Final Manekshaw

8/8/2019 Final Manekshaw

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Sam Hormusji Framji Jamshedji Manekshaw

Service: 1934-1973

8 th Chief of Indian ArmyAwards:

Military Cross

Padma Vibhushan

Padma Bhushan

First Indian Field marshal in history

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Born on April 3, 1914 at Amritsar, Punjab

Parents - Dr. Hormusji Manekshaw and Heerabai

Schooling Amritsar and Sherwood College, Nainital

Oct., 1932 - Joined first batch of IMA, Dehradun

Feb, 1934 Commissioned as second lieutenant in IndianArmy

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Four Decades and Five wars 1934 to 1973

1. World War II

2. Indo Pakistan War of 1947

3. Sino Indian War



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World War IIDefence of Sittang Bridge, Burma

1941 Captain Manekshaw received 9 bullets in the lung, liver andkidney critically injured moved to hospital

Awarded the Military Cross for bravery

1947: Pak Invasion of KashmirManekshaw was in charge of operations in Army HQ

Displayed incisive grasp of situation and acumen for planning

1961: Sino-Indian WarRefused to toe the line of then Defence Minister VK Menon

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After humiliating defeat in 1962, he was rushed by PM Pt. Nehruto contain advancing Chinese aggression. Chinese never got aninch after that.

1965 : Indo Pakistan War

As the GOC in C Eastern Command, advised against attacking East Pakistan stating the people would be the main sufferers

The wisdom of his advice dawned when Indian Army fought PakArmy in EastPak in 1971 people of East Pakistan welcomed and

helped Indian ArmyHe handled the tricky problem of insurgency in Nagaland and thegrateful nation honored him with a Padma Bhushan in 1968

1969: 8 th Chief of staff of the Indian Army

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1971: Indo-Pak WarRefused to be politically coerced by PM Mrs. Indira Gandhis orders andrefused to lunch a surgical strike on East Pak in Jun, 1971

His strategic and operational finesse was evident when Indian pincerscut through Pakistani forces like butter through knife in Dec 1971

Pak Army was checkmated in 14 days flat with a total of 45,000 Paksoldiers and 45,000 civilians taken as POW

The greatest military victory for India celebrated as the Vijay Diwas on16 Dec every year

Awarded with Padma Vibhushan in the year 1972

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January 01, 1973

President V.V. Giri ceremoniously handed Manekshaw an

ornate silver tipped baton to give the nation her first IndianField Marshal in history

January 15, 1973

Retirement from service

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Chairman And DirectorNagarjuna Fertilizers & Chemicals ; Agro Tech Ltd; Muller &Phipps (India) Ltd; Foods & Inns Ltd. ,Finns Frozen Food Ltd.Director

Indian Metals & Ferro Alloys Ltd., CIFCO Finance LTD.,International Limited, Eih Ltd., A. V. Thomas Industrial ProductsLtd., Indian Charge Chrome Ltd., Goetze (India) Ltd And East IndiaHotels Association Limited, Services Private Limited, and LeilaLands Sdn Berhad (Malaysia). ; Avt Natural Products Ltd. Until

July 29, 2006Non executive and Independent DirectorDirector Emeritus Of Britannia Industries Ltd.; BombayBurmahTrading Corp. Ltd.

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Career decision: On being refused to pursue medicaleducation, as an act of rebellion he joined IMA, Dehradun

Inheritances : Sam inherited integrity from his father andhe had a lovely sense of humor which he carried form hismother.

Sense of pride: Sam Manekshaw was a man who lovedhimself and off the battlefield lived his life to the fullest

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Adaptability: He never made complaints for anything in hislife and opted to mould himself to the situations if thesituations could not be changed.

Discipline and time management: Sam Bahadur alwayswanted to do things properly and in proper time byprioritizing things accordingly.

Family support: He always brought forward the lessons fromhis childhood spent in a humble Parsi family and evenpassed them as a legacy to his grandchildren.

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1. Professional Knowledge and CompetenceSam Manekshaw displayed complete command over hisprofessional knowledge owing to which he could makesound decisions all through his military career.

2. PerceptiveA leader should always seek first to understand his peoplethen only he can maintain his relationship with everyonearound him.

3. Art of winning peopleSam Manekshaw knew very well how to build a rapportwith his men which made him earn a dignitary position inpeoples minds.

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4. CharismaA certain measure of flamboyance, a certain style and avibrant personality

5. AssertivenessAbility to clearly state what one expects so as to avoid anymisunderstanding later

6. Moral CourageAbility to distinguish right from wrong

Courage of standing by that decision irrespective of whatyour superiors might think or what your colleagues or yoursubordinates might want

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7. Fearless

Sam Manekshaw was man with physical courage as well. Once ina riot he walked through the crowd with just his cane.

8. Co-ordinatorThe war of 1971 was a great example of cooperation among thethree armed forces of the country engineered under hisstewardship as the chairman of the chiefs of staff committee.

9. Excellent orator and motivator

Function of leader is to create more leaders

Sam instilled leadership qualities amongst his officers by giving many lectures on leadership skills

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Be Proactive

Begin with the end in mind

Put first things first

To say No

Delegation

Seek First to Understand, Then to be Understood

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Synergy

Sharpen the Saw

Physical

Spiritual

Mental

Social

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Professional Knowledge and Competence1. unless one understands ones profession one cannot be a

leader.2. it sets one apart from the rest3. helps one to make more informed decisions

Raw Physical Courage: Natural disasters, terrorist strikes,industrial accidents other emergencies will the CEO be the firstto run or first to respond? His response could make or break hisorganization and his own.

Planning & Faith: The ability to plan to the nth degree andsimultaneously invest consummate faith in your people.

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Connect with the people: HR people must imbibe this in fullmeasure. Many times corporate communications anddiscussions are mired in obfuscation and jargonizing.

Strategic & Tactical balance: This balance is what CEOsneed. While strategic initiatives are important, grassrootsimplementation is equally vital.

Giving Due Credit to Subordinates: A corporate leader mustgive credit to the sub ordinates or the people who havereally put the hard work. This in turn would motivate theemployee to perform even better for the organization.

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Readiness to Accept Full Responsibility for Failure: Veryimportant for corporate leaders to courageously admither/his mistake.

Professional Respect and Ethos: For becoming a good leaderone needs to show proper respect even towards onesopponents.

Seek The Best Ideas: Sam excelled in getting ideas from therank and file; The best ideas may be embedded deep withinthe organization. Hence a leaders job is to ferret them outand implement them

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Final Manekshaw

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