‘Human skills more important than high IQ to run organisation’

The outcome of any endeavour must be to change things according to the capacity of the object that needs to be changed. Unless there is an emergency, the appreciation of the problem lies in the middle of the so-called 'bell curve' (mid-way between the two extremes) or at its end. Most of us plan our life so that most of the time we are at the middle of the bell curve. To be at the middle, where you are allowed the time to think over the various aspects of a problem, is the middle path.

Is middle path a virtue that defines you in your managerial life?

It defines not just me. None of us wants to lead a life that is reckless. The middle of the bell curve is the natural outcome of the way the human evolution happens. The surgeon in the emergency department will have a different approach than one who plans his operations.

You have started off with the story of Arup, an executive who is a brash and overtly aggressive.   However, at the end of the day, he is successful. Is his an example that subordinates can emulate?

I am not using Arup's story to illustrate what is right and what is wrong, but how we can still draw our lessons out of common things. Most of us think we need to have a hero. Although we do learn from even those far away from us, we learn much better from people whom we can reach and

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