Find your Mojo….if passion can be your profession, what else do you need!

Respected Sir,

Today’s session of yours at South Campus was very motivating for me. You asked us to write about our future, target and goal once we get back home. So here I have a question how to realize what is our goal. Since past three years I m trying to figure out what are the things that make me happy, What should i aim for…. But i didn’t get any answer till today.
I want to start a venture is the answer which i get many times. But I get bored of things very easily. Sometimes I wonder that if I will start a venture and get bored of it then what will I do??

I want to do MBA so that I may be around people who have the same mindset as I have. I want to be around people who are like me so that I can discuss things with them. I want to explore the whole life of a businessman or businesswoman. And As I told you I am the person who gets bored of things. So Sometimes I feel this zeal is also for just time being.

Please help me to solve this equation.

Yours sincerely,

AC

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Hi AC,

Ask yourself, what do you enjoy the most? when you are engrossed in it, time stands still… you forget day and night, lunch and dinner, diwali and dusshera…
what is the arena you would like to dance in…..
What are your unique skill sets
what do you love doing
where will these unique abilities of yours be invaluable
….
 …..
You never get bored of these for sure….
You celebrate them… and find ways to engage yourself in them..
….

Kashmir - Zannat Zamin par

As I addressed three classes today, in one of the classes a young gentleman shared that he is passionate about water and has been working on research projects with a developmental organization… he said, water is his all encompassing interest. He asked whether the IIMs will ever be interested in his passion. Do they want to hear about it?
……
Imagine a day without water and what a role it plays… … I am sure his passion of water will find its destination; no one could ever stop gushing waters…….and the institutions will be in awe of his purpose and passion! and the WATER WILL FIND ITS OWN LEVEL !!
if your story is compelling, every one will be glued to your screen…
….
HARSHA will play his cricket for life time, ‘BHOGging’ the rich treasures; DINA will continue to sing and run ‘parikrama’ ‘RALlying’ the crowd; Bhai, MALLIKA too will dance for ever conquering the ‘SARA world’….. ;
Each one found a meaning and purpose for themselves and the IIMs did take them to the higher planes…
…..
Your passion can be your profession….you will never get bored. Will you?
if you are passionate you will find ways of putting it/them to use…either for yourself or for a corporate…or others.
You need to ask questions – why, what, where, how? and dwell deeper..
……
I am sure you will find your treasure too… Find your Mojo..
write to me once you finish the exercise…
Best wishes.
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No dream is big, if you really chase it purposefully and passionately – Three Inspiring stories from India’s hinterland!

While the whole world is enjoying the summer vacations in the months of May and June, it is usually a testing time for the youth passing out of class XII – the tension of admissions – which college, which course? It certainly happens to all those that have not yet zeroed on what they want to do in life!

When I look at the chaos the DU admissions are in, I feel even worse for these youngsters and their families! But there are a few from this class of 2014, who by now have created headlines and have grabbed their coveted badge for life. One such badge, in Indian context is an entry into IIT!

Purpose, Passion, Perseverance

Purpose, Passion, Perseverance

In the last one week I came across three inspiring stories about youngsters, who despite all odds, are on the path to glory; Incidentally there are two sets of twins and also a boy who is considered too young to even know what IIT is all about. Yes, they have made it to the hallooed portals!

—————

Jalandhar : Sumit and Amit, had secured 809th and 2014th All India ranks respectively this year in IIT-JEE, and they had secured 1800 and 1600 ranks last year, but could not join the prestigious institution as they failed to arrange the Rs. 80,000 deposit required towards admission.

Several readers have come forward to help the twin brothers who cracked the prestigious IIT-JEE exam twice in a row but failed to finance their college education.

Read the full story here –
http://indianexpress.com/article/cities/city-others/helping-hands-for-the-poor-brothers-who-cracked-iit-jee-twice/

———————

Mumbai : With a collective income of around Rs 17,000 per month and a cramped 150 square foot room in Bhiwandi’s slums for their home, life for the Yadav family has been tough. But it looks all set to change. Their 18-year-old twins — Ram and Shyam Yadav — have cleared the coveted IIT-JEE exam with 267 and 1,816 ranks respectively in the OBC section. With a brother who earns Rs 9,000/- supporting his father to help these youngsters realize their dreams, they chose to make it happen with the dint of their hard work in the last two years!

The full story here –
http://indianexpress.com/article/india/india-others/two-iit-from-a-150-sq-ft-room-in-bhiwandi/

—————————–

Patna: A 14-year-old from Bihar’s Rohtas district has cracked this year’s prestigious Indian Institute of Technology-Joint Entrance Examination (IIT-JEE).

Shivanand, the son of a farmer, passed his class 12 exam this year with 93.4 percent, and got special permission to sit for the IIT-JEE, the results of which were declared last week. He secured 2,587 rank.

The full story :
http://www.ndtv.com/article/india/farmer-s-son-14-years-old-cracks-iit-jee-544844

Each of these youngsters prove that – No dream is big, if you really chase it purposefully and passionately.

How Will You Measure Your Life?

by Clayton M. Christensen

Editor’s Note: When the members of the class of 2010 entered business school, the economy was strong and their post-graduation ambitions could be limitless. Just a few weeks later, the economy went into a tailspin. They’ve spent the past two years recalibrating their worldview and their definition of success.

The students seem highly aware of how the world has changed (as the sampling of views in this article shows). In the spring, Harvard Business School’s graduating class asked HBS professor Clay Christensen to address them—but not on how to apply his principles and thinking to their post-HBS careers. The students wanted to know how to apply them to their personal lives. He shared with them a set of guidelines that have helped him find meaning in his own life. Though Christensen’s thinking comes from his deep religious faith, we believe that these are strategies anyone can use. And so we asked him to share them with the readers of HBR. To learn more about Christensen’s work, visit his HBR Author Page.

Before I published The Innovator’s Dilemma, I got a call from Andrew Grove, then the chairman of Intel. He had read one of my early papers about disruptive technology, and he asked if I could talk to his direct reports and explain my research and what it implied for Intel. Excited, I flew to Silicon Valley and showed up at the appointed time, only to have Grove say, “Look, stuff has happened. We have only 10 minutes for you. Tell us what your model of disruption means for Intel.” I said that I couldn’t—that I needed a full 30 minutes to explain the model, because only with it as context would any comments about Intel make sense. Ten minutes into my explanation, Grove interrupted: “Look, I’ve got your model. Just tell us what it means for Intel.”

I insisted that I needed 10 more minutes to describe how the process of disruption had worked its way through a very different industry, steel, so that he and his team could understand how disruption worked. I told the story of how Nucor and other steel minimills had begun by attacking the lowest end of the market—steel reinforcing bars, or rebar—and later moved up toward the high end, undercutting the traditional steel mills.

When I finished the minimill story, Grove said, “OK, I get it. What it means for Intel is…,” and then went on to articulate what would become the company’s strategy for going to the bottom of the market to launch the Celeron processor.

I’ve thought about that a million times since. If I had been suckered into telling Andy Grove what he should think about the microprocessor business, I’d have been killed. But instead of telling him what to think, I taught him how to think—and then he reached what I felt was the correct decision on his own.

That experience had a profound influence on me. When people ask what I think they should do, I rarely answer their question directly. Instead, I run the question aloud through one of my models. I’ll describe how the process in the model worked its way through an industry quite different from their own. And then, more often than not, they’ll say, “OK, I get it.” And they’ll answer their own question more insightfully than I could have.

My class at HBS is structured to help my students understand what good management theory is and how it is built. To that backbone I attach different models or theories that help students think about the various dimensions of a general manager’s job in stimulating innovation and growth. In each session we look at one company through the lenses of those theories—using them to explain how the company got into its situation and to examine what managerial actions will yield the needed results.

On the last day of class, I ask my students to turn those theoretical lenses on themselves, to find cogent answers to three questions: First, how can I be sure that I’ll be happy in my career? Second, how can I be sure that my relationships with my spouse and my family become an enduring source of happiness? Third, how can I be sure I’ll stay out of jail? Though the last question sounds lighthearted, it’s not. Two of the 32 people in my Rhodes scholar class spent time in jail. Jeff Skilling of Enron fame was a classmate of mine at HBS. These were good guys—but something in their lives sent them off in the wrong direction.

The Class of 2010

As the students discuss the answers to these questions, I open my own life to them as a case study of sorts, to illustrate how they can use the theories from our course to guide their life decisions.

