Subhash Chandra

“When I see someone not performing, I am frank enough to tell the person that it’s not working out. I request him or her to leave or change jobs within the group. But I see many of our senior colleagues, including my brothers, sons and nephews, empathetic towards non-performers. They don’t want to face the issue. They tend to become comfortable with such people and they get protection. They tend to choose people who become personally loyal to them rather than to the company. I think it’s important to be professional about such matters. Protecting a non-performer is not good for the business and also the person being protected. This is unprofessional too. The non-performer may be in the wrong job and thus not doing what he or she is best at doing. Empathy that results in protection would lead to a negative result for the employee as well. He or she might be better off in another job within the group or elsewhere.”
― Subhash Chandra, The Z Factor: My Journey as the Wrong Man at the Right Time

“My role as assistant to Dadaji was almost a given. I was the eldest grandson, so it was natural that I would be supporting his work at the gaddi. I was never ordered to be there. I think I enjoyed learning. It was exciting at a level to see my Dadaji at work. My cousins were also expected to be at the gaddi, but no one spent quality time there. Even their parents did not encourage them to be at the shop. At times, I think this attitude cost them dearly in life. They could not match my success in business. Some ended up working for me or took up other jobs.”
― Subhash Chandra, The Z Factor: My Journey as the Wrong Man at the Right Time