Notice: Undefined index: orientation in /var/www/wp-content/plugins/pdf-print/pdf-print.php on line 840
//When has pride pushed you back?

When has pride pushed you back?


Has pride ever prevented you from moving forward and instead pushed you back?

Quality & Me

Subir shares short stories about what people do to make a difference everywhere they go. We can make huge contributions to the way we function as a society by standing out as an example within our own community: at work, at our places of worship, among our colleagues, friends, and family. All it takes is the courage to step up and being straightforward, thoughtful, accountable, and resilient.


Books by Subir

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

Books read by Subir

It’s wonderful to have pride in your work, or to be proud of your children. But pride has a dark side, called “ego”. If left unchecked, your ego can get in the way of being straightforward.

Pride exists at the organizational level and can just as easily become tainted.  Think about it.  How many times have you witnessed senior level executives not acknowledging a problem? The reason?  Pride.  Ego.  They don’t want to admit that there is a problem because of ego:  someone else will think they’re weak, or that they’ll lose face.  To admit your decision was wrong means you are weak, correct?  Absolutely the opposite!

I once shared with a head of product development that I had saved another organization a billion dollars through our company’s work.  I even showed him an article that backed up my statement.  I had been wanting to work with his organization, so I thought this would be a good way to break the ice.  When we met, I told him that I was confident I could save his organization $500 million. He told me they were already doing well, and even intimated that the other company had “faked” the data.

Yes, he used the word “fake”.

You can only imagine what I was thinking in that moment.  I asked him if he realized he had just accused me of cheating. To his credit, this guy quickly apologized, but again told me they were doing well. My instincts told me his ego was getting in the way of admitting they could be doing better.  In his mind, admitting his organization could be doing better meant he had somehow failed.

I pushed him and asked him if he was saying there was absolutely no room for improvement. He told me that, of course, there is always room for improvement. I asked him if he was afraid to admit he could use help. After a pause, he responded that he was, indeed, concerned to admit he could use some help.

You can’t fix a problem if you deny it exists.  If you allow your ego to get in the way, you’ll never move forward. When was the last time pride prevented you from moving forward, and instead pushed you back?

When is the last time you said. “I don’t know”?

Being straightforward means you know when to speak up even if you don’t have the answer. When I admit I don’t know something, it doesn’t mean I can’t learn or solve a problem.  In fact, I generally work harder when I don’t know something than when I do.

Frances Hesselbein Medal for Excellence in Leadership and Service

Is it culture, the weather, geography? Perhaps ignorance of what the right policies are? Simply, no. None of these factors is either definitive or destiny. Otherwise, how to explain why Botswana has become one of the fastest growing countries in the world, while other African nations, such as Zimbabwe, the Congo, and Sierra Leone, are mired in poverty and violence?

Recognizing Quality Innovation

In 2010, the Society of Automotive Engineers along with the Subir and Malini Chowdhury Foundation, established The Subir Chowdhury Medal of Quality Leadership. This award is designed to honor those in the mobility industry who demonstrate ability and talent to further innovation and broaden the impact of "quality" in mobility engineering, design and manufacture.

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.