Rajesh Rampal has extensive experience working in finance roles for major corporations in India and abroad. He has worked with premier companies and financial institutions from India, Japan, Europe and Africa. Rampal also spent time as a manager at Ranbaxy Laboratories and working with the Indian Council for Research on International Economic Relations on economic issues.

1. Leadership and Motivation

2. Welcome to India – or shall I say welcome Home
Thank You.
• ህንድ ወደ እንኳን ደህና መጡ ወይም እኔ አቀባበል መነሻ ማለት ያለብን
• አመሰግናለሁ.
• hinidi wede inikwani dehina met’u weyimi inē āk’ebabeli menesha
maleti yalebini
• āmeseginalehu.

3. Leaders of the Past
• Leadership is wherein a person influences and motivates others to get involved in accomplishment of a
particular task. All great leaders led people to innovative methodoligies and new ideologies. Masses have
been led by Leaders, who usher their people into a modern world.
• Mahatma Gandhi
• After completing law from London, he became the most important part of the Indian freedom struggle.
His policy of non-violence and protest through civil disobedience eventually succeeded. His main
characteristics were resilience, knowledge, people-skills, motivational approach and leading by example.
• George Washington
• George Washington was the leader of the American Revolution and the first president of US. He was a
visionary whose vision has endured for more than 200 years. What made Washington great was his
foresight, vision, strategic planning and his ability to lead people to success.
• Abraham Lincoln
• The 16th president of USA was in office during the American Civil War. He kept the people together and is
the only reason that the nation did not breakup.. He ended slavery by signing the Emancipation
Proclamation. His greatest traits were determination, persistence, beliefs and courage.
• Adolf Hitler
• One of the greatest leaders of all time. After becoming the chancellor of Germany in 1933, he was
responsible for one of the greatest economic and military expansions the world has ever seen. Strategic
planning. His oratory skills, propaganda and planning made him a leader par excellence.

4. Leaders of the Past
• Muhammad
• Led his people out of persecution and mistreatment. He led his people to a number of migrations and
successful victories in wars against armies much larger than theirs. Courage, motivational approach,
persistence and decision-making were his hallmarks
• Mao Zedong
• Mao was the founding father of the People’s Republic of China. He successfully endured and repelled the
invasion by Japan during WW II. Today China is a world power.
• Nelson Mandela
• The first South African president elected in fully democratic elections. Mandela was also the main player in
the anti-apartheid movements. Perseverance, focus and will.
• Julius Caesar
• One of the greatest military leaders of all time-I came I saw and I conquered. He was responsible for
reforming the Roman government and laid the foundation to a great empire. Decisiveness, boldness,
eagerness, motivation, opportunism and strategic planning.
• Winston Churchill
• Prime Minister of Britain from 1940 to 1945, he led his country against Nazi Germany during WW II.
determination, perseverance and undying devotion to his country and final objective.
•

5. Leaders
Successful leaders of organisations need crucial attributes and skill sets, such as:
• A vision of where they are going
• the ability to inspire, motivate and effectively lead those around them
• a cool head in a crisis
These factors require a high level of self awareness and emotional intelligence (EQ).
For senior leaders EQ is more important than IQ.
Successful leaders know themselves, can quickly read situations, chose from an
array of leadership styles and act decisively for optimum impact.
The learning of management theory or process will not alone condition people to
think logically and rationally, or offer a range of responses available for foreseeable
outcomes. A person emotionally unprepared for a crisis may panic and freeze, like
a deer caught in the headlights. Worse, he or she may grab onto a random course
of action for fear of looking indecisive. Even a good strategy is often undermined
by poor communication or the inability to delegate effectively — all failings in
emotional intelligence.

7. Mission Command
Mission Command is a style of military command promoting
decentralised command, freedom and speed of action, and
initiative. Subordinates, understanding the commander's intentions,
their own missions and the context of those missions, are told what
effect they are to achieve and the reason why it needs to be
achieved. They then decide within their delegated freedom of
action how best to achieve their missions. Mission Command is
closely related to civilian management concept of empowerment.
Mission Command is a leadership model that Empowers active
leadership at all levels, not just from the top. It creates an
environment for leadership and initiative to flourish and the need
for clarity of purpose and unambiguous communication.
The principle of Mission Command was followed by Admiral
Horatio Nelson of RN.

8. Case Study-Lead Banker-Canara Bank
-CMD B. Ratnakar
• Canara Bank was founded on July 1, 1906 by Sh. Ammembal S. Pai.
• 14 Banks were Nationalised on July19,1969.
• Canara Bank was 6th in Ranking in terms of Deposit and Advances as on Last Friday
of June 1969.
• B Ratnakar took over as CMD in 1973 -1988. He had joined the Bank as Officer
Trainee in 1956. His vision was as precise as a Goal. He formed a Strategy –
Business Plan in 1980 and this involved even Guest Speakers, Consultants and even
competitive Banks Managers to formulate Business plan.
• Long range planning was introduced in 1982/3 with the
• MISSION: Improving the Quality of Life by pursuit of excellence.
• -Best Customer Service
• H.R. Development
• Growth in Deposits/Advances
• Product/Process Innovation.
• Exploring new pastures
RBI introduced 2 years plans from 1985

