing our competitors to do it. A healthy sense of paranoia and respect for competition is an absolute must for success. It prevents complacency, and ensures that the organization is learning continuously. The ultimate test for customer satisfaction is making our customer look good in front of his / her customer.

I have realized that if you want to look smarter, you must surround yourself with people smarter than you. Everybody needs incentives to perform. Money is not the only motivator; respect, dignity, fairness and inclusiveness are essential to get the best out of employees. Every employee must feel an inch taller when talking about the company.

Being transaction-oriented in every decision avoids groupism. An emphasis on meritocracy and data-orientation enhances the confidence of employees in the fairness of the corporation. We believe in the adage, In God we trust, everybody else brings data to the table.

To retain the trust of your investors, it is better to under promise and over-deliver. Investors understand that every business will have ups and downs, and want us to level with them at all times. They want us give them bad news pro-actively and as early as possible. Therefore, when in doubt, disclose.

We have realized that we should never take any decision with the stock price in mind. The day we do this, we will ruin the company. Finally, we have realized that we can shortchange investors if we want to make Rs 1 crore (Rs 10 million), but if we want to make Rs 1,000 crore (Rs 10 billion), we have to play the game straight and honest.

We have realized that longevity requires that we follow every law of the land, even if we do not agree with it. We should work hard to change laws that hurt the progress of the corporation.

Unless we make a difference to the society and earn their trust, we cannot be long-term players. Therefore, in everything we do, we must ask ourselves whether we are adding value to the society around us, regardless of where we are -- US or India.

'What I want Infosys to achieve in 25 years'

What do I want to see this company achieve in the next 25 years? I want this to be a place where people of different races, nationalities and religious beliefs work together, in an environment of intense competition but utmost courtesy and dignity, to add greater and greater value to our customers, day after day. Just like we have received respect in India, I want Infosys to be the most respected company in every country that it operates.

But, to achieve these dreams, we have to be in existence over the next 250 years. I know we can do this for the following reasons:

We have an extraordinary leader in Nandan (Nandan Nilekani, Infosys CEO), a man of great vision, values and dynamism. He is ably supported by the best management team and professionals in the industry.

We have a depth of leaders within the organisation, with over 500 leaders being part of our leadership training and mentoring programme.

The de-risking strategy at Infosys ensures that there is a backup for every position, and that decision-making is participatory across the company. In other words, it is not one person, but a team that looks at every decision. Thus, at Infosys, it is the leadership of ideas and meritocracy that drives every decision.

Every decision is supported by a strong portfolio of systems, processes and technology.

The value system of the company is time and context invariant.

We will continue to have the mindset of a small company even as we grow and scale.

Finally, and most importantly, I see youth, the feel-good factor and confidence around me.

This is why I am confident Infosys will continue to serve the society as a long-term player.

Thank you.

N R Narayana Murthy

Chief Mentor
Infosys Limited
http://www.infosys.com

I also pick shares for investment in the Indian stocks market, pass 'buy' there!

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Three stories by Steve Jobs

This is the text of the Commencement address by Steve Jobs, CEO of Apple Computer and of Pixar Animation Studios, delivered on June 12, 2005.

I am honored to be with you today at your commencement from one of the finest universities in the world. I never graduated from college. Truth be told, this is the closest I've ever gotten to a college graduation. Today I want to tell you three stories from my life. That's it. No big deal. Just three stories.


The first story is about connecting the dots.

I dropped out of Reed College after the first 6 months, but then stayed around as a drop-in for another 18 months or so before I really quit. So why did I drop out?

It started before I was born. My biological mother was a young, unwed college graduate student, and she decided to put me up for adoption. She felt very strongly that I should be adopted by college graduates, so everything was all set for me to be adopted at birth by a lawyer and his wife. Except that when I popped out they decided at the last minute that they really wanted a girl. So my parents, who were on a waiting list, got a call in the middle of the night asking: "We have an unexpected baby boy; do you want him?" They said: "Of course." My biological mother later found out that my mother had never graduated from college and that my father had never graduated from high school. She refused to sign the final adoption papers. She only relented a few months later when my parents promised that I would someday go to college.

And 17 years later I did go to college. But I naively chose a college that was almost as expensive as Stanford, and all of my working-class parents' savings were being spent on my college tuition. After six months, I couldn't see the value in it. I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out OK. It was pretty scary at the time, but looking back it was one of the best decisions I ever made. The minute I dropped out I could stop taking the required classes that didn't interest me, and begin dropping in on the ones that looked interesting.