One of the theories that gives great insight on the first question—how to be sure we find happiness in our careers—is from Frederick Herzberg, who asserts that the powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements. I tell the students about a vision of sorts I had while I was running the company I founded before becoming an academic. In my mind’s eye I saw one of my managers leave for work one morning with a relatively strong level of self-esteem. Then I pictured her driving home to her family 10 hours later, feeling unappreciated, frustrated, underutilized, and demeaned. I imagined how profoundly her lowered self-esteem affected the way she interacted with her children. The vision in my mind then fast-forwarded to another day, when she drove home with greater self-esteem—feeling that she had learned a lot, been recognized for achieving valuable things, and played a significant role in the success of some important initiatives. I then imagined how positively that affected her as a spouse and a parent. My conclusion: Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team. More and more MBA students come to school thinking that a career in business means buying, selling, and investing in companies. That’s unfortunate. Doing deals doesn’t yield the deep rewards that come from building up people.

I want students to leave my classroom knowing that.

Create a Strategy for Your Life

A theory that is helpful in answering the second question—How can I ensure that my relationship with my family proves to be an enduring source of happiness?—concerns how strategy is defined and implemented. Its primary insight is that a company’s strategy is determined by the types of initiatives that management invests in. If a company’s resource allocation process is not managed masterfully, what emerges from it can be very different from what management intended. Because companies’ decision-making systems are designed to steer investments to initiatives that offer the most tangible and immediate returns, companies shortchange investments in initiatives that are crucial to their long-term strategies.

Over the years I’ve watched the fates of my HBS classmates from 1979 unfold; I’ve seen more and more of them come to reunions unhappy, divorced, and alienated from their children. I can guarantee you that not a single one of them graduated with the deliberate strategy of getting divorced and raising children who would become estranged from them. And yet a shocking number of them implemented that strategy. The reason? They didn’t keep the purpose of their lives front and center as they decided how to spend their time, talents, and energy.

It’s quite startling that a significant fraction of the 900 students that HBS draws each year from the world’s best have given little thought to the purpose of their lives. I tell the students that HBS might be one of their last chances to reflect deeply on that question. If they think that they’ll have more time and energy to reflect later, they’re nuts, because life only gets more demanding: You take on a mortgage; you’re working 70 hours a week; you have a spouse and children.

For me, having a clear purpose in my life has been essential. But it was something I had to think long and hard about before I understood it. When I was a Rhodes scholar, I was in a very demanding academic program, trying to cram an extra year’s worth of work into my time at Oxford. I decided to spend an hour every night reading, thinking, and praying about why God put me on this earth. That was a very challenging commitment to keep, because every hour I spent doing that, I wasn’t studying applied econometrics. I was conflicted about whether I could really afford to take that time away from my studies, but I stuck with it—and ultimately figured out the purpose of my life.

Had I instead spent that hour each day learning the latest techniques for mastering the problems of autocorrelation in regression analysis, I would have badly misspent my life. I apply the tools of econometrics a few times a year, but I apply my knowledge of the purpose of my life every day. It’s the single most useful thing I’ve ever learned. I promise my students that if they take the time to figure out their life purpose, they’ll look back on it as the most important thing they discovered at HBS. If they don’t figure it out, they will just sail off without a rudder and get buffeted in the very rough seas of life. Clarity about their purpose will trump knowledge of activity-based costing, balanced scorecards, core competence, disruptive innovation, the four Ps, and the five forces.

My purpose grew out of my religious faith, but faith isn’t the only thing that gives people direction. For example, one of my former students decided that his purpose was to bring honesty and economic prosperity to his country and to raise children who were as capably committed to this cause, and to each other, as he was. His purpose is focused on family and others—as mine is.

The choice and successful pursuit of a profession is but one tool for achieving your purpose. But without a purpose, life can become hollow.

Allocate Your Resources

Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy.

I have a bunch of “businesses” that compete for these resources: I’m trying to have a rewarding relationship with my wife, raise great kids, contribute to my community, succeed in my career, contribute to my church, and so on. And I have exactly the same problem that a corporation does. I have a limited amount of time and energy and talent. How much do I devote to each of these pursuits?

Allocation choices can make your life turn out to be very different from what you intended. Sometimes that’s good: Opportunities that you never planned for emerge. But if you misinvest your resources, the outcome can be bad. As I think about my former classmates who inadvertently invested for lives of hollow unhappiness, I can’t help believing that their troubles relate right back to a short-term perspective.

