//Frances Hesselbein Medal for Excellence in Leadership and Service

Frances Hesselbein Medal for Excellence in Leadership and Service

2017-07-31T23:38:06+00:00

Quality & Me

Subir shares his own personal efforts to work toward continuous improvement within his own community, among his friends and family.

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Books by Subir

The Power of LEO
The Ice Cream Maker
The Power of Design for Six
The Power of Six Sigma
Organization 21c

LOGO_Frances-HesselbeinWhile reading a book titled The Leader of the Future and co-authored by Frances Hesselbein and others, Subir Chowdhury was keenly interested in Ms Hesselbein’ s leadership style and ideas on how leadership and organizational development would be impacted in the new millennium.  This was back in 1997 and thus began a long relationship between Hesselbein and Chowdhury. Eventually, through intellectual exchanges with Hesselbein, Chowdhury was inspired to write Management 21C, a book that drew on thoughts of 26 of the world’s top thought leaders on management, including Hesselbein.

To honor his mentor and friend, in 2012 Chowdhury and The Subir and Malini Chowdhury Foundation provided a lifetime endowment for The Frances Hesselbein Medal for Excellence in Leadership and Service. The award is bestowed annually to a cadet who best exhibits excellence in mentorship and leadership by example at the United States Military Academy at West Point.

In May of 2012, The Department of Behavioral Sciences and Leadership (BS&L) at the United States Military Academy at West Point awarded its first Frances Hesselbein Medal for Excellence this past May to Cadet Chris Jarrett ’12. Going forward, BS&L will hand out this award annually to the cadet who best exhibits superiority in mentorship and leadership-by-example at the United States Military Academy at West Point as determined by peers and faculty.

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From L-R – Cadet Chris Jarrett ’12 – Inaugural Winner of the Frances Hesselbein Medal for Excellence in Leadership and Service, COL Bernie Banks (Head of the Department of Behavioral Sciences & Leadership), Frances Hesselbein, and Subir Chowdhury.

What is your difference?

In the past two decades, I have helped countless organizations improve their processes to find greater success. But over the years, something began to haunt me. I noticed that some organizations using the exact same process or methodology realized enormous savings, while others stumbled. I kept wondering, what is the difference?

Have you gotten the “Wake-up” call to be straightforward?

A director I was consulting with always expected people to come to him. This guy really believed that no news was good news. Like a lot of senior level executives, he expected people to come to him, not vice versa. The problem was, no news wasn’t good news—it was the opposite. Problems weren’t getting resolved.

How will you embrace the truth?

A friend communicated a story to me about Alan Mulally, the former CEO of Ford. When Mulally first joined the organization, he gathered his senior management team together to identify what needed to change at Ford. In a nutshell, Mulally asked his team to color code their initiatives red, yellow, or green. Red meant things were in bad shape—for example, a launch date might be missed. Yellow meant an initiative wasn’t going well, and green meant the initiative was on track.

Maruti-Suzuki and the Quality Way

Quality is defined by the customer. It happens when we are willing to listen to each other, enrich our experiences, and optimize our opportunities to improve. Quality comes when we have a mindset for honesty, integrity, resistance to compromise, and ethical behavior. What we want is for quality to be an automatic response to everyday encounters. When this mindset becomes part of the organization’s DNA – its very essence – then we can say that Quality is everyone’s business.