It wasn't all romantic. I didn't have a dorm room, so I slept on the floor in friends' rooms, I returned coke bottles for the 5¢ deposits to buy food with, and I would walk the 7 miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on. Let me give you one example:

Reed College at that time offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully hand calligraphed. Because I had dropped out and didn't have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can't capture, and I found it fascinating.

None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, its likely that no personal computer would have them. If I had never dropped out, I would have never dropped in on this calligraphy class, and personal computers might not have the wonderful typography that they do. Of course it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards ten years later.

Again, you can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something - your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.

My second story is about love and loss.

I was lucky - I found what I loved to do early in life. Woz and I started Apple in my parents garage when I was 20. We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a $2 billion company with over 4000 employees. We had just released our finest creation - the Macintosh - a year earlier, and I had just turned 30. And then I got fired. How can you get fired from a company you started? Well, as Apple grew we hired someone who I thought was very talented to run the company with me, and for the first year or so things went well. But then our visions of the future began to diverge and eventually we had a falling out. When we did, our Board of Directors sided with him. So at 30 I was out. And very publicly out. What had been the focus of my entire adult life was gone, and it was devastating.

I really didn't know what to do for a few months. I felt that I had let the previous generation of entrepreneurs down - that I had dropped the baton as it was being passed to me. I met with David Packard and Bob Noyce and tried to apologize for screwing up so badly. I was a very public failure, and I even thought about running away from the valley. But something slowly began to dawn on me - I still loved what I did. The turn of events at Apple had not changed that one bit. I had been rejected, but I was still in love. And so I decided to start over.

I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.

During the next five years, I started a company named NeXT, another company named Pixar, and fell in love with an amazing woman who would become my wife. Pixar went on to create the worlds first computer animated feature film, Toy Story, and is now the most successful animation studio in the world. In a remarkable turn of events, Apple bought NeXT, I retuned to Apple, and the technology we developed at NeXT is at the heart of Apple's current renaissance. And Laurene and I have a wonderful family together.

I'm pretty sure none of this would have happened if I hadn't been fired from Apple. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hits you in the head with a brick. Don't lose faith. I'm convinced that the only thing that kept me going was that I loved what I did. You've got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don't settle.

My third story is about death.

When I was 17, I read a quote that went something like: "If you live each day as if it was your last, someday you'll most certainly be right." It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: "If today were the last day of my life, would I want to do what I am about to do today?" And whenever the answer has been "No" for too many days in a row, I know I need to change something.

Remembering that I'll be dead soon is the most important tool I've ever encountered to help me make the big choices in life. Because almost everything - all external expectations, all pride, all fear of embarrassment or failure - these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.

About a year ago I was diagnosed with cancer. I had a scan at 7:30 in the morning, and it clearly showed a tumor on my pancreas. I didn't even know what a pancreas was. The doctors told me this was almost certainly a type of cancer that is incurable, and that I should expect to live no longer than three to six months. My doctor advised me to go home and get my affairs in order, which is doctor's code for prepare to die. It means to try to tell your kids everything you thought you'd have the next 10 years to tell them in just a few months. It means to make sure everything is buttoned up so that it will be as easy as possible for your family. It means to say your goodbyes.

I lived with that diagnosis all day. Later that evening I had a biopsy, where they stuck an endoscope down my throat, through my stomach and into my intestines, put a needle into my pancreas and got a few cells from the tumor. I was sedated, but my wife, who was there, told me that when they viewed the cells under a microscope the doctors started crying because it turned out to be a very rare form of pancreatic cancer that is curable with surgery. I had the surgery and I'm fine now.

This was the closest I've been to facing death, and I hope its the closest I get for a few more decades. Having lived through it, I can now say this to you with a bit more certainty than when death was a useful but purely intellectual concept:

No one wants to die. Even people who want to go to heaven don't want to die to get there. And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life's change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true.

Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma - which is living with the results of other people's thinking. Don't let the noise of other's opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.

When I was young, there was an amazing publication called The Whole Earth Catalog, which was one of the bibles of my generation. It was created by a fellow named Stewart Brand not far from here in Menlo Park, and he brought it to life with his poetic touch. This was in the late 1960's, before personal computers and desktop publishing, so it was all made with typewriters, scissors, and polaroid cameras. It was sort of like Google in paperback form, 35 years before Google came along: it was idealistic, and overflowing with neat tools and great notions.