9. Case Study-Lead Banker-Canara Bank
-CMD B. Ratnakar
What made Canara Bank stand out
• Dedicated Staff Members
• Banks dedication to its staff- B. Ratnakar: I am interested in my staff not in the Bank. I want to
nourish the talent in the Bank.
• Training-Improving the Behavioral and Managerial skills and Leadership development.
• Competitive Spirit
• DELPHI: Developing excellence through learning Process for Higher Involvement. 2000 people
annually trained.
• Reward High Performers-Posting in London/Middle East.
• Interface –face to face Communication was preferred. Branch to Division. Division to Circle. Circle
to Head Office.
• Promotions: 25% promotions were reserved for High performers.
• Innovative and Marketing Strategy: Experimentation is a must for renewal and improvement. Our
aim is to reach higher in the ladder and excel year after year in various fields of activity. There is a
thrill which rejuvenates us all for seeking a life full of achievements and a sense of fulfillment.
-B. Ratnakar .
• Introduced new products: Credit Cards, Canbank Financial, Canfin Homes, CanBank MF.
• Internal Competitiveness.

10. Case Study-Lead Banker-Canara Bank
-CMD B. Ratnakar
• Customer Service- A satisfied Customer is a live wire who spreads the good word.
• Image: Press, TV, radio, Internal Magazine –Shreyas
World Bank on Canara Bank:
CB has in recent years developed a reputation as a highly innovative aggressively managed and
responsive Bank and this is reflected in its rapid growth of operations. Over the last 5 years
it has outstripped its competitors by a wide margin as measured by virtually all the major
performance indicators.
Best compliment from SBI: We have been annoyed by Canara Bank by its ambitious attitude to
compete with SBI and all this is due to a dynamic and brilliant Chairman.

11. Canara Bank-Leader in Indian Banking-Rs/Cr
Year Deposit Advance Profit G% Paid Capital Dividend Branches G% Staff G%
1969 185.24 125.47 0.55 1.75 0.13 368 7198
1970 239.92 168.98 1.03 87 1.75 0.26 504 37 8876 23
1971 294.11 185.33 1.39 35 1.75 0.31 601 19 10415 17
1972 365.3 225.8 1.46 5 1.75 0.27 688 14 12382 19
1973 443.98 282.15 1.47 1 1.75 0.23 739 7 14359 16
1974 548.63 356.55 1.89 29 1.75 0.25 813 10 15422 7
1975 706.91 477.11 1.94 3 1.75 0.25 906 11 16472 7
1976 900.36 661.91 2.33 20 1.75 0.25 1013 12 18763 14
1977 1083.51 713.14 2.81 21 1.75 0.26 1102 9 21393 14
1978 1361.44 845.21 3.21 14 5 0.26 1162 5 21065 -2
1979 1572.42 1021.32 3.76 17 5 0.26 1201 3 26419 25
1980 2099.06 1172.29 4.26 13 5 0.26 1284 7 29035 10
1981 2545.81 1448.61 4.47 5 5 0.26 1355 6 32200 11
1982 3036.93 1726.08 4.57 2 5 0.27 1393 3 35790 11
1983 3448.81 2140.26 4.96 9 7 0.46 1444 4 39772 11
1984 4324.53 2813.84 5.51 11 7 0.51 1526 6 42818 8
1985 5628.22 3560.23 11.01 100 29.5 1.01 1841 21 46640 9
1986 6818.39 4168.4 18.16 65 41.5 4.66 1844 0 48079 3
1987 7878.43 4659.28 44.97 148 41.5 6.47 1864 1 48404 1

12. Comparative Analysis Top 5
Nationalized Banks 31st December 1987-Rs/Cr
Banks Capital Reserves Net Profit Wkg. Funds Deposits Advances Dividend
PNB 100.00 92.95 25.00 10139.00 92149.00 4397.00 0.75
Canara 41.50 200.00 44.97 9622.00 7873.00 4659.00 6.47
BOI 84.00 80.82 16.15 11430.00 10532.00 6361.00 6.51
BOB 68.00 92.94 21.75 12095.00 8579.00 4672.00 7.00
CBI 75.99 35.01 13.28 8613.00 8353.00 3851.00 4.18
PNB Canara BOI BOB CBI
Net Profit 25 44.97 16.15 21.75 13.28
0
5
10
15
20
25
30
35
40
45
50
Rs/Cr
Net Profit-Top 5 Nationalised Banks
for YE 31December 1987

14. Source –BusinessWorld November 2012 Based on March 2012 data.
http://www.businessworld.in/c/document_library/get_file?uuid=1faa14bf-742b-4d49-bcca-7c2edb79b19a&groupId=520986
INDIA’S FASTEST GROWING BANKS

