Sunday 11 October 2015
Wednesday 17 June 2015
SORRY, MIKE
The day I fought with Mike Khanna
1976. Mike was back from Delhi, trailing a fragrant path of success. He had done his thing there. Just four years ago that office was teetering on the edge. But now there was no looking back. He was here now in the Bombay office,
the largest, most visible HTA office, slovenly in the way it moved and not knowing where it was going, while Madras and Calcutta looked at least washed and ironed. Three of the four offices were doing fine. Bombay, the largest needed some doing. Subhas Ghosal’s mandate for Mike: Do the Delhi in Bombay.
Mike thought it might help to have me brought back to the city. We had a good run together in Delhi. There was a chance it could continue here. But things were not that easy. Bombay had evolved some excellent systems and boasted some of the finest talent in the city. Sadly, much of it was lying fallow while a few other fine people had metamorphosed into prima donnas. Almost all copy was written by free-lancers, while six of our own good ones sat twiddling their thumbs. “We must change all that,” Mike said. And Mike did. Feathers got ruffled, but at least there was a flapping of wings.
Not easy, this flapping. I remember with anguish still one of the first meetings we had in Bombay. There arose a battle of wills between me, and the AV executive. A disagreement over the aesthetics and relevance of an AV treatment. Before I knew what was happening, the AVE’s resignation was on Mike’s table. Mike’s usual rational emollients did not work. He turned to me and said, “Ivan, now you listen to me,” to which I belligerently said, “This time, Mike. No.” He ended the meeting there.
I went home that evening as if walking on burning coals. I confessed my transgression to Ingrid, my wife and said that I had to apologize before the sun set. We went to Mike’s place. He heard my act of contrition and said. “Don’t apologize. You were fighting for what you believed. And so was the other fellow. We’ll meet tomorrow morning.”
The next morning saw resolution and handshakes. The audio-visual presentation went on to win awards. And that’s the way it went. Mike’s quiet gift was seen at work -- unravelling the knotty skeins of aggressive emotion and weaving them into sensible solutions. Confrontations mutated into rollicking, good professional stimulation; atrophied skills sprang to life, all of it leading to a great environment and ultimately to work that won clients and industry awards. Subhas Ghosal was heard to have said at an awards ceremony where HTA walked away with 24 pieces of metal, “Mike you have showered me with an embarrassment of riches.”
Mr. Ghosal was due for more ‘embarrassing’ riches when year after year Mike Khanna’s office showed growth that could only be reported with with at least some show of bashful modesty. When in 1985, Mike took over from Mr. Ghosal an agency, which the latter had polished to a shine that reflected his own refinement and professionalism, he knew that he was stepping into shoes that were not easy to fill. The eyes of the entire industry, many of them with the skeptic’s squint, watched as HTA hopped, stepped and jumped across borders to be counted among JWT’s top performers globally. Those shoes had morphed into sneakers, it would seem, as the agency sprinted ahead.
It was a seamless transition. Subhas Ghosal as Chairman Emeritus remained Mike’s mentor and chief cheerleader, his choice of successor more than vindicated.
Mike’s quiet and most often unfailing logic was a screen that hid a sharp insight into people and an intuitive grasp of issues that eluded more overtly brilliant minds. To some (like me) who tended to get blinded by the neon glare of corporate showmanship, Mike’s logical approach was a revelation and at most times a buffer to my own very fallible ‘creative leaps’. It made him an ideal counselor.
That is how he was able to create leaders who today are at the helm of the country’s most respected companies. Many of them openly admit their debt of gratitude for his role in their growth. To their litanies of praise and thanksgiving, I add my own, with the hope that it may wipe out the memory of the day I had to say Sorry, Mike.
This appeared in Cat-a-list, the Hindu Business Line. June 2015
1976. Mike was back from Delhi, trailing a fragrant path of success. He had done his thing there. Just four years ago that office was teetering on the edge. But now there was no looking back. He was here now in the Bombay office,
the largest, most visible HTA office, slovenly in the way it moved and not knowing where it was going, while Madras and Calcutta looked at least washed and ironed. Three of the four offices were doing fine. Bombay, the largest needed some doing. Subhas Ghosal’s mandate for Mike: Do the Delhi in Bombay.
Mike thought it might help to have me brought back to the city. We had a good run together in Delhi. There was a chance it could continue here. But things were not that easy. Bombay had evolved some excellent systems and boasted some of the finest talent in the city. Sadly, much of it was lying fallow while a few other fine people had metamorphosed into prima donnas. Almost all copy was written by free-lancers, while six of our own good ones sat twiddling their thumbs. “We must change all that,” Mike said. And Mike did. Feathers got ruffled, but at least there was a flapping of wings.
Not easy, this flapping. I remember with anguish still one of the first meetings we had in Bombay. There arose a battle of wills between me, and the AV executive. A disagreement over the aesthetics and relevance of an AV treatment. Before I knew what was happening, the AVE’s resignation was on Mike’s table. Mike’s usual rational emollients did not work. He turned to me and said, “Ivan, now you listen to me,” to which I belligerently said, “This time, Mike. No.” He ended the meeting there.
I went home that evening as if walking on burning coals. I confessed my transgression to Ingrid, my wife and said that I had to apologize before the sun set. We went to Mike’s place. He heard my act of contrition and said. “Don’t apologize. You were fighting for what you believed. And so was the other fellow. We’ll meet tomorrow morning.”
The next morning saw resolution and handshakes. The audio-visual presentation went on to win awards. And that’s the way it went. Mike’s quiet gift was seen at work -- unravelling the knotty skeins of aggressive emotion and weaving them into sensible solutions. Confrontations mutated into rollicking, good professional stimulation; atrophied skills sprang to life, all of it leading to a great environment and ultimately to work that won clients and industry awards. Subhas Ghosal was heard to have said at an awards ceremony where HTA walked away with 24 pieces of metal, “Mike you have showered me with an embarrassment of riches.”
Mr. Ghosal was due for more ‘embarrassing’ riches when year after year Mike Khanna’s office showed growth that could only be reported with with at least some show of bashful modesty. When in 1985, Mike took over from Mr. Ghosal an agency, which the latter had polished to a shine that reflected his own refinement and professionalism, he knew that he was stepping into shoes that were not easy to fill. The eyes of the entire industry, many of them with the skeptic’s squint, watched as HTA hopped, stepped and jumped across borders to be counted among JWT’s top performers globally. Those shoes had morphed into sneakers, it would seem, as the agency sprinted ahead.
It was a seamless transition. Subhas Ghosal as Chairman Emeritus remained Mike’s mentor and chief cheerleader, his choice of successor more than vindicated.
Mike’s quiet and most often unfailing logic was a screen that hid a sharp insight into people and an intuitive grasp of issues that eluded more overtly brilliant minds. To some (like me) who tended to get blinded by the neon glare of corporate showmanship, Mike’s logical approach was a revelation and at most times a buffer to my own very fallible ‘creative leaps’. It made him an ideal counselor.
That is how he was able to create leaders who today are at the helm of the country’s most respected companies. Many of them openly admit their debt of gratitude for his role in their growth. To their litanies of praise and thanksgiving, I add my own, with the hope that it may wipe out the memory of the day I had to say Sorry, Mike.
This appeared in Cat-a-list, the Hindu Business Line. June 2015
Wednesday 10 June 2015
Mike Khanna. Wizard without a wand
The business world will toss numbers; will talk of the magical growth he showed in the time he led Hindustan Thompson, now JWT; first as head of the Delhi office, which bobbed up from No.7 in that city to No.1 in just one year of his taking over; he did the same with the Bombay office and finally as CEO of HTA, India, he walked the agency up a steep climb to the pinnacle; success following him like a poodle.
And those who do not know him will have visions of a man like some others with similar achievements, men who draw attention to their success with big flourishes of the corporate wand and the abracadabra of individual style.
With Mike there were no flourishes; no conjurer’s patter, no abracadabra showmanship. He almost seemed like a novice with a pack of cards, slowly dealing them out, stopping to spit-wet his fingers when suddenly you would notice: he has dealt you an ace. And then another and another. You looked in awe. And there he was, unimpressed with his own magic, intent on just dealing you those aces.
But the aces we are talking about are not those numbers; of billings, growth, profit or industry ranking; facts and figures that even then placed him on the throne of the advertising industry. Oh there is much to be said about all that and the business world can talk about it at length.
What ‘Thompsonites’ will talk about are other aces, their own personal ones, for which they will remember him most. From secretaries, studio artists and accountants to members of the executive committee, all have poignant stories to establish their personal relationship with Mike: of how on a bad day, he sat them down, got to the heart of the problem and sent them away with a new spring in their step; of how they came to him with clenched fists over an issue with a colleague and how a cuppa tea with him would end in handshakes all round. A creative director will tell you how, on the occasion of the global CEO’s visit, her presentation was delayed by an hour, and how Mike went up to her, put his hand on her shoulder and said, “Relax. This is not the end of the world.” “I could have kissed him then,” she said. “But I went about getting the job done.” An office manager narrates how on his wife’s birthday, he had invited Mike home for dinner, at which he demonstrated the five-finger-and-palm bhangra clap.
His manner was calming. He broke down difficult and high tension situations with his quiet, unbeatable logic to resolve both business and even creative crises. his intuitive feel for the moment, touched with humaneness, his ability to get down to the root of the matter at hand to help you with a problem and above all, his sense of fairness were among the aces up his sleeve. These were the aces he dealt around.
Early this morning, on the 7th of June, the mobile phones of those who worked with Mike were clogged with messages, all of them saying that they were still holding in their hand the aces that Mike had personally dealt them: the ‘can do’ spirit. The freedom to try and fail. A strong sense of self-worth. Fairness. Integrity. Leadership. Challenge. A sense of fun. Aces that they hold close to their chest. Aces that have led them to where they are today. Many are now happily retired and a good number are CEOs, chairmen of companies and leaders in their fields. They are all of them echoing one line,”I am what I am today because of Mike.”
Blog:Excalibur: arthurivannoel.blogspot.in
With Mike there were no flourishes; no conjurer’s patter, no abracadabra showmanship. He almost seemed like a novice with a pack of cards, slowly dealing them out, stopping to spit-wet his fingers when suddenly you would notice: he has dealt you an ace. And then another and another. You looked in awe. And there he was, unimpressed with his own magic, intent on just dealing you those aces.
But the aces we are talking about are not those numbers; of billings, growth, profit or industry ranking; facts and figures that even then placed him on the throne of the advertising industry. Oh there is much to be said about all that and the business world can talk about it at length.
What ‘Thompsonites’ will talk about are other aces, their own personal ones, for which they will remember him most. From secretaries, studio artists and accountants to members of the executive committee, all have poignant stories to establish their personal relationship with Mike: of how on a bad day, he sat them down, got to the heart of the problem and sent them away with a new spring in their step; of how they came to him with clenched fists over an issue with a colleague and how a cuppa tea with him would end in handshakes all round. A creative director will tell you how, on the occasion of the global CEO’s visit, her presentation was delayed by an hour, and how Mike went up to her, put his hand on her shoulder and said, “Relax. This is not the end of the world.” “I could have kissed him then,” she said. “But I went about getting the job done.” An office manager narrates how on his wife’s birthday, he had invited Mike home for dinner, at which he demonstrated the five-finger-and-palm bhangra clap.
His manner was calming. He broke down difficult and high tension situations with his quiet, unbeatable logic to resolve both business and even creative crises. his intuitive feel for the moment, touched with humaneness, his ability to get down to the root of the matter at hand to help you with a problem and above all, his sense of fairness were among the aces up his sleeve. These were the aces he dealt around.
Early this morning, on the 7th of June, the mobile phones of those who worked with Mike were clogged with messages, all of them saying that they were still holding in their hand the aces that Mike had personally dealt them: the ‘can do’ spirit. The freedom to try and fail. A strong sense of self-worth. Fairness. Integrity. Leadership. Challenge. A sense of fun. Aces that they hold close to their chest. Aces that have led them to where they are today. Many are now happily retired and a good number are CEOs, chairmen of companies and leaders in their fields. They are all of them echoing one line,”I am what I am today because of Mike.”
Blog:Excalibur: arthurivannoel.blogspot.in
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