Stewart and his team put out several issues of The Whole Earth Catalog, and then when it had run its course, they put out a final issue. It was the mid-1970s, and I was your age. On the back cover of their final issue was a photograph of an early morning country road, the kind you might find yourself hitchhiking on if you were so adventurous. Beneath it were the words: "Stay Hungry. Stay Foolish." It was their farewell message as they signed off. Stay Hungry. Stay Foolish. And I have always wished that for myself. And now, as you graduate to begin anew, I wish that for you.

Stay Hungry. Stay Foolish.
Thank you all very much.

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Three filter theory of Socrates

The great philosopher Socrates' wisdom needs no introduction.

This is a small story about the three filter theory advocated by the great man for hearsays.

One day the great philosopher came upon an acquaintance who ran up to him excitedly and said, "Socrates, do you know what I just heard about one of your students?"

Wait a moment," Socrates replied. "Before you tell me I'd like you to pass a little test. It's called the Triple Filter Test."

"Triple filter?"

"That's right," Socrates continued. "Before you talk to me about my student let's take a moment to filter what you're going to say. The first filter is Truth. Have you made absolutely sure that what you are about to tell me is true?"

"No," the man said, "actually I just heard about it and..."

"All right," said Socrates. "So you don't really know if it's true or not. Now let's try the second filter, the filter of Goodness. Is what you are about to tell me about my student something good?"

"No, on the contrary..."

"So," Socrates continued, "you want to tell me something bad about him, even though you're not certain it's true?"

The man shrugged, a little embarrassed.

Socrates continued. "You may still pass the test though,because there is a third filter - the filter of Usefulness. Is what you want to tell me about my student going to be useful to me?"

"No, not really..."

"Well," concluded Socrates, "if what you want to tell me is neither True nor Good nor even Useful,why tell it to me at all?"

The man was defeated and ashamed.

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The Infosys Story

Sudha Murthy, wife of Infosys Chairman Narayanamurthy, talking about her life and the story of how Infosys was born:

It was in Pune that I met Narayan Murty through my friend Prasanna who is now the Wipro chief, who was also training in Telco. Most of the books that Prasanna lent me had Murty's name on them, which meant that I had a preconceived image of the man. Contrary to expectation, Murty was shy, bespectacled and an introvert. When he invited us for dinner, I was a bit taken aback as I thought the young man was making a very fast move. I refused since I was the only girl in the group. But Murty was relentless and we all decided to meet for dinner the next day at 7.30 p.m. at Green Fields hotel on the Main Road, Pune.

The next day I went there at 7 o clock since I had to go to the tailor near the hotel. And what do I see? Mr. Murty waiting in front of the hotel and it was only seven. Till today, Murty maintains that I had mentioned (consciously!) that I would be going to the tailor at 7 so that I could meet him...And I maintain that I did not say any such thing consciously or unconsciously because I did not think of Murty as anything other than a friend at that stage. We have agreed to disagree on this matter. Soon, we became friends. Our conversations were filled with Murty's experiences abroad and the books that he has read.

My friends insisted that Murty was trying to impress me because he was interested in me. I kept denying it till one fine day, after dinner Murty said “ I want to tell you something”. I knew this was it. It was coming. He said, I am 5'4" tall. I come from a lower middle class family. I can never become rich in my life and I can never give you any riches. You are beautiful, bright, intelligent and you can get anyone you want. But will you marry me? I asked Murty to give me some time for an answer. My father didn't want me to marry a wannabe politician,(a communist at that) who didn't have a steady job and wanted to build an orphanage... When I went to Hubli I told my parents about Murty and his proposal. My mother was positive since Murty was also from Karnataka, seemed intelligent and comes from a good family. But my father asked: What's his job, his salary, his qualifications etc? Murty was working as a research assistant and was earning less than me.He was willing to go dutch with me on our outings.

