Exploring the legal and socio-political history of India, from the British period to the present, ‘Republic of Rhetoric’ by Abhinav Chandrachud examines the right to free speech and the freedom of expression in this country. Authoritative and compelling, this book offers arguments that have not been substantially advanced before. Here’s an excerpt from the book.
——
The law of sedition in British India was rather different from its counterpart in England. There, since 1832, sedition was narrowly defined to mean inciting violence or insurrection against the government. It was a ‘misdemeanour’, or lesser offence, which attracted a sentence of imprisonment of a few years.
Misdemeanours in England were ‘bailable’ offences, meaning that a person accused of sedition could get bail as a matter of right. Prosecutions for sedition were rarely launched there. It was also difficult to obtain a conviction for sedition in England because those who were accused of that offence were tried before juries which tended to be sympathetic to their own countrymen.21
By contrast, sedition in British India, enacted in the form of Section 124-A of the Indian Penal Code in 1870, was defined very broadly to include merely evoking hatred, disloyalty or bad feelings against the government. It was punishable with ‘transportation’ to an overseas prison for life. It was a non-bailable offence. Prosecutions for sedition were relentlessly launched against the leaders of India’s freedom struggle. ‘Special’ juries, consisting of a majority of white jurors, were deployed in the trials of those who were accused of sedition. For example, in 1908, the prominent nationalist leader, Bal Gangadhar Tilak, was tried and convicted for sedition at the Bombay High Court by a jury consisting of seven white and two Parsi jurors, which unsurprisingly found him guilty by a majority of 7-2. If Tilak had been given the right, like Englishmen, to be tried before a jury of his own countrymen, there is no doubt that he would have been acquitted.
On the right to free speech, sedition therefore generated a great deal of debate in the Constituent Assembly. Members of the Assembly were keen to get rid of sedition, which had long been used against Indian patriots. However, by virtue of its first amendment, introduced in 1951, the Constitution did very little to limit sedition. Sedition continues, to this day, to stand as part of the Indian Penal Code. It is still repeatedly invoked against those who speak in an allegedly anti-national way. Two instances come to mind in 2016 alone. Jawaharlal Nehru University Students Union president, Kanhaiya Kumar, was accused of sedition for allegedly raising anti-India slogans on the university campus in Delhi. Amnesty International was similarly accused when it organized an event at Bengaluru on human rights atrocities in Kashmir, at which anti-India slogans were allegedly raised. Court rulings which declared sedition unconstitutional in the early years of the republic were undone by the First Amendment to the Constitution, spearheaded in 1950 by Prime Minister Nehru, who was afraid that people would use the right to free speech to preach violent crimes, like murder and communal rioting, with impunity. Sedition continues to be a non-bailable offence, and it attracts a whopping maximum sentence of life imprisonment. Though sedition now means what it did after 1832 in England, i.e., incitement to violence and insurrection, it can’t be said that this was necessarily an outcome brought about by the Constitution. Even prior to India’s independence, Chief Justice Maurice Gwyer of the federal court had applied the English test of sedition in a case, before he was overruled by the Privy Council.
Remarkably, sedition became a ‘cognizable’ offence for the first time in the 1970s, several decades after India became independent. A ‘cognizable’ offence is one in which a police officer may arrest the accused and investigate the case without a warrant or direction from a magistrate. In other words, during the British colonial era in India, a person accused of sedition could not be arrested by a police officer without the officer first obtaining a warrant from a magistrate. By contrast, today, a police officer may, even without a warrant from a magistrate, arrest a person accused of sedition. This change was brought about by the Indira Gandhi government in the 1970s, only a few years before the Emergency was declared in India.
—–
Tag: book nibbles
Yes, You Do Need Friends at Work.
Dr. Annie McKee is an advisor to leaders of Fortune 500 companies, governments and NGOs around the globe. Her book, How To Be Happy At Work will deepen our understanding of what it means to be truly fulfilled and effective at work and provides clear, practical advice and instruction for how to get there—no matter what job you have.
Here’s an excerpt.
