Testimonials of our senior team member
V.Venkatesan, Programme Leader, DHAN Foundation CEO, DHAN Vayalagam (Tank) Foundation
DHAN is a divine world with great souls. The institution brings greater impact in the lives of many. This update is constituted around my 25th (Silver Jubilee) year in DHAN. The twenty-five years of journey has yielded me a wide range of exposures, experiences and engagements with community. The institution offers plenty of opportunities for its human resources to make their life more meaningful. As a person occupying leadership role, I thought I should recall my journey with the institution on different arena. I had a word choice and lined up my articulation from A to Z. This report speaks about the propositions, perceptions and my exposures towards the choice of words which I preferred.
Adventurous journey accelerates and advances the development
The risk-taking attitude is the primary trait for the adventurous journey. The life of poor families is always adventurous one. Agriculture in drought zone like Ramnad is always adventurous wherein the people enters the season with a belief that they would get good crop. But it has the probability of gain and loss. Still, they enter. The crores of loan availed by members for business promotion reveals their risk taking behaviors which intern contributes for portfolio enhancement. In today’s scenario, many institutions offer fellowship for the students and youth to go through a short adventurous journey on different arena. On the other hand, DHAN offer the young professionals to imbibe adventurous journey as their career with community. The core values like innovation and excellence are highly complemented by the adventurous journey. As a person, I love to be adventurous in my personal and functional front and I do opt for a choice, which is relatively harder. The adventurous journey taught me the importance of `Preparations and homework’ for any endeavours. I have the wish to encourage the community leaders to make an adventurous journey in shaping the lives of fellow members with new set of approaches and processes. I am sure this would accelerate and advance our development efforts largely.
Balanced approach broadens the institutional self
My consistent experiences taught me that a development missionary is expected to be a balanced personality. Balancing the emotions, frustrations, unforeseen hardships are very common in the way we travel. Balancing the functional and personal relationship is an art. The collegial environment of the institution is a unique feature wherein the functional hierarchy plays crucial role. Irrespective of the community, team and extended team, functional boundary is highly valued than the personal relationship. To my experience, strong functional expressions help the individuals to appreciate the institutional demand and culture at the earliest. At the outset, my earlier days in Vayalagam programme taught me the higher order of functional expression while working with community. Indeed, our team was known for it and the community appreciated the way we handled functional and personal boundary with them. Open discussion at frequent intervals and reconciliation of assumption makes the functional relationship stronger and meaningful. As a community worker, we are expected to balance our role beyond the functionality. I feel that intelligent quotient and emotional quotient are equally important for a development worker in order to inspire fellow colleagues. That sets the milestone for our maturity for a larger appreciation.
Consistency brings the acceptance and opportunities
The institution always reinforces that the Leadership is not a positon; it is Action. Everyone here are the leaders in their functional boundary. According to my experience, the expressions of our leadership begin in our families. Most of the time the activities of elders are the role models for the younger ones. When we scold our children that they should not do this and that, they intern bounce saying that `When you are indulged in it why not we’?. The same is the case for our work place too. The team keenly observes leaders especially their consistency. More importantly, the gap between what we say and how we behave is highly noted by the team. At this juncture, adequate attention in narrowing down the gap between the words and action is always required. More importantly, I do have the habit of experiencing/demonstrating a new task before assigning it to anyone. To some extent my consistent conversations with the field team has enabled us to secure their contributions to a greater extent. I feel strongly that the personal relationship with the fellow colleagues builds only by consistent transactions, which plays greater role in achieving our functional goals. Similarly, the consistent endeavours with external agencies establishes new frontiers and also to strengthen the existing collaborations.