My parents agreed to meet Murty in Pune on a particular day at 10 a. m sharp. Murty did not turn up. How can I trust a man to take care of my daughter if he cannot keep an appointment,asked my father.At 12 noon Murty turned up in a bright red shirt! He had gone on work to Bombay, was stuck in a traffic jam on the ghats, so he hired a taxi (though it was very expensive for him) to meet his would-be father-in-law. Father was unimpressed. My father asked him what he wanted to become in life. Murty said he wanted to become a politician in the communist party and wanted to open an orphanage. My father gave his verdict. NO. I don't want my daughter to marry somebody who wants to become a communist and then open an orphanage

when he himself didn't have money to support his family. Ironically, today, I have opened many orphanages something which Murty wanted to do 25 years ago. By this time I realized I had developed a liking towards Murty which could only be termed as love. I wanted to marry Murty because he is an honest man. He proposed to me highlighting the negatives in his life. I promised my father that I will not marry Murty without his blessings though at the same time, I cannot marry anybody else. My father said he would agree if Murty promised to take up a steady job. But Murty refused saying he will not do things in life because somebody wanted him to. So, I was caught between the two most important people in my life.

The stalemate continued for three years during which our courtship took us to every restaurant and cinema hall in Pune. In those days, Murty was always broke. Moreover, he didn't earn much to manage. Ironically today, he manages Infosys Technologies Ltd,one of the world's most reputed companies. He always owed me money. We used to go for dinner and he would say, I don't have money with me, you pay my share, I will return it to you later. For three years I maintained a book on Murty's debt to me. No, he never returned the money and I finally tore it up after my wedding. The amount was a little over Rs 4000.

During this interim period Murty quit his job as research assistant and started his own software business. Now, I had to pay his salary too! Towards the late 70s computers were entering India in a big way. During the fag end of 1977 Murty decided to take up a job as General Manager at Patni Computers in Bombay. But before he joined the company he wanted to marry me since he was to go on training to the US after joining. My father gave in as he was happy Murty had a decent job, now. We where married in Murty's house in Bangalore on February 10, 1978 with only our two families present. I got my first silk sari. The wedding expenses came to only Rs 800(US$ 17) with Murty and I pooling in Rs 400 each.

I went to the US with Murty after marriage. Murty encouraged me to see America on my own because I loved travelling. I toured America for three months on backpack and had interesting experiences which will remain fresh in my mind forever. Like the time when I was taken into custody by the New York police because they thought I was an Italian trafficking drugs in Harlem. Or the time when I spent the night at the bottom of the Grand Canyon with an old couple. Murty panicked because he couldn't get a response from my hotel room even at midnight. He thought I was either killed or kidnapped.

In 1981 Murty wanted to start INFOSYS. he had a vision and zero capital... initially I was very apprehensive about Murty getting into business. We did not have any business background. Moreover we were living a comfortable life in Bombay with a regular pay check and I didn't want to rock the boat. But Murty was passionate about creating good quality software. I decided to support him. Typical of Murty, he just had a dream and no money. So I gave him Rs 10,000 which I had saved for a rainy day, without his knowledge and told him, This is all I have. Take it. I give you three years sabbatical leave. I will take care of the financial needs of our house. You go and chase your dreams without any worry. But you have only three years! Murty and his six colleagues started Infosys in 1981,with enormous interest and hard work.

In 1982 I left Telco and moved to Pune with Murty.We bought a small house on loan which also became the Infosys office. I was a clerk-cum-cook-cum-programmer. I also took up a job as Senior Systems Analyst with Walchand group of Industries to support the house. In 1983 Infosys got their first client, MICO, in Bangalore. Murty moved to Bangalore and stayed with his mother while I went to Hubli to deliver my second child, Rohan. Ten days after my son was born, Murty left for the US on project work. I saw him only after a year as I was unable to join Murty in the US because my son had infantile eczema, an allergy to vaccinations. So for more than a year I did not step outside our home for fear of my son contracting an infection. It was only after Rohan got all his vaccinations that I came to Bangalore where we rented a small house in Jayanagar and rented another house as Infosys headquarters.

My father presented Murty a scooter to commute. I once again became a cook, programmer, clerk, secretary, office assistant et al.Nandan Nilekani(MD of Infosys) and his wife Rohini stayed with us. While Rohini babysat my son, I wrote programmes for Infosys. There was no car, no phone,just two kids and a bunch of us working hard, juggling our lives and having fun while Infosys was taking shape. It was not only me but the wives of other partners too who gave their unstinted support. We all knew that our men were trying to build something good. It was like a big joint family,taking care and looking out for one another. I still remember Sudha Gopalakrishna looking after my daughter Akshata with all care and love while Kumari Shibulal cooked for all of us. Murty made it very clear that it would either be me or him working at Infosys. Never the two of us together... I was involved with Infosys initially. Nandan Nilekani suggested I should be on the Board but Murty said he did not want a husband and wife team at Infosys. I was shocked since I had the relevant experience and technical qualifications. He said, Sudha if you want to work with Infosys, I will withdraw, happily. I was pained to know that I will not be involved in the company my husband was building and that I would have to give up a job that I am qualified to do and love doing. It took me a couple of days to grasp the reason behind Murty's request. I realised that to make Infosys a success one had to give one's 100 percent.One had to be focussed on it alone with no other distractions. If the two of us had to give 100 percent to Infosys then what would happen to our home and our children? One of us had to take care of our home while the other took care of Infosys.