In this chapter, I will show that having friends at work is critical. When we feel cared for—even loved, as one does in a friendship—and when we belong to a group that matters to us, we are generous with our time and talents because we’re committed to people, not just the job or the company. You will also read about how to build the foundations for friendships in the workplace and how you can improve your relationships at work.
If you like the people you work with, you probably also like your job and your company. If you don’t like them, or if relationships are tense or disrespectful, chances are you don’t look forward to getting up every day to go to work. And it isn’t just that it makes us happy to belong and to have friends. Good relationships lead to good outcomes. This is just as true at work as it is in our families, neighborhoods, and tribes.Unfortunately, that’s not what we’ve learned along the way.
When I ask people, “Do you need to be friends with people at work?” they usually hesitate. Then they rattle off reasons why it’s a bad idea: “I’ve got to keep a distance or I won’t be able to have the tough conversations,” “I might get in trouble,” or “You’ve got to have clear boundaries.” A few come right out and say that it’s dangerous to have friends at work.
Something funny happens, though, when I ask people to describe what they do want in their relationships at work:
“I have to like the people I work with.”
“I want to be myself at work without being afraid that people will shut me out or shut me down.”
“I can’t take risks with people I don’t trust, or when I know they don’t care about me.”
“I want to have fun at work. Sharing a laugh helps me deal with stress.”
Clearly, there’s a disconnect. We think we should have relationships that are distant, polite, and guarded. But we want much more than that. We want to feel safe to be ourselves, we want to enjoy one another, and we want to like people at work. We also want them to like us.
This seems like common sense to me—why wouldn’t we want warm and friendly relationships with people we spend so much time with? Moreover, if we don’t like people (or they don’t like us), it’s going to be hard to find common ground, making it even harder to work through disagreements and conflict. If we suspect that someone’s out for themselves or trying to take advantage of us, we’re not likely to share our ideas or resources. Instead, we will be on guard and hesitant to collaborate. This is not a recipe for success—a lesson David McWilliams learned early in his career.
Monetize Your Expertise
Dorie Clark is a marketing strategy consultant and professional speaker who teaches at Duke University’s Fuqua School of Business. In her book, Entrepreneurial You she shares the stories of entrepreneurs of all kinds—from consultants and coaches to podcasters, bloggers and online marketers—who have generated six- and seven-figure incomes. It shows you how you can liberate yourself financially and shape your own career destiny.
Some professionals may hesitate to monetize because they fear the audience reaction. Indeed, people who are used to getting something for free may well rebel once you ask them to start paying. That’s what happened to Andrew Warner. A successful entrepreneur, Warner and his brother built a multimillion-dollar online greeting card business. “I felt like I was invincible,” he recalls, and assumed his next venture, a foray into online invitations, would be an even bigger hit. But it didn’t work out that way. “I ended up spending hundreds of thousands of dollars on this idea that really didn’t turn into gold. It turned into mud,” he says.
Looking for answers, he decided to reach out to other business owners: “I said, ‘I want to learn from as many entrepreneurs as I can how to build a business and never make this mistake again.’” He recorded the interviews on Skype and, in 2008, launched Mixergy, a website and video podcast where he compiled them. For a couple of years, he offered them all for free. But eventually, Warner was devoting so much time to the enterprise—including hiring a staff to help him with editing and doing pre-interviews of his guests—that he decided to start charging $25 per month for access.
As soon as he did, he heard about it. “People were posting publicly that I shouldn’t be charging, and people were emailing me and saying ‘What are you doing?’” he recalls. The feedback stung. “I felt hurt that my audience didn’t like me as much.” But charging an access fee enabled him to keep investing the time in creating the site, which now contains more than twelve hundred interviews. “If you do something that matters, some people are going to dislike you,” he says. “Some people are going to disagree with you. It’s not an indication that you’re on the wrong track.”
Try This:
As you start psyching yourself up to monetize, it’s worth considering the following:
- Get clear on what it costs you to share your work with others. Are there recording or editing expenses? Website hosting fees? The cost of your time? The first step is to understand what you’re already putting in, so you can determine what break even (and beyond) would look like.
