KCR's impeccable governance

In a recent press conference, Telangana Chief Minister K Chandrashekhar Rao described neighbouring state CM Chandrababu Naidu as an opportunistic political manager, running the show with the help of two media houses. In no way, KCR emphasised, can he be called a leader. According to KCR, N Chandrababu Naidu is a politician of little consequence, an inept administrator lacking basic knowledge.

In this context, it may be relevant to differentiate between a leader and a manager – contextualising with reference to governance. KCR has provided real leadership with statesman-like qualities. On comparing the progress achieved in Telangana and neighbouring Andhra Pradesh, one may realise that Babu is a manager and not a leader. Development in Telangana must be credited to KCR and his leadership. KCR has even predicted the defeat of Babu in the next state election, as he has done little for the welfare his people.

On the other side, the Telangana state government, during the last four-and-a-half years, has initiated and implemented a variety of programs. The basic driving force that has assisted in achieving this success has been KCR's statesmanship, vision, leadership

qualities and commitment; his government's decision-making process through consensus, consultation and an impeccable quality review methodology. All these resulted in the conceptualisation and implementation of people-centric, welfare-oriented and development-focussed schemes in the state. Above all, it is the statesman-like leadership of KCR that is fuelling development.

In this context, we can refer to Jim Collins who authored a book on leadership titled Good to Great, where he deals extensively with the qualities and successes of level-five leadership and differentiates between a leader and manager.

According to Collins, leaders embody a paradoxical mix of personal humility and professional will. Level five-leadership does not happen overnight. It refers to the highest level in a hierarchy of executive capabilities. Leaders of this type are those who combine extreme personal humility with an intense professional will; shun public attention to channel their ambition towards the goal of building a robust system.

KCR has risen to greatness against a background of rich experience in various fields of activity, individual discipline, ups and downs in life, colleagues' support and many more characteristics, most of which are success stories. Level one in the hierarchy is a highly capable individual who makes productive contributions through talent, knowledge, skills and good work habits. Level two is a member who contributes with individual capabilities to the achievement of group objectives and works effectively with others in a group setting. Level three is a competent manager who is capable of organising people and resources towards the effective and efficient pursuit of predetermined objectives. Level four is an effective leader who catalyses commitment and the vigorous pursuit of stimulating higher performance standards. Level five is the highest in the hierarchy and builds enduring greatness through a paradoxical blend of personal humility and professional will. The greatness of level five leaders lies in choosing the other four levels for successful accomplishment.

Professional will of level five leadership creates superb results, demonstrates resolve to produce the best long-term results, no matter how difficult, sets standards of building institutions and will settle for nothing less. He looks in the mirror, not the window, to apportion responsibility for poor results, never blaming other people, external factors or bad luck. He is never boastful, acts with quiet calm, relying on inspired standards, channels ambition into the institution and looks out of the window, not in the mirror, to apportion credit for the success. He chooses the right people for the right work and lets them into his vehicle of performance and achievements.

When we talk about governance and politics, level five leaders host statesman-like qualities. We have heard of governance and later of good governance. But, today, people want great governance and governance with a difference. It is just not enough to attend to the mere current needs of people and call it development. Long-term planning along with short-term and medium-term visions is essential. This is what has been happening in Telangana during the last four-and-a-half years and, this same leadership would happen in the coming days and months. The schemes conceived in the state are all keeping the long-term needs of people in mind. All these are examples of the statesmanship of Chief Minister Chandrashekhar Rao.

In the recent elections, the landslide victory of TRS under the leadership of statesman KCR did not happen by chance. Ever since the state has come into existence, by initiating and implementing a number of welfare and development schemes during the 51 months of his first phase of governance, which did not happen during the erstwhile Congress and TDP rule for over 50 years, CM KCR who is also the TRS Party President successfully appealed for votes. In support of his appeal, he demonstrated the process of successful completion of schemes with statistical data. The progress card was presented to the people in detail. As a leader, as a statesman, as a politician, as a designer of welfare schemes, as a visionary, as a pragmatist and as an intellectual, KCR won the hearts of people at large. This is how the landslide victory was made possible.

It is not just 'governance' or 'good governance' that is seen and felt now – it is 'great governance' with a 'huge difference', headed by a statesman leader Chief Minister K Chandrashekhar Rao.

(The author is Chief Public Relations Officer to Telangana CM. The views expressed are strictly personal)