I opted to be a homemaker, after all Infosys was Murty's dream.It was a big sacrifice but it was one that had to be made. Even today, Murty says,Sudha, I stepped on your career to make mine. You are responsible for my success. I might have given up my career for my husband's sake. But that does not make me a doormat... Many think that I have been made the sacrificial lamb at Narayan Murty's altar of success. A few women journalists have even accused me of setting a wrong example by giving up my dreams to make my husbands a reality. Is'nt freedom about living your life the way you want it? What is right for one person might be wrong for another. It is up to the individual to make a choice that is effective in her life.I feel that when a woman gives up her right to choose for herself is when she crosses over from being an individual to a doormat. Murty's dreams encompassed not only himself but a generation of people.It was about founding something worthy, exemplary and honorable. It was about creation and distribution of wealth. His dreams were grander than my career plans, in all aspects. So, when I had to choose between Murty's career and mine, I opted for what I thought was a right choice. We had a home and two little children. Measles, mumps, fractures, PTA meetings, wants and needs of growing children do not care much for grandiose dreams. They just needed to be attended to. Somebody had to take care of it all.Somebody had to stay back to create a home base that would be fertile for healthy growth, happiness, and more dreams to dream.I became that somebody willingly.I can confidently say that if I had had a dream like Infosys, Murty would have given me his unstinted support.The roles would have been reversed. We are not bound by the archaic rules of marriage.I cook for him but I don't wait up to serve dinner like a traditional wife.So, he has no hassles about heating up the food and having his dinner.He does not intrude into my time especially when I am writing my novels.He does not interfere in my work at the Infosys Foundation and I don't interfere with the running of Infosys. I teach Computer Science to MBA and MCA students at Christ college for a few hours every week and I earn around Rs 50,000 a year.I value this financial independence greatly though there is no need for me to pursue a teaching career. Murty respects that.I travel all over the world without Murty because he hates] travelling.We trust each other implicitly. We have another understanding too. While he earns the money, I spend it, mostly through the charity. Philanthropy is a profession and an art... The Infosys Foundation was born in 1997 with the sole objective of uplifting the less-privileged sections of society.

In the past three years we have build hospitals, orphanges, rehabilitation centres, school buildings, science centres and more than 3500 libraries. Our work is mainly in the rural areas amongst women and children.I am one of the trustees and our activities span six states including Karnataka, Tamil Nadu, Andhra, Orissa, Chandigarh and Maharashtra.I travel to around 800 villages constantly. Infosys Foundation has a minimal staff of three trustees and three office members. We all work very hard to achieve our goals and that is the reason why Infosys Foundation has a distinct identity. Every year we donate around Rs 5-6 crore (Rs 50 - 60 million). We run Infosys Foundation the way Murty runs Infosys in a professional and scientific way. Philanthropy is a profession and an art. It can be used or misused. We slowly want to increase the donations and we dream of a time when Infosys Foundation could donate large amounts of money. Every year we receive more than 10,000 applications for donations. Everyday I receive more than 120 calls. Amongst these,there are those who genuinely need help and there are hood winkers too. I receive letters asking me to donate Rs five lakh to someone because five lakh is, like peanuts to Infosys. Some people write to us asking for free Infosys shares.Over the years I have learnt to differentiate the wheat from the chaff, though I still give a patient hearing to all the cases. Sometimes I feel I have lost the ability to trust people. I have become shrewder to avoid being conned. It saddens me to realise that even as a person is talking to me I try to analyse them: Has he come here for any donation? Why is he praising my work or enquiring about my health, does he want some money from me? Eight out of ten times I am right. They do want my money. But I feel bad for the other two whom I suspected. I think that is the price that I have to pay for the position that I am in now. The greatest difficulty in having money is teaching your children the value of it and trying to keep them on a straight line.... Bringing up children in a moneyed atmosphere is a difficult task.