- Think about various pricing models. Can you continue to offer some material for free, for those who genuinely can’t pay, while offering exclusive paid content to your super-fans?
- Brace for criticism. You’ll inevitably face some blowback, but don’t take the outliers too seriously. If 90 percent of your audience is upset, you may want to reconsider. But if three people send you churlish emails, try to put it out of your head.
ICE with Very Unusual Spirits, An Excerpt
A devotee of Sai Baba of Shirdi, Ruzbeh N. Bharucha is one of the most influential spiritual writers of our times. His new book, ‘ICE with Very Unusual Spirits’ is about Irashaw Cawas Engineer (Ice), a world-renowned painter of Divinity, who turns his back on his Master and spirituality after the death of his young children. The book is derived from the sages and is about the wisdom of life and living, and understanding, accepting and seeking a higher purpose.
Here’s an excerpt from the book.
Why is he called Ice?’ his wife asked.
‘Apparently, at the boarding school where he studied, children had to write their initials on all their possessions—bags, clothes, etc.—to avoid misplacing them. His real name is Irashaw Cawas Engineer, thus I.C.E. Since then, he’s known by his initials. He signs off on his paintings as ICE too.’
‘What is he doing here? Wasn’t he in New York or somewhere abroad? I have a bad feeling, Ashish. It’s not going to be good with him living next door, you mark my words. This man brings doom with him.’
‘Don’t say this, Maya. It was this man’s painting of Lords Ganesh, Krishna, Jesus, and Hanumanji and Sai Baba playing together as kids with a small baby girl that helped you get through your pregnancy. You yourself told me that if it weren’t for that painting, you would never have wanted to be a mother and undergone eight months of bed rest . . .’
‘Bed imprisonment, Ashish! All you men are dogs . . . ’
‘Breathe, sweetheart. Yes, bed imprisonment . . . and you used to bless Ice every day. Remember, when you went into depression after hearing about the accident and the death of his kids?’
‘I know, but he was a different man back then. This man here is a ghost of him. Trust me, Ashish, he walks with death itself. Why the hell did you help him get this flat adjacent to ours?’
‘What did you want me to do? Imran called me up saying Ice wanted to shift here. I couldn’t refuse him. He has stood by me through thick and thin.’
‘Imran I understand, but why do you feel so much for Ice?’
Ashish looked at his wife. By God, she was beautiful. He could never understand why she had agreed to marry him; she had every affluent man waiting in line to marry her. During those days he had no money, not much of a career, in fact nothing going for him. It had taken them years to get settled. But Maya had never complained. The only thing missing in their marriage was physical intimacy. Fortunately, he wasn’t too keen on getting into the sack himself and often thought that his disinterest in sex was probably the reason why she had married him. But she loved him and took care of him and their child, and yes, she had her issues and she could drive him up the wall, but he loved her in spite of everything.
‘Okay, I am going to tell you something I haven’t shared with you. Remember, how much I wanted to be a father? For whatever reason, you weren’t keen on getting pregnant. I know you love me, but there are certain areas in your life that you don’t share with me. Anyway, nine years ago, I had met Imran at his house for dinner and we had drunk a bit too much and during our conversation, I had mentioned that it would be a miracle if you ever agreed to become a mother. Ten days later, he came home and gifted you that painting. You fell in love with it and then slowly, over time, decided to be a mother.’
‘So?’
‘It seems Imran told Ice about our conversation and a week later, Ice presented him the painting to be given to “that neurotic woman and her daft husband who want a kid”. Do you know how expensive this painting is now? All our savings, investments and gold put together won’t be worth as much. If we were to sell it today, we would be able to buy this or any other house like this in the city. Ice gave it to us because he wanted his friend’s friend to be at peace. Come on, Maya, who would do such a thing for strangers? People don’t even help their families nowadays and here is a man who gifted us a painting that could have fetched him enough to live lavishly for a long time. Ice used to be a workaholic back then but he still took time to paint the portrait for us. Even now, whenever Ice has an exhibition, his paintings are sold out even before they are displayed. I am indebted to Ice for life. He had as much a role in Ayesha’s birth as you and I. And haven’t you noticed one thing? Look at the girl in the painting. Doesn’t Ayesha look like her?’