DNA of DHAN decides our way of life
The DNA of DHAN defines the purpose of our existence. We are all identified by our direct action with the community. We draw inspiration from the community every day. They travel with us as a mentor, friend, philosopher, well-wisher, and play a greater role behind our collective growth. We learnt that organizing ourselves according to their convenience is highly necessary rather sticking on to our own comfort. Similarly, sustainability through self-help is our core mantra. It is learnt that the grants are just step stone. Building each functional unit as well as the people institutions as sustainable one is our way of life. It is learnt that the institution has high capacity to ensure sustainability through its multiple avenues even in toughest context. I have come across few occasions wherein we heard from our stakeholders that the wavelength of all DHANites in their thinking and action are found to be same. This is the noble expression of DHAN’s DNA. When I introspect on myself, I feel that the expressions like primacy to the community, doing things differently, placing the institutional face first, down to earth thinking are the traits which I imbibed all along my journey with DHAN; however, miles to go.
Empathy is an evergreen attitude in enabling the people
The social concern ingrained within us becomes noble source of empathy. A development worker is expected to be empathetic in thinking and action. This trait triggers the enabling efforts across all levels. Team is the primary unit wherein empathy is visualized. The team makes each functional unit more powerful. The identity of any functional unit depends on its team and its level of accomplishments. The joint work among the team members is a noble opportunity to understand each other better. In my journey, the teamwork has helped me a lot to understand the hidden talents and potentials of my team members. At times, I was also astonished to learn their way of thinking and performance as a team person. Though the delegation of work is important, I feel that we need to generate many collective works like celebrations, seminars, releases, special events that retains the synergy within the team a greater extent. I have consciously challenged my team with new tasks and assignments to enable them for next orbit of proficiency. My stay with HRD and Publications units helped me to empathize the capacity requirements of various team and community and efforts are made accordingly. I feel that enabling the people to express the institutional culture and appreciate institutional growth is our primary responsibility beyond functionality.
Frugal sense sets the tone for sustainability
According to the book Do Better with Less, `Frugal innovation is the ability to `do better with less’ - that is to create significantly more business and social value while minimizing the use of diminishing resources such as energy, capital, and time’. Frugal sense is highly essential when we deal with public money. The development soldier has the great responsibility to protect the public money by way of generating alternative measures for cost control. As part of my stay in documentation units, exploring sponsorship was attempted as one of the ways to meet the expenses of various seminars, celebrations and events. This has paved way for mutual proud and helped us to the save the cost. Similarly, a new way of engagement with authors was established wherein they buy a reasonable number of publications of their own which are published through our units. This is a unique approach compared with conventional publications units, which pays royalty rather. The consistent attempts towards cost control helped us to generate a surplus of Rs.25 lakhs within three years. When the frugal sense gets reasonable attention, the members become habituated on it over the period.
Groundbreaking initiatives are the key for expansion
The new way of working and the new range of products always attract the community and stakeholders. The development missionary has the responsibility to retain the energy level of the team and partners through a new set of working mechanisms and products. Indeed, the core objective of the each position is to add value at work sphere. The purpose of our existence is not just to continue what already is existing. On the other hand, it is the responsibility of everyone to give a new shape to the role, which we perform. The institution imparted me the habit of trying the new one compare to the earlier version of any work. This creates new opening and also enlarges the competency. Attempt for value additions naturally makes us to gain new insights, new skills, new knowledge, new exposure, and new network. Thanks to the federations who have contributed significantly for constituting the enabler pages in NMV. This initiative has also helped us to expand the visibility for federation not only through the advertisement but also by generating communication products like brochure.
Holistic understanding harmonizes the standards and reach
One of the non-negotiable for the grassroots aspirant is ensuring holistic view across entire transactions. The holistic view ensures an excluded poor to access entire services. Very important trait for the institutional self is to understand the big picture of the institution, which goes beyond functionality. All the programmes and interventions are converging to a single objective of ensuring sustainability and self-growth across the people institutions. The standards, policies and practices are aligned to it. As a person staying with documentation platform, naturally I got an opportunity to gain a holistic understanding about the institutional phenomenon time to time. This helped me to articulate on similar dimensions across my functionality. To my understanding, though the subsidiaries and functional units are different, it has high relevance and influence on each other. At times, the holistic look helped me to appreciate the thoughtful and inspiring efforts carried out by various subsidiaries of DHAN. Though I had intension of introducing knowledge products for the community in northern states, I could not justify. Our consistent experiences reveal that there is a wide variation in the performance standards across the functional units. The innovative ideas around new ways of capacity building, new ways of cross learning, new ways of performance demand would cater this, towards which attention will be paid.