Even today I think twice if I have to spend Rs10 on an auto when I can walk up to my house. I cannot expect my children to do the same. They have seen money from the time they were born. But we can lead by example. When they see Murty wash his own plate after eating and clean the two toilets in the house everyday they realise that no work is demeaning irrespective of how rich you are. I dont have a maid at home because I dont see the need for one. When children see both parents working hard, living a simple life, most of the time they tend to follow. This doesn't mean we expect our children to live an austere life. My children buy what they want and go where they want but they have to follow certain rules. They will have to show me a bill for whatever they buy.My daughter can buy five new outfits but she has to give away five old ones. My son can go out with his friends for lunch or dinner but if he wants to go to a five star hotel, we discourage it. Or we accompany him.So far my children haven't given me any heartbreak. They are good children. My eldest daughter is studying abroad, whereas my son is studying in Bangalore. They don't use their father's name in vain. If asked, they only say that his name is Murty and that he works for Infosys.They don't want to be recognised and appreciated because of their father or me but for themselves.

I dont feel guilty about having money for we have worked hard for it. But I dont feel compfortable flaunting it.. It is a conscious decision on our part to live a simple, so- called middle class life. We live in the same Two-bedroom, sparsely furnished house before INFOSYS became a succedd. Our only extravagance is buying books and CDs. My house has no lockers for I have no jewels. I wear a stone earring which I bought in mumbai for Rs100. I don't even wear my mangalsutra until I attend some family functions or I am with my mother-in-law. I am not fond of jewellery or saris. Five years ago, I went to Kashi where tradition demands that you give up something and I gave up shopping. Since then I haven't bought myself a sari or gone shopping. It is my friends who gift me with saris. Murty bought me a sari a long time ago. It was not to my taste and I told him to refrain from buying saris for me in the future.I am no good at selecting men's clothes either. It is my daughter who does the shopping for us. I still have the same sofa at home which my daughter wants to change. However, we have indulged ourselves with each one having their own music system and computer. I don't carry a purse and neither does Murty most of the time. I do tell him to keep some small change with him but he doesn't. I borrow money from my secretary or my driver if I need cash. They know my habit so they always carry extra cash with them. But I settle the accounts every evening.

Murty and I are very comfortable with our lifestyle and we dont see the need to change it now that we have money. Murty and I are two opposites that complement each other... Murty is sensitive and romantic in his own way. He always gifts me books addressed to >From Me to You. Or to the person I most admire etc. We both love books. We are both complete opposites. I am an extrovert and he is an introvert. I love watching movies and listening to classical music. Murty loves listening to English classical music.I go out for movies with my students and secretary every other week. I am still young at heart. I really enjoyed watching "Kaho Na Pyaar Hai" and I am a Hrithik Roshan fan. It has been more than 20 years since Murty and I went for a movie. My daughter once gave us a surprise by booking tickets for "Titanic". Since I had a prior engagement that day, Murty went for the movie with his secretary Pandu. I love travelling whereas Murty loves spending time at home. Friends come and go with the share prices... Even in my dreams, I did not expect Infosys to grow like the way it has. I don't think even Murty envisioned this phenomenal success, at least not in 1981. After Infosys went public in 1993, we became what people would call as rich, moneyed people. I was shocked to see what was happening to Infosys and to us. Suddenly you see and hear about so much money. Your name and photo is splashed in the papers. People talk about you. It was all new to me.

Suddenly I have people walking up to me saying, oh we where such good friends, we had a meal 25 years ago, they claim to have been present at our wedding(which is an utter life because only my family was present at my wedding). I dont even know all these people who claim to know Murty and me so well.. But that doesn't mean I don't have true friends. I do have genuine friends, a handful, who have been with me for a very long time. My equation with these people has not changed and vice versa. I am also very close to Narayan Murty's family, especially my sister-in-law Kamala Murty, a school teacher, who is more of a dear friend to me. I have discovered that these are the few relationships and friendships that don't fluctuate depending on the price of Infosys shares. Have I lost my identity as a woman, in Murty's shadow?... No. I might be Mrs Narayan Murty. I might be Akshata and Rohan's mother. I might be the trustee of Infosys Foundation. But I am still Sudha.. I play different roles like all women. That doesn't mean we don't have our own identity. Women have that extra quality of adaptability and learn to fit into different shoes. But we are our own selves still. And we have to exact our freedom by making the right choices in our lives, dictated by us and not by the world.

--sudha murthy