When people who have a high need for achievement—and that includes all Harvard Business School graduates—have an extra half hour of time or an extra ounce of energy, they’ll unconsciously allocate it to activities that yield the most tangible accomplishments. And our careers provide the most concrete evidence that we’re moving forward. You ship a product, finish a design, complete a presentation, close a sale, teach a class, publish a paper, get paid, get promoted. In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids misbehave every day. It’s really not until 20 years down the road that you can put your hands on your hips and say, “I raised a good son or a good daughter.” You can neglect your relationship with your spouse, and on a day-to-day basis, it doesn’t seem as if things are deteriorating. People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers—even though intimate and loving relationships with their families are the most powerful and enduring source of happiness.

If you study the root causes of business disasters, over and over you’ll find this predisposition toward endeavors that offer immediate gratification. If you look at personal lives through that lens, you’ll see the same stunning and sobering pattern: people allocating fewer and fewer resources to the things they would have once said mattered most.

Create a Culture

There’s an important model in our class called the Tools of Cooperation, which basically says that being a visionary manager isn’t all it’s cracked up to be. It’s one thing to see into the foggy future with acuity and chart the course corrections that the company must make. But it’s quite another to persuade employees who might not see the changes ahead to line up and work cooperatively to take the company in that new direction. Knowing what tools to wield to elicit the needed cooperation is a critical managerial skill.

The theory arrays these tools along two dimensions—the extent to which members of the organization agree on what they want from their participation in the enterprise, and the extent to which they agree on what actions will produce the desired results. When there is little agreement on both axes, you have to use “power tools”—coercion, threats, punishment, and so on—to secure cooperation. Many companies start in this quadrant, which is why the founding executive team must play such an assertive role in defining what must be done and how. If employees’ ways of working together to address those tasks succeed over and over, consensus begins to form. MIT’s Edgar Schein has described this process as the mechanism by which a culture is built. Ultimately, people don’t even think about whether their way of doing things yields success. They embrace priorities and follow procedures by instinct and assumption rather than by explicit decision—which means that they’ve created a culture. Culture, in compelling but unspoken ways, dictates the proven, acceptable methods by which members of the group address recurrent problems. And culture defines the priority given to different types of problems. It can be a powerful management tool.

In using this model to address the question, How can I be sure that my family becomes an enduring source of happiness?, my students quickly see that the simplest tools that parents can wield to elicit cooperation from children are power tools. But there comes a point during the teen years when power tools no longer work. At that point parents start wishing that they had begun working with their children at a very young age to build a culture at home in which children instinctively behave respectfully toward one another, obey their parents, and choose the right thing to do. Families have cultures, just as companies do. Those cultures can be built consciously or evolve inadvertently.

If you want your kids to have strong self-esteem and confidence that they can solve hard problems, those qualities won’t magically materialize in high school. You have to design them into your family’s culture—and you have to think about this very early on. Like employees, children build self-esteem by doing things that are hard and learning what works.

Avoid the “Marginal Costs” Mistake

We’re taught in finance and economics that in evaluating alternative investments, we should ignore sunk and fixed costs, and instead base decisions on the marginal costs and marginal revenues that each alternative entails. We learn in our course that this doctrine biases companies to leverage what they have put in place to succeed in the past, instead of guiding them to create the capabilities they’ll need in the future. If we knew the future would be exactly the same as the past, that approach would be fine. But if the future’s different—and it almost always is—then it’s the wrong thing to do.

This theory addresses the third question I discuss with my students—how to live a life of integrity (stay out of jail). Unconsciously, we often employ the marginal cost doctrine in our personal lives when we choose between right and wrong. A voice in our head says, “Look, I know that as a general rule, most people shouldn’t do this. But in this particular extenuating circumstance, just this once, it’s OK.” The marginal cost of doing something wrong “just this once” always seems alluringly low. It suckers you in, and you don’t ever look at where that path ultimately is headed and at the full costs that the choice entails. Justification for infidelity and dishonesty in all their manifestations lies in the marginal cost economics of “just this once.”

I’d like to share a story about how I came to understand the potential damage of “just this once” in my own life. I played on the Oxford University varsity basketball team. We worked our tails off and finished the season undefeated. The guys on the team were the best friends I’ve ever had in my life. We got to the British equivalent of the NCAA tournament—and made it to the final four. It turned out the championship game was scheduled to be played on a Sunday. I had made a personal commitment to God at age 16 that I would never play ball on Sunday. So I went to the coach and explained my problem. He was incredulous. My teammates were, too, because I was the starting center. Every one of the guys on the team came to me and said, “You’ve got to play. Can’t you break the rule just this one time?”

I’m a deeply religious man, so I went away and prayed about what I should do. I got a very clear feeling that I shouldn’t break my commitment—so I didn’t play in the championship game.

In many ways that was a small decision—involving one of several thousand Sundays in my life. In theory, surely I could have crossed over the line just that one time and then not done it again. But looking back on it, resisting the temptation whose logic was “In this extenuating circumstance, just this once, it’s OK” has proven to be one of the most important decisions of my life. Why? My life has been one unending stream of extenuating circumstances. Had I crossed the line that one time, I would have done it over and over in the years that followed.

The lesson I learned from this is that it’s easier to hold to your principles 100% of the time than it is to hold to them 98% of the time. If you give in to “just this once,” based on a marginal cost analysis, as some of my former classmates have done, you’ll regret where you end up. You’ve got to define for yourself what you stand for and draw the line in a safe place.

Remember the Importance of Humility

I got this insight when I was asked to teach a class on humility at Harvard College. I asked all the students to describe the most humble person they knew. One characteristic of these humble people stood out: They had a high level of self-esteem. They knew who they were, and they felt good about who they were. We also decided that humility was defined not by self-deprecating behavior or attitudes but by the esteem with which you regard others. Good behavior flows naturally from that kind of humility. For example, you would never steal from someone, because you respect that person too much. You’d never lie to someone, either.

It’s crucial to take a sense of humility into the world. By the time you make it to a top graduate school, almost all your learning has come from people who are smarter and more experienced than you: parents, teachers, bosses. But once you’ve finished at Harvard Business School or any other top academic institution, the vast majority of people you’ll interact with on a day-to-day basis may not be smarter than you. And if your attitude is that only smarter people have something to teach you, your learning opportunities will be very limited. But if you have a humble eagerness to learn something from everybody, your learning opportunities will be unlimited. Generally, you can be humble only if you feel really good about yourself—and you want to help those around you feel really good about themselves, too. When we see people acting in an abusive, arrogant, or demeaning manner toward others, their behavior almost always is a symptom of their lack of self-esteem. They need to put someone else down to feel good about themselves.

Choose the Right Yardstick

This past year I was diagnosed with cancer and faced the possibility that my life would end sooner than I’d planned. Thankfully, it now looks as if I’ll be spared. But the experience has given me important insight into my life.

I have a pretty clear idea of how my ideas have generated enormous revenue for companies that have used my research; I know I’ve had a substantial impact. But as I’ve confronted this disease, it’s been interesting to see how unimportant that impact is to me now. I’ve concluded that the metric by which God will assess my life isn’t dollars but the individual people whose lives I’ve touched.

I think that’s the way it will work for us all. Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people. This is my final recommendation: Think about the metric by which your life will be judged, and make a resolution to live every day so that in the end, your life will be judged a success.

Copyright © 2010 Harvard Business School Publishing Corporation. All rights reserved.

A wonderful fortnight of Pushing Boundaries

I always enjoyed being with the children and youth as these experiences always challenged me to push my own boundaries of enthusiasm, agility, fitness, ambition, dare-devilry, creativity… The last fortnight has been an exciting one in all these respects and learning has been immense, mostly reiteration of things known and heard before.

I was about to take off from my serious regular work schedule to pursue my other serious avocations – SPICMACAY and SRISTI/NIF – attending and contributing to annual SPICMACAY annual convention at Trivandrum and half-yearly engagement with the innovative citizens of this nation through Shodhyatra of SRISTI and NIF that was held this time at Dahod in Gujarat. As the challenge of the admission season at IWSB made me abort these ‘pilgrimages’, I was a little disappointed for, these important events on the calendar give me an opportunity to work with the brethren who are actively contributing in the spaces of culture, innovation and entrepreneurship that impacts our nation in a small yet sure way. But this disappointment was short lived, as the interactions with the youth more than compensated for my loss.



Assured or Confused at eighteen?

Class twelve results of various boards were declared across the country last fortnight. I happened to engage two sets of students from this lot during this fortnight – an assured set and a confused one.

In the first category, are those students for whom the board results are of little consequence. They along with their parents have been planning out their careers for the last couple of years and also executed their plans really well. Most of them got calls from IITs, National Law Schools, NIFTs etc.

The second category has significant numbers that do not have any clue what they really want to pursue in life. I experience that year after year, more and more parents getting really worried about what their ward would pursue after class twelve only after the board results arrive. Many of these children with excellent percentages (!!) in their board exam still fail to find a place in a course of their liking or the college of their choice. Why do they fail to? Have they woken up late? What a parent, a teacher or a school could have done to make their lives better? I shall talk about my sessions with the second category first.

On introspection, I recall my childhood when my parents did not ever show the anxiety of where I or my siblings would study ahead. I hardly remember parents visiting our schools. Were they indifferent? No, they were highly involved in a different way. Hailing from an economically humble family, yes, their motivational interactions with us had sprinklings of stories of inspiring personalities elevating us to think about pursuing a dream path. ‘Hardwork was the only way for a rewarding life ahead,’ that was clearly conveyed. ‘Do what you are passionate about and be passionate about whatever you do,’ was the message I got. My father’s words “Karmanye-vadhikaraste-maaphaleshu-kadhachana (The fruits that we pluck depend on the efforts we put in),’ still keeps ringing in my head. Never ever salaries and lifestyles were discussed. It was each individual’s aspirations and possible opportunities that lie in front of him or her that we passionately pursued. Believing in oneself has been the mool-mantra, followed by planning and uncompromising execution.

Somewhere along the line in the last two decades, marks have become be all and end all of education for most parents, teachers and schools, exceptions do exist. Parents and teachers take pride in boasting only about the child’s marks. Are marks directly related to the growing capability? Pursuit of learning and individual growth has taken a back seat. Awareness of self and then believing in the self which is the key to success is alien. I can see the inability of a child or a parent to face failure a direct result of this.

So, the last fortnight when I set out to interact with youth who are stepping out of their cocooned homes and schools and who are clueless about what is in store for them now, my main agenda was to make them see within, identify their capabilities, realize that each one has immense power to change their own future, that failures are temporary and are great sources for us to learn to succeed in life.

This mission took me from one classroom to another, one education centre to other, bringing me face to face with a couple of thousand youngsters. There were many eager learners, most of who were reluctant and recalcitrant to start with. The rebel at eighteen, he or she, wants to challenge. Friendliness, warmth, interactivity, sharing observations and learnings from personal life with glimpses into lives of a few fellow extraordinary human beings were real eye-openers for them. The focus was on ‘Believing in self and steadfastness in execution.’ By the end of every interaction I found many determined souls, including me (I get energy by experiencing the responses). Their responses have been amazing. I got to hear that no one has really spoken to them this language.

What is our role as mentors?

Is a class all about teaching a subject or just solving a problem? I am sure some of the aspirants inside a class too would definitely break their own barriers and create their own story, if each one of us as a mentor, constantly, in every session, help them think big, instill the belief in themselves and make them push their boundaries. I do not see this role to be any different even for a parent, in every interaction. This is what I learnt from my parents. We have such a wonderful youth with immense capabilities that can change the world, it is our responsibility to facilitate them realize their capabilities, in the process our own. Money, Comfortable life will definitely follow, as they are byproducts of our pursuit and accomplishment of the goal. If the passion continues, higher wants – POWER and FAME, too will be at their doors!!

The Assured Ones!

Talking of the pursuit of goals and accomplishment, I also had the opportunity of addressing this focused bunch in Mumbai on June 7th, on the occasion of the IITJEE achiever’s felicitation. The hall was full to the brim with IITJEE 09 toppers and their families, their seniors who are at IITs now, were there too to share their experiences inside IIT, and also IIT aspirants and their families who were there to hear and interact with the successful candidates.

It is heartening to see the bunch of 250+ succeeding at the JEE from the portals of Career Laucher / ARC this year. Their stories have been that of extraordinary perseverance by ordinary human beings. One who scored 58% in class 10 but getting a rank of 603 at JEE, those from government schools and central schools making it to the ranks, making their schools and principals very proud. A few of the principals were there in the audience to celebrate the success of their own wards.

The felicitation of achievers by their untiring mentors, the lively interaction between the achievers and aspirants and also brilliant performance on stage by a few aspirants with their guitars and vocals went on to show that, one can be good in more than one space if one really wants to. I really enjoyed addressing this august gathering, all charged up by the occasion and performances that preceded my address.

All in all it was an exciting fortnight of pushing boundaries. I shall narrate another such experience of this fortnight in the next issue.

sreeni@careerlauncher.com

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