MANEKSHAW

 
 SAM MANEKSHAW
Sam Hormusji Framji Jamshedji Manekshaw
 Service: 1934-1973
 8th Chief of Indian Army
 Awards:
 Military Cross
 Padma Vibhushan
 Padma Bhushan
 First Indian Field marshal in history

2
 EARLY LIFE
 Born on April 3, 1914 at Amritsar, Punjab

 Parents - Dr. Hormusji Manekshaw and Heerabai

 Schooling – Amritsar and Sherwood College, Nainital

 Oct., 1932 - Joined first batch of IMA, Dehradun

 Feb, 1934 – Commissioned as second lieutenant in Indian

Army

3
 Military Career
 Four Decades and Five wars 1934 to 1973
1. World War II

2. Indo‐Pakistan War of 1947

3. Sino‐Indian War

4. Indo‐Pakistan War of 1965

5. Indo‐Pakistan War of 1971

4
 Contd…
 World War II
 Defence of Sittang Bridge, Burma
 1941 – Captain Manekshaw received 9 bullets in the lung, liver and kidney
– critically injured ‐ moved to hospital
 Awarded the Military Cross for bravery
 1947: Pak Invasion of Kashmir
 Manekshaw was in charge of operations in Army HQ
 Displayed incisive grasp of situation and acumen for planning
 1961: Sino-Indian War
Refused to toe the line of then Defence Minister VK Menon

5
 Contd…
 After humiliating defeat in 1962, he was rushed by PM Pt. Nehru to
contain advancing Chinese aggression. Chinese never got an inch
after that.
 1965 : Indo – Pakistan War
 As the GOC in C Eastern Command, advised against attacking
East Pakistan stating the people would be the main sufferers
 The wisdom of his advice dawned when Indian Army fought Pak
Army in EastPak in 1971– people of East Pakistan welcomed and
helped Indian Army
 He handled the tricky problem of insurgency in Nagaland and the
grateful nation honored him with a Padma Bhushan in 1968
 1969: 8th Chief of staff of the Indian Army

6
 Contd…
 1971: Indo-Pak War
 Refused to be politically coerced by PM Mrs. Indira Gandhi’s orders and
refused to lunch a surgical strike on East Pak in Jun, 1971

 His strategic and operational finesse was evident when Indian pincers cut
through Pakistani forces like butter through knife in Dec 1971

 Pak Army was checkmated in 14 days flat – with a total of 45,000 Pak
soldiers and 45,000 civilians taken as POW

 The greatest military victory for India celebrated as the ‘Vijay Diwas’ on 16
Dec every year

 Awarded with Padma Vibhushan in the year 1972

7
 Contd…
 January 01, 1973
President V.V. Giri ceremoniously handed Manekshaw an
ornate silver‐tipped baton to give the nation her first Indian
Field Marshal in history

 January 15, 1973

Retirement from service

8
 Life After Retirement
 Chairman And Director
Nagarjuna Fertilizers & Chemicals ; Agro Tech Ltd; Muller & Phipps
(India) Ltd; Foods & Inns Ltd. ,Finns Frozen Food Ltd.
 Director
Indian Metals & Ferro Alloys Ltd., CIFCO Finance LTD.,
International Limited, Eih Ltd., A. V. Thomas Industrial Products Ltd.,
Indian Charge Chrome Ltd., Goetze (India) Ltd And East India Hotels
Association Limited, Services Private Limited, and Leila Lands Sdn
Berhad (Malaysia). ; Avt Natural Products Ltd. Until July 29, 2006
 Non‐executive and Independent Director
Director Emeritus Of Britannia Industries Ltd.; BombayBurmah
Trading Corp. Ltd.

9
 Influencing Factors
 Career decision: On being refused to pursue medical
education, as an act of rebellion he joined IMA, Dehradun

 Inheritances : Sam inherited integrity from his father and he

had a lovely sense of humor which he carried form his mother.

 Sense of pride: Sam Manekshaw was a man who loved

himself and off the battlefield lived his life to the fullest

10
 Influencing Factors
 Adaptability: He never made complaints for anything in his
life and opted to mould himself to the situations if the
situations could not be changed.

 Discipline and time management: Sam Bahadur always

wanted to do things properly and in proper time by prioritizing
things accordingly.

 Family support: He always brought forward the lessons from

his childhood spent in a humble Parsi family and even passed
them as a legacy to his grandchildren.

11
Why Manekshaw was a great leader

1. Professional Knowledge and Competence

Sam Manekshaw displayed complete command over his
professional knowledge owing to which he could make sound
decisions all through his military career.
2. Perceptive
A leader should always seek first to understand his people then
only he can maintain his relationship with everyone around him.
3. Art of winning people
Sam Manekshaw knew very well how to build a rapport with his
men which made him earn a dignitary position in people’s minds.

12
 Why Manekshaw was a
great leader
4. Charisma
A certain measure of flamboyance, a certain style and a
vibrant personality
5. Assertiveness
Ability to clearly state what one expects so as to avoid any
misunderstanding later
6. Moral Courage
 Ability to distinguish right from wrong
 Courage of standing by that decision irrespective of what your
superiors might think or what your colleagues or your
subordinates might want

13
 Why Manekshaw was a great leader

7. Fearless
Sam Manekshaw was man with physical courage as well.
Once in a riot he walked through the crowd with just his cane.
8. Co-ordinator
The war of 1971 was a great example of cooperation among
the three armed forces of the country engineered under his
stewardship as the chairman of the chiefs of staff committee.
9. Excellent orator and motivator
 Function of leader is to create more leaders
 Sam instilled leadership qualities amongst his officers by
giving many lectures on leadership skills
14
 Lessons for Corporate
Leaders
 Be Proactive
 Begin with the end in mind
 Put first things first
 To say No
 Delegation
 Seek First to Understand, Then to be Understood

15
 Lessons for Corporate
Leaders
 Synergy
 Sharpen the Saw
Physical

Spiritual

Mental

Social

16
 Lessons for Corporate
Leaders
 Professional Knowledge and Competence
1. unless one understands one’s profession one cannot be a leader.
2. it sets one apart from the rest
3. helps one to make more informed decisions

 Raw Physical Courage: Natural disasters, terrorist strikes,

industrial accidents other emergencies ‐ will the CEO be the first
to run or first to respond? His response could make or break his
organization and his own.

 Planning & Faith: The ability to plan to the nth degree and
simultaneously invest consummate faith in your people.

17
 Lessons for Corporate
Leaders
 Connect with the people: HR people must imbibe this in full
measure. Many times corporate communications and
discussions are mired in obfuscation and jargonizing.

 Strategic & Tactical balance: This balance is what CEOs

need. While strategic initiatives are important, grassroots
implementation is equally vital.

 Giving Due Credit to Subordinates: A corporate leader must

give credit to the sub ordinates or the people who have really
put the hard work. This in turn would motivate the employee
to perform even better for the organization. 18
 Lessons for Corporate
Leaders
 Readiness to Accept Full Responsibility for Failure: Very
important for corporate leaders to courageously admit her/his
mistake.

 Professional Respect and Ethos: For becoming a good leader

one needs to show proper respect even towards one’s opponents.

 Seek The Best Ideas: Sam excelled in getting ideas from the
rank and file; The best ideas may be embedded deep within the
organization. Hence a leader’s job is to ferret them out and
implement them
19