More than the dotted lines that link up the hierarchy, it is the invisible lines of trust that are the cornerstone of all people policies.
Trust was an essential paradigm for my father – the way he related to his children and the way he ran his business, all stemmed from trust. Therefore, it was natural for me to imbibe the concept and trust is the abiding management mantra that I have lived my life by. At 24, dad asked me to take the reins of CEAT, and at 32, he wanted me to take over the chairmanship of the group. In my early days at managing, I would occasionally voice my dissatisfaction with certain people, sometimes second guessing their decisions and my father would ask me a simple question: “You trust him, don’t you?” Clearly, there were no halfway answers: dodging the question with ifs and buts would be met with a stern admonition that trust in people should never be anything less than 100 per cent.
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