15. Dearth of Leadership in India
1857-The Sepoy Mutiny or The first War of Independence
Despite the limitations and shortcomings of the Nationalists, their effort was laudable as a
patriotic and a progressive step towards attainment of the final objective of Independence
from foreign rule. This failed effort was in a way India's greatest victory, as it was a source of
inspiration for national liberation, which was finally achieved through non-violent means,
under the auspices of a great son and leader of India, Mahatma Gandhi. The additional
ninety years of inter-action under the British prepared India on a path to be a world leader of
the 21st century.
One big question?
We say 1857 was the first war of independence. Were any of our leaders of that time fighting a
war? Anybody who has rudimentary knowledge of the 1857 rising knows that our leaders
fought their own battles and never a war for the nation. On the contrary, the British fought
the war, under one Commander in Chief first George Anson and when he died General Sir
Patrick Grant and then General Colin Campbell. The Indians never ever saw the big picture,
they started a Rising but had no plan or strategy or a leader to lead them to final victory. It
was the dearth of leadership that doomed the Rising. British victory was due to leadership,
strategy and innovative ideas put into practice at the right time and place.
Arthur Moffat Lang, Bengal Engineers describes in his diary records:

16. George Beresford
Manager –Delhi Bank 11th May 1857
• George Read Edward Beresford 1815-1857..George was manager of The Delhi Bank in
India. He was also an author, a photographer and an archaeologist. He married Sarah Purdy
in 1836. They had 7 children. On 11/05/1857, George, his wife Sarah and 5 children were all
massacred at Delhi during the Indian Mutiny. They fought with the intruders before they died
and killed 2.
• Mr. Gupta a Bank Manager with SBP was killed by robbers on duty in Delhi. I had met him
and he was a very nice person and Manager.
• Bhama Shah a Trader and Banker presented all his wealth to Rana Pratap to continue to fight.
How much did our private Bankers contribute to Uttarakhand floods?

17. No Dearth of Leadership in India
2nd Lietenant Arun Khetarpal
17 Horse (Poona Horse)
Indo –Pak War -1971
Son of:Brigadier M.L. Khetarpal AVSM (Corps of Engineers)
Born on/at: 14 October 1950/ Pune, Maharashtra.
He was commissioned in the 17 Horse (17 H) on 13 June 1971. 17 H has the unique distinction of
having been awarded 2 Victoria Crosses and 2 Param Veer Chakras.
Brigadier Naser of 13th Lancers, the Pakistan army described Arun as the ‘Insurmountable Rock’
who did not let them succeed.
In recognition of 2nd Lt Arun Khetarpal’s supreme sacrifice at the young age of 21 the IMA has
named a building as KHETARPAL through which all cadets pass to become officers.

19. Faculty
Rajesh Rampal is a Chartered Accountant. He has worked with premier Corporate Sector
Companies in India and in the process dealt with leading financial Institutions of the world namely
ICICI, SBI, IDBI, IFC (W) and EADB. He has also worked during the project phase in India of two
Fortune 500 companies viz. GKN plc and Degussa AG. He was Manager Corporate Finance-I in
Ranbaxy Laboratories Limited from 1991 till 1996 and also looked over the financial aspects in
Technology Transfer Engineering and R&D Divisions of this company. He spent two years in Uganda,
East Africa working with Cable Corporation Ltd., set up with Japanese Collaboration- Hashimoto. He
also worked with India's premier Economic Think Tank – Indian Council for Research on
International Economic Relations, where he rubbed shoulders with many Economists of
International repute.
He has delved in Insurance, Stock Markets and Corporate Sector Training. He wrote a book 'The
Divine Stranglers- A Story of Thugs and Thuggee Sleeman' that details the life and times of 19th
century world across three continents in historical fiction form.
He has lectured and made presentations on 'Organised Crime in the Garb of religion in 19th
century India- Thuggee' in the Intelligence Bureau, National Institute of Criminology and Forensic
Sciences, India International Centre and Royal Military Police HQ in Southwick Park, Hampshire,
U.K. He has also made presentations on 'The Siege and Assault of Delhi 1857- A Case Study for any
Army that wishes to punch above its weight' in Gurkha Museum, Winchester, Royal Armed
Medical Corps Museum and the Duke of Cornwall Light Infantry Museum in Bodmin. He also made
the same presentation to the International Guild of Battlefield Guides in London in November 2010.
Rajesh has also taken several British Army officers/Commercial bosses around the sites of Delhi
1857.

20. Feedback -Faculty
Is Business a battle?
If YES then what better place to train than a battlefield.
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The study of past battles prepares Officers and men alike for situations they might face in
future. These two essays on Delhi and Lucknow in 1857/8 bring out the importance of
Leadership, Strategy and innovative tactics not only for armed forces but for all of us. Seeking
to draw Management Lessons from the Battlefield based on the Assault on Delhi in 1857 is a
novel concept; they merit consideration in detail by Business Groups.
Lt. General Sir Christopher Wallace
(Former Commandant Royal College of Defence Studies)
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On a scale of 0-10 Grade the Faculty
Knowledge Level
Enthusiasm
Arousing Interest
Ability to explain
Ability to explain Questions
Other
Suggestions for Improvement

21. New Leaders in the Country???
• Narendra Bhai???
• Rahul???
• Manmohan???
• Mamta???
• Mulayam???
• Dhoni!!!
• Advani???
• Mayawati???
• Sonia ???
• ………………