Integration brings diversity in domain proficiency
SUHAM taught me not to consume tea or coffee immediately after the meal, which would preserve iron absorption. This I am consciously practicing for the past few years. The seminar, which we handled jointly with Kalanjiam Foundation, sensitized us to develop special products for the girl children as well as women. Series of integration works with federations helped me to appreciate the noble accomplishments at field and gave scope for expanding my contributions. Obviously, the integration brings new learning and expands our domain proficiency. More we get involved in integration, more we become versatile in proficiency. The exercises of preparing knowledge products in association with various subsidiaries of DHAN Collective helped me to learn the technological interventions concerned to it. My present position shows me that there is an immense scope for integrating water with various themes of the institution along with SPICE. I feel that the water is universal agenda and it has convergence with all the themes in its preservation and conservation. Integration with DHAN Karunai Illam was a fascinating association, which had a win-win proposition a greater extent. It has generated a wide range of products and resource exchange at both the end. Obviously, the integration has a greater scope to bring diversity in domain proficiency at large.
Judicious decisions deepen the collective participation
Grassroots democracy is the divine thread, which binds the community. Inclusive decisions always keep the rhythm positive and alive. At this juncture, I feel that the consultation process plays a major role in making our decisions judicial one. It is needless to mention that the COVID has made us so closer. The consultation processes have been enlarged and our clarity on institutional agenda has been expanded time to time. This helped us to make wise decisions despite lot of uncertainties due to pandemic. The contribution level of each one of us was overwhelming in securing the community on health and livelihoods ground. As an individual, I have a strong belief and primacy on consultation processes which has contributed a lot behind my functional growth. Consultation is being conceived as a mandatory phenomenon prior to the decision-making and initiating actions. It has brought new way of looking at the problems, generate alternatives and to retain the confidence level. Obviously, the unbiased decisions keep the team together and help them to unleash their potential largely. The directions from the core group and central office especially during the critical hours helped me to take wise decisions, which has played greater role in preserving human and financial resources. I feel that there is immense scope to work with People Judicial Development Board in near future.
Knowledge leads the life
Thirst for new knowledge should be one of the basic traits for a leader. I am not a voracious reader. However, my reading habit has come up for the past few years because of my functionality. So far I have contributed 50 articles in Namadhu Mannvasam on HR and Personality, 10 articles in Kannada magazine and also authored a book on human relations which made me to search for appropriate knowledge. The final five years of my stay with HRD made me to read a wide range of resource materials on psychology, sociology and training instruments. Above all, the publication unit itself is a treasure of knowledge, which helped me to acquire knowledge on different themes including health, women development, virtues, etc. partnership with the new range of stakeholders also helped me to get new exposures and knowledge. The development platform initiated as part of Namadhu Mannvasam helped us to reach thousands of youth in building their knowledge on various aspects. While paying attention on acquiring knowledge, I feel I am equally responsible to assimilate the institutional knowledge for the larger benefit.
Leisure for a missionary meant for physical; not the mind
Though we switch off the mobile, the inbuilt clock runs. The same is the case for us I feel. My 8th standard Head Master Mr.Palaniyappan frequently said. `Don’t be a book worm. Take rest sometime. But make sure that the rest is not to sleep, it is change of work’. The leisure for a vibrant community worker is to keep moving around different themes, which reduces the feel of routine. The leisure, which I meant, is listening to music and video clips. Nevertheless, unknowingly the choices of music and video clips were matching with the functional areas, which I perform. At times, I had sleepless nights wherein the faces of our colleagues bound for counseling, NMV wrapper, and RPT office were lingering in my mind. It was continuing as long as the specified task is completed. Hope the same is the case for my fellow functional heads. In recent days, I am trying to spend the leisure hours to articulate the content for writing articles on various domains. Similarly, a long interