In times like these, the ideal role model of a bureaucrat is being questioned, what lures the young aspirants should be doing ‘public service’.
“The IAS, successor to the ICS, was universally acknowledged as the Steel frame of India. The first batch recruited in 1948 and many subsequent batches lived up to that reputation and produced outstanding administrators who played no mean role in the development of the country. They were known for their intense dedication and devotion to meeting the challenges that faced the country in diverse fields. They were men and women of impeccable integrity for whom there could be no compromise with principles whatever the consequences. Unfortunately, during the last few years, the Service has taken a beating – gone are the days when it was unthinkable of an IAS officer placing his personal interests above public good or compromising on his principles for a short cut to better career opportunities. One hangs one’s head in shame at seeing officers being sent to jail or punished for misuse of their position. A recent case pertains to a colleague from your own batch serving in Maharashtra, who had inflated notions of her importance and of the blatant misuse of her position. The facts are well known and it is not necessary to come up with the details.
A heavy responsibility rests on all of you to ensure that the reputation of the service is not tarnished. You have to be the torch bearers of a resurgence of old values.
In your career you will be occupying different positions as you go up the ladder. In each position starting as Sub Divisional Magistrate, you will have specific responsibilities calling for mature judgement, timely action, and responsiveness to the public good. In each position your leadership qualities would be put to test. You will have to lead from the front and not be led.
A leader must have many qualities. Personal integrity, I would put above others for this will earn you respect and goodwill. Self-confidence, ability to take quick decisions, remaining cool, calm and collected in a crisis.
Also, situations would arise where you would have to be proactive instead of being reactive. Any law and order situation likely to develop could be nipped in the bud. Other leadership qualities would require you to give credit where credit is due, ability to delegate, time management and capacity to train and build leadership.
Two quotations on the subject need to be taken note of:
“There is a difference between a leader and a boss; both are based on authority. A boss demands blind obedience, a leader earns his authority through understanding and trust.” Klaus Balenhol
And words of wisdom from Henry Ford “Don’t find fault, find remedy.”
Coming to specifics as a Deputy Commissioner, you will have a vital role to play in how you tackle the problems of your district, having an open mind, being responsive to public opinion and inspiring confidence by quick implementation and prompt attention to people’s grievances. Priority has to be given to rural development, promotion of local industries, women’s empowerment, skill development, primary education, health care, involvement of youth in constructive activities, interaction with Panchayats and local leadership and infra structure development. Special needs of agriculture, timely supply of electricity, proper irrigation facilities, marketing of produce problems, easy accessibility to Mandis, etc. and various other problems that come to your notice.
One area of activity which in our time received no attention and which I am now committed to, is listing and documentation of our rural heritage assets and treasures to which we have shut our eyes. Documentation of our rural heritage particularly will lead to conservation and preservation and determining which of these assets could be put to adaptive reuse for public good. You should work with some of the NGO’s operating in different fields. Some unfortunately are fly by night operators, but there are many that are genuine, led by persons known for their integrity and zeal. These NGOs, in partnership with Government, can ensure timely implementation of projects and act as eyes and ears for the Government, providing authentic information instead of often doctored accounts of happenings. Full advantage should be taken of such organisations in ensuring better governance.
In my own career, I have been fortunate in my postings, providing me with opportunities to be inventive, creative and above all act according to my conscience. I can truthfully say that I have never lobbied for any position or compromised with my principles, always ready to face the consequences. I expect you also to keep that in mind.
A problem that sooner or later every officer must face is handling politicians and political bosses. Like you, I was posted as Asst. Commissioner (under training) at Ludhiana in Punjab and it was my good fortune that I had B.B.Vohra as my Deputy Commissioner. He was a role model, fearless, impeccable integrity and a very able administrator; but not a favorite of Chief Minister Pratap Singh Kairon. The CM was ruthless in his dealings and not used to hearing a “no” to his orders. In B.B. Vohra, he found a tartar (dictionary meaning is “one that proves to be unexpectedly formidable”) and in due course he had to pay the price – a transfer. B.B. gave me a piece of advice which I never lost sight of: “Politicians come and go but we remain till we retire. Never act against your conscience You may have temporary setbacks but ultimately you will stand vindicated.”
He ultimately did stand vindicated. His next posting was as Secretary PWD and his Minister, aware of the Chief Minister’s views about him, gave him a damning report on his ACR. The Chief Minister was not pleased and according to B.B. Vohra recorded “The report has obviously been written to please me. I have always had differences with this officer, but he is outstanding and an asset to the State.” But then politicians of that era were of a different breed.
While under training at Metcalfe House in Delhi our Principal, K Radhakrishnan ICS, a keen observer of the trainees under his charge, in a confidential chat told me never to be afraid of saying no when that was the right thing to do. Do not be concerned that you would be annoying someone. That advice has stood me in good stead, especially when I joined as Principal Secretary to Chief Minister Bansi Lal.
As Chief Secretary Saroop Krishen ICS advised me, “Remember the law of physics – what goes up, goes down, so let not power go to your head.” A piece of advice which kept me level headed, and aided by the fact that I am a Libran, never lost my balance. Haryana was fortunate to have B.N. Chakravarty, ICS, as Governor. Having worked with Nehru in the Ministry of External Affairs, he lent dignity to his position and was the epitome of wisdom and grace. He was like a father figure and told me that in my position, people would be coming to me with suggestions. Never reject any suggestion as out of hand, never say it cannot be done, try to find ways and means of how it can be done, and if you still come to the view held earlier then do what you think best. I have also worked with titans like P.N. Thapar, ICS, who was a slave driver, to quote a former Chief Secretary, who had worked under him. Attention to the minutest of detail is what I learnt from him and hard work killed no one.
I myself was regarded as a very hard task master and even described by one of my junior colleagues in a light hearted manner as “a terrorist bureaucrat.” I have had the good fortune of interacting with outstanding persons like Dharma Vira, ICS, Mangat Rai, ICS, and Al Fletcher, ICS. All of them have contributed to the development of my personality.
In the course of your career situations will arise where if you are true to your conscience, you would not be willing to permit gross injustice or blatant violation of rules and regulations. A few instances should serve as good examples.
One relates to my tenure as Deputy Commissioner, Hisar. On the formation of Punjabi Suba and its concomitant Haryana, rioting broke out in 1966 in Bhiwani – then part of Hisar district. The local SDM and the police were unable to anticipate the situation which got out of hand and firing was resorted to, killing 6 students. I and the district police chief, rushed to Bhiwani and restored normalcy. Commissioner Ambala who earlier had succeeded B.B. Vohra as DC Ludhiana, and my second boss, sent me a message that he along with the DIG Police would be visiting Bhiwani to conduct an enquiry. I was taken aback as no enquiry could be held against the magistracy in which police was involved. I respectfully pointed this out to my boss, the Commissioner, but he was adamant. I could not allow this to happen and directed all my officers to boycott the enquiry. The enquiry nevertheless was held ex-parte and both the police chief and I came in for severe reprimand, based on wrong facts. My comments were asked for by the government, and I pointed out that the report was not based on facts but on hearsay, and the Enquiry ipso facto was null and void, as under law a police officer could not be part of the enquiry team. My view was upheld and the Commissioner was issued a warning. I had been vindicated.
In another instance, I may mention a charge against Pratap Singh Kairon that when he was Chief Minister Punjab, he granted a license to his son to build a cinema hall within 100 metres of a school, which was not permitted under the rules. He had to resign. This was when Hisar was part of the then Punjab. I took over as DC Hisar and continued as such when it became part of Haryana. The time had come for renewal of the license. A tricky situation as the cinema hall was still within the prohibited distance. I sought the advice of the Home Secretary (who later took over as Governor of a North Eastern state) and despite several reminders he thought that discretion lay in not answering. I thus had no choice but to take a decision. As District Magistrate I renewed the license; my view was that once a license had been granted it could not be revoked. The Home Secretary for a change, acted with lightning speed and cancelled my orders; the aggrieved party went to court and my orders were restored. Unable to accept the situation he recommended to the Chief Secretary that severe disciplinary action should be taken against me. The Chief Secretary concurred that an example should be made of me and a severe penalty imposed. The State was then under President’s Rule. The Governor supported me on every point and took both the Home Secretary and Chief Secretary to task. He directed that his noting in the subject be shown to me by the Chief Secretary in his room, and thereafter the matter may be closed. I was vindicated.
One further instance relates to the time when I was functioning as Principal Secretary to Bansi Lal. Earlier, Govt Departments would recommend just one name for training programmes abroad. The Chief Minister had issued orders that henceforth a panel of three names should be sent to him. He was a very head strong person, reacting strongly to his instructions not being implemented, and was furious when a file was submitted to him showing that the Health Department, not following instructions, had recommended just one name.
“Off with his head,” he shouted, the DG Health Services should forthwith be suspended. I was present and he told me that in this case he would not take my advice. He directed my deputy not to pass on the file to me, and said that by lunch time he was to be informed that his orders had been implemented. He then left for Gurgaon and was to be informed there.
Jain, my deputy, was in a fix as the Director General was an officer with an outstanding reputation and professionally was one of the best. His suspension would have caused nothing short of an earthquake. I asked Jain to speak to the Chief Secretary who, aware of Bansi Lal’s temper, declined to intercede in the matter; he advised immediate implementation of the CM’s. to get the file from Jain and to my horror found that the DG, being on leave, had not even seen the file which in his absence had been sent by his deputy. I promptly tried to get in touch with CM but as It is also necessar
ABOUT THE AUTHOR
SK Misra is former IAS senior officer, former principal secretary to PM Chandrashekhar, and presently chairman, ITRHD ( Indian Trust for Rural Heritage and Development).
