The so-called thick line can become very thin, but as long as you are working in the interest of the public you will be fine.
In conversation with Mr. J K Dadoo - Additional Secretary, Ministry of Commerce
Mr. J. K. Dadoo joined the IAS (Indian Administrative Service) in 1983 and is currently Joint Secretary, Ministry of Commerce & Industry and Director General, Anti-Dumping. Over 32 years, he has held various positions across ministries and Union Territories in the Government of India. Irrespective of the environment he is faced with, he believes in passionately contributing, by finding creative solutions that leave a substantive footprint in society. He feels the work should speak for itself, and be clearly visible such that it results in immediate results.
Unwritten rules of an organization
'One needs to be creative and find a way through the system to contribute in the best possible way'. Dadoo emphasizes the need for an entrepreneurial attitude in several assignments especially which are project based. It is not easy as the system has certain unwritten rules and regulations which cannot be ignored. He enjoys the journey, balancing the political perspective yet supporting society to the best of his abilities. He feels that having been given the opportunity the onus lies on him. The challenge is to create visibility of the work. Once you are able to show proof of how you have utilized the freedom bestowed upon you for the betterment of society, people start appreciating and understanding your approach and your drive.
In any assignment what is important is the perspective. If an officer thinks through his role and has a clear perspective and focus, then 'The so-called thick line can become very thin, but as long as you are working in the interest of the public you will be fine'. Bridging the gap is a constant challenge but that's what makes work fun and engaging for him. Once you prove yourself through your work and it is clear to the world, your freedom only increases.
His role as a leader
Not able to resist asking whether government offices also focus on 'change', we were pleasantly surprised to find that as a leader, Dadoo takes personal interest in those processes of his department. His challenge is to instill in them a mindset of professionalism and efficiency. So he must walk the talk. He understands that if he is taking an approach different from his predecessor, then he must also find a way to motivate his people to follow his footsteps. He understands that his role as a leader is to guide that change. To be responsible, respectful, alert, and agile, gently weaving in the change. He honestly admits that he has had to adapt and change his leadership style many a times over the years to suit what the situation demands. He reveals that quick decision-making and follow-ups, result in successful implementation of change. His advice is that one must never lose focus, especially not in a dynamic environment like the Government of India.
May 2015