Maya looked at the painting. There was no doubt that the girl in the painting was a spitting image of Ayesha. Nobody could deny the similarity. It was as though Ayesha had posed for the painting herself. Damn that Ice! She looked down from the drawing room window. Ice was standing with a cigarette between his lips. He had lost a lot of weight. A huge black dog with tan stripes lay next to him. Both needed a haircut. Ice was wearing a pair of jeans and a light-blue T-shirt, both of which were soiled with paint. People stared at him. Passers-by turned around to get a better look. They recognized him but didn’t dare approach him for an autograph. He was temperamental, to put it politely. On good days, Ice would chat and laugh for a long time; on the not-so-good days, it was rumoured that he had broken many a journalist’s camera and phone. Even now, he didn’t pay attention to anybody. He just stood there and smoked. After a while, he looked up, straight at her, and Maya felt her blood turn cold. This man was trouble. She just knew it.
What happens next? Find out in ‘ICE With Very Unusual Spirits.’
Assessing the Prototypes
Jennifer Riel is a strategic adviser to senior leaders at a number of Fortune 500 companies. Her book, Creating Great Choices is an insightful and instructive blend of storytelling, theory and hands-on advice to help any leader or manager facing a tough choice. The book includes fresh stories of successful integrative thinkers that will demystify the process of creative problem solving, as well as practical tools and exercises to help readers engage with the ideas.
Storytelling converts a possibility into a narrative— a tale of events that proceeds over time and has a beginning, a middle, and an end. A story lets you explain what happens within the possibility— the plot points of your new and better world. Narrative is an effective way to capture and explain a new idea because humans are naturally drawn to stories; stories are the way people have learned and shared critical information since our ancestors were crouched around a campfire.
Using stories lets you engage deeply with ideas, because you can fully picture the possibility in your mind’s eye. Once you do that, you will be able to communicate that picture to others. As screenwriting teacher Robert McKee puts it, “If you can harness imagination and the principles of a well- told story, then you get people rising to their feet amid thunderous applause instead of yawning and ignoring you.”
Our friend Claudia Kotchka, former head of design at P&G, is a master storyteller. To illustrate the impact of human- centered design to her peers at the sometimes- rigid consumer goods giant, she would tell a story about Altoids. Yes, the curiously strong mint introduced in the 1780s and now owned by Wrigley. Kotchka would illustrate the special appeal of Altoids by describing the process of looking at the cheerful metallic box with its nostalgic typeface and then opening the tin, hearing the liner paper crinkle, smelling the wafting scent of peppermint oil, and seeing the uneven little mints, seemingly hand-made, lying haphazardly within.
Kotchka would go on to describe what Altoids would look like if they’d been developed through P&G’s structured, rigorous, and highly reliable processes: perfect, uniform mints in a simple plastic container with a slightly garish sticker on the front. The “waste” of the liner paper and the expensive metal box would be eliminated. The “imperfection” of the varied mints would be remedied. The understated label design would be “livened up.” And voilà, all the distinctiveness of Altoids would disappear— along with the brand’s intense consumer loyalty and price premium.
Kotchka called her imaginary new product Proctoids, after the irreverent nickname sometimes applied to P&G employees. Her vivid and funny story hit home with audiences inside P&G and out, illustrating her point more clearly than reams of data on failed innovations.
Try This
Think back to the invention of the iPod. Craft a short narrative that would explain the core of the idea and the way it works to create new value for users and for Apple. Try the same for one of the possibilities you generated in chapter 7.
For each of your possibilities, think about the story you could tell about it, focusing on how each possibility would be experienced by real people. The story needn’t be long or obsessively detailed. The objective of the narrative should always be to help you, and others, understand the core value of the possibility.
Marketing
Jeffrey Bussgang is a venture capitalist, entrepreneur, and professor at Harvard Business School. In his book, Entering StartUpLand you seek your ideal entry point into this popular, cutting-edge organizational paradigm. It is a practical, step-by-step guide that provides an insider’s analysis of various start-up roles and responsibilities. You’ll gain insight into how successful startups operate and learn to assess which ones you might want to join–or emulate.
When I was head of Marketing at one of my startups, our sales director in Australia came to our annual sales meeting bearing a gift for me: a boomerang. He said it was because I always came back to him with answers to his questions when he was in the field chasing sales opportunities. I keep that boomerang in my office to this day and still think about how much field sales people appreciate it when the marketing team gets back to them in a timely, responsive fashion. For a marketing executive, being customer focused means paying attention to your internal customers as well as your external ones.
When entrepreneurs discuss with me the reasons they need to raise money for their startups, the focus is typically placed first on building the product and then selling it. The two most expensive functions at a startup are the product team and the sales team. Marketing profoundly affects them both: on one side, it heavily influences product design; on the other, it focuses and supports Sales. So the marketing function is like the productivity engine of the startup. When a startup has a great marketing function, the product and sales teams both look amazingly productive, and nobody knows why. Everybody typically credits the head of Sales and the head of Product, but behind the scenes, it’s Marketing that makes them look good.
Marketing, in other words, is the unsung hero of the startup.
Strangely, startups often hire marketing people too late. First they hire the team required to build the product—product managers or engineers. Then they hire one or two salespeople to sell the product. Remember the organization chart for my twelve-person startup in chapter 1 (figure 1-2)? There are zero marketing people. It’s a common mistake.
Typically, the first marketing person might get hired as employee number twenty or thirty, often after a startup hits a snag. Perhaps the sales force has become unproductive and is idling. So the startup scrambles to get a marketing function installed quickly to help. By then, though, it’s often too late. When a startup misses its sales numbers, the sales people get blamed. But the problem, typically, is not that the salespeople are incompetent; it’s that the startup lacks marketers who can generate leads and acquisitions for those salespeople. As a result, Sales is either getting bad leads or no leads at all. They’re lacking the good, competitive weapons that skilled marketers can provide, so they’re struggling to win.
That’s when the company needs Marketing. It needs Marketing to provide support for Sales.
Grab a copy of the book: Entering StartUpLand
Competing on Analytics with External Processes
Competing on Analytics provides the road map for becoming an analytical competitor, showing readers how to create new strategies for their organizations based on sophisticated analytics. Introducing a five-stage model of analytical competition, Davenport and Harris describe the typical behaviors, capabilities and challenges of each stage. It is the definitive guide for transforming your company’s fortunes in the age of analytics and big data.
Thomas H. Davenport is the President’s Distinguished Professor of IT and Management at Babson College and a research fellow at the MIT Initiative on the Digital Economy. Jeanne G. Harris is on the faculty at Columbia University, where she teaches Business Analytics Management.
The great challenge for brand managers in the current age, however, is developing a closed loop of analytics describing how customers interact with a brand across multiple channels. With this information, brands can learn not only what ads and promotions customers see, but how they react in terms of click-throughs, conversions, and service. Most companies find it difficult to marshal all this data and make sense of it with analytics.
One company that does do it well, however, is Disney’s Parks and Resorts business unit. The business has long been highly analytical, optimizing hotel prices, ride times, and marketing offers. Now, however, due to a “vacation management” project called MyMagic+ that cost over $1 billion and began in 2008, it is able to close the loop on how all that marketing translates into a customer experience. The ambitious goal of MyMagic+ is to provide a more magical, immersive, seamless and personal experience for every single guest. From the beginning of planning a Disney park or hotels reservation, the customer is encouraged to register and to supply an email address. The customer can plan a family trip (and, at the same time, register all family members or friends participating in the trip) with the MyDisneyExperience website or app. Disney is then able to learn what activities the customer is considering and what web pages engage different family members. Customers are also encouraged to sign up for the FastPass+ service, which offers them shorter wait times; in exchange, they share information about the park attractions, entertainment options, and even greetings from Disney characters they intend to experience.
What really closes the loop for Disney, however, is the MagicBand. Rolled out in 2013, these wristbands are typically mailed to a family before its visit starts. From the customer’s standpoint, it allows access to the park and hotel rooms, FastPass+ entry to attractions at specific times, and in-park and hotel purchases. It also stores photos taken with Disney characters, and allows the characters to have personalized interactions with kids. From Disney’s standpoint, it provides a goldmine of data, including customer locations, character interactions, purchase histories, ride patterns, and much more. If customers opt in, Disney will send personalized offers to them during their stay and after they return home.
The scale and expense of the MyMagic+ system is reflective of the fact that the ante has been raised for competing on analytics. It may take a while for Disney to recoup its billion-dollar investment in this closed loop system, but the company has already seen operational benefits in being able to admit more customers to parks on busy days. There is also a belief that the system will deter customers from visiting competitor parks. Key to the ultimate value of the program, however, will be extensive analytics on how marketing and branding programs translate into actual customer activity.
Find this book:- Competing on Analytics: The New Science of Winning
What is the meaning of fitness?
Shivoham is one of India’s foremost fitness trainers. In his book,‘The Shivfit Way’ he shows how to work out without any equipment or machines. He combines cardio, strength training and weight exercises for a full-body workout. He also offers a whole new perspective on what it means to be fit and how to motivate yourself to start exercising. This book is coauthored by Shrenik Avlani, who is a newsroom veteran with nearly two decades of work experience as a leading writer in the field of endurance sport and fitness.
The Merriam-Webster dictionary defines fitness as ‘the quality or state of being fit’, while fit is defined as ‘sound physically and mentally’. Though the word was first used in 1580 ad, its dictionary definition does not tell us much about what fitness actually is.
We have seen triathletes compete in Ironman races which involve swimming 3.86 kilometres, followed by cycling 180.25 km and then immediately running a full marathon of 42.195 km, being crowned the fittest men and women in the world. but put them in a gym and ask them to lift weights, and you will find that they fare rather poorly. Even a boy or girl of average strength will be able to lift more than the fittest men and women on earth if endurance sport is the measure of fitness, as it mainly enhances the aerobic capacity of an individual.
But walk into a weightlifting clinic or lifter training for the Olympics and you would find the smallest of them lifting much more than their body weight. Lifters usually describe their colleagues as strong, not fit. Now ask them to run a couple of kilometres or swim just 500 metres, you are most likely to see them struggling and gasping for breath pretty quickly. so, strength alone also cannot be a parameter to measure fitness.
Clearly, fitness means different things to different people. Depending on who you ask, fitness is likely to be defined in terms of things people are good at or specialize in. For a runner, being able to run a full marathon in under four hours is being fit. For a body-builder, big muscles are clear indicators of fitness. Then again, talk to weightlifters, and they will tell you that their ability to lift weights three times heavier than themselves is proof of their fitness. For the average person, fitness could mean something as simple as going through an entire day of work and having enough energy to indulge in their hobbies or run and play freely with their kids without feeling exhausted.
In the many years I have spent in this industry, and during the course of my own journey, I have come to realize that no single parameter can measure fitness. several factors measure different attributes of your body, and the ones you pay more attention to depend on which school of fitness you follow. For example, if you believe having sculpted abs is a mark of fitness, then you will strive for low body fat percentage. For others, it could be achieving the ideal weight according to their height and body type.
Since I believe in and practice CrossFit, I follow its founder Greg Glassman’s definition of fitness, which is based on the following ten general physical skills:
Cardiovascular or respiratory endurance: The ability of the body to gather, process and deliver oxygen to its different parts.
Stamina: The ability of the body systems to process, deliver, store and utilize energy.
Strength: The ability of a muscular unit, or combination of muscular units, to apply force.
Flexibility: The ability to maximize range of motion at a given joint.
Power: The ability of a muscular unit, or combination of muscular units, to apply maximum force in minimum time.
Speed: The ability to minimize the time cycle of a repeated movement.
Coordination: The ability to combine several distinct movement patterns into a singular distinct movement.
Agility: The ability to minimize transition time from one movement pattern to another.
Balance: The ability to control the placement of the body’s centre of gravity with regard to its support base.
Accuracy: The ability to control a movement in a given direction or at a given intensity.
Find this book: The Shivfit Way
Reintroduce Yourself
Reinventing You provides a step-by-step guide to help you assess your unique strengths, develop a compelling personal brand and ensure that others recognize the powerful contribution you can make. Branding expert Dorie Clark mixes personal stories with engaging interviews and examples from Mark Zuckerberg, Al Gore, Tim Ferriss, Seth Godin and others to show you how to think big about your professional goals, take control of your career and finally live the life you want.
Small, tangible signals are only part of the battle, however, the biggest challenge is changing your behavior to reflect your new goals and reality. For over a decade, Dan had worked at a large, international technology company, ascending to the rank of engineering director. But when he decided to leave for a newer tech company with a hip reputation, he realized his résumé had some baggage attached. His previous employer was well-known and respected by the public, but in tech circles, it was viewed as an old-line behemoth, resistant to change and full of stuffy bureaucrats, not exactly the image he wanted to project to his new colleagues. “I had to work to get other people to understand I was comfortable in the new environment,” he says. “It’s a grassroots culture, so I had to start building relationships and trust. It was lots of time ‘managing by walking around,’ being as visible as possible. With anything that smacked of a big company, like having a standing staff meeting, I overreacted against it.”
Dan realized he had to make connections quickly to shape his colleagues’ perception of him, but he was starting at a disadvantage. “I discovered my entire personal network was at [my previous employer],” he recalls. “I decided I shouldn’t be in that situation again.” So he embarked on a networking campaign to deepen his connections both inside and outside his new company, and in the process, build a reputation as a forward-thinking, connected executive who understood industry trends. But there was only one problem: his personality.“I’m a fairly introverted guy,”Dan says.“I hate taking these meetings with strangers, the idea of a meeting that’s not going to help me get the job I have in front of me done, or getting to know people without an action item.”
But he forced himself to persist. “I realized it was important, that by the time you need connections, you can’t suddenly make them. You have to be ready.” These days, while his night-owl engineering team is sleeping in, Dan has a steady regimen of breakfast meetings including “people in my industry at other companies, executive search people, leaders at small companies, venture capitalists, a guy who works on corporate turnarounds.” When it comes to making connections, Dan says, “the biggest change is my default answer used to be no, and now my default answer is yes. I’ve focused on reasons to say yes.”
His networking has paid off. He’s now on the pulse of start-ups to acquire and knows which ones are going down (and from which he can poach talent). He’s made himself indispensable to his company and the furthest thing from an old school, bureaucratic manager. In fact, he’s found ways to play with his background and upend expectations. When he discovered his new company required receipts for all travel expenses above $25, whereas his old firm’s threshold was $75, he shook up his colleagues by letting them know it was less bureaucratic at his old company and suggested they change the policy. He recalls with pleasure: “I could use negative branding to my advantage.” And he knows that if he wants to change jobs in the future, he’s positioned himself with the contacts and branding he needs to land securely.
Find this book: Reinventing You
The Making of the Indian Muslim Civilization
Today roughly 500 million Muslims inhabit South Asia, although the process of Islamization began in the eighth century, the region developed a distinct Indo-Islamic civilization that culminated in the Mughal Empire. In the Gulf, while paying lip service to the power centres, including Mecca and Medina, this civilization cultivated its own variety of Islam, which was based on Sufism.
‘The Islamic Connection’ gathers together some of the best specialists on the pan-Islamic ties and explores ideological, educational and spiritual networks, which have gained momentum due to political strategies, migration flows and increased communications.
Revisiting the old notion of ‘acculturation’ from the point of view of the ‘connected history’ school of thought,5 Sanjay Subrahmanyam argues that when civilizations meet, ‘Time and again, then, we are forced to come to terms with a situation that is not one of mutual indifference, or of a turning of backs, or of a deep-rooted incomprehension, but of shifting vocabularies, and changes that are wrought over time by improvisations that eventually come to be part of a received tradition.’ In South Asia, Muslims have invented their own ‘brand’ of Islam soon after their arrival in the region, following their encounter with the dominant civilization, Hinduism.
Certainly, the Caliphate played a role in the initial conquest of South Asian territories by Arabs in the eighth century. It was the Khalifah al-Walid b. ‘Abdul Malik who, hearing that Arab traders had been captured by the ruler of Sind, asked the governor of Baghdad to send an army to liberate them in 711. The soldiers of Muhammad b. Qasim did more than that and conquered the whole of Sind. The social structure of the Muslims of South Asia, who became dominant in spite of their remaining a minority, reflects their attachment to the Arabian peninsula: the upper strata was made of those (the Syed) who claimed that they descended from the Prophet. Another source of prestige came from the accomplishment of the Mecca pilgrimage (the Hajj), the title ‘Hajji’ being affixed to the name of those who had done it.
However, the Muslims who brought Islam to South Asia in a sustainable manner were not those who used the sword to conquer the region and/or who looked back, but the Sufis who made India a sacred land for Muslims, as mentioned in the introduction of this volume, after the establishment of khanqahs (buildings designed for the gathering of Sufis saints’ disciples) and dargahs (tombs of saints) which became major pilgrimage centres.
Not only did Muslims of medieval India distance themselves from the holy cities of Arabia and develop sacred sites across ‘their’ land, they also initiated spiritual relations with the Hindus. While orthodox scholars developed forms of Islamic proselytization in order to convert these ‘infidels’ (kafirs), some Sufis and several Muslim rulers promoted a very substantial spiritual dialogue with Hindus. The encounter of Sufis and Yogis resulted in rich spiritual exchanges.For making possible this dialogue, which reached its culminating point during the Mughal Empire under Akbar, spiritual treaties were translated from Sanskrit to Persian and Arabic. Besides, after 1579, Akbar appeared as a competitor for the Caliph himself as suggested by Sanjay Subrahmanyam:
In early September 1579, a group of theologians, including the Shaikh ul-Islam, were pressurized into signing a text claiming for Akbar a special status of Padshah-i Islam, beyond that even of a Sultan-i Adil. […] one of the epithets used for him was now Mujtahid, as also Imam-i Adil, the latter startlingly close to the usages favoured at one time by Süleyman. Indeed, the challenges was directed in good measures at the Ottomans, who had claimed superior status as the Khalifas of the east, with their conquest of Egypt.
These words and the spiritual innovations of Akbar reflected the great autonomy of the Indo-Islamic civilization vis-à-vis West Asia, including the holy cities of the Arabian peninsula and Istanbul, the seat of the Caliphate. But the fact that Akbar claimed that he was a kind of Caliph also shows that the Indian Muslims were deeply attached to the idea of the Caliphate, that they somewhat tried to replicate. And when the Mughal Empire started to wane, the attitude of the Muslim Indians towards the Ottomans changed.
Local Muslim rulers threatened by the Europeans turned to the Ottoman Sultan for help and recognition in the eighteenth century, including those of the Malabar coast and Tipu Sultan, the warlord of southern India who put up the most successful resistance to the British. Tipu Sultan sent an ambassador to Constantinople in 1785 requesting that he bring back a letter of investiture from the Ottoman Sultan and military support. He got the former, but not the latter. The declining Mughal dynasty also turned towards the Ottoman Sultan. In fact, the less power the dynasty retained, the more Indian Muslims turned to the Caliph as their protector. In the first half of the nineteenth century, ‘the name of the Ottoman sultan definitely came to be mentioned in the Friday khutba in some Indian mosques.’ Gradually, Indian ulama recognized the Ottoman sultans as the holder of the universal caliphate. This trend reached its logical conclusion after the last Mughal Emperor, Bahadur Shah II (1775–1862) was deposed and exiled to Rangoon in the wake of the 1857 Mutiny which marked the final phase of the Mughal decline.
Find this book: The Islamic Connection: South Asia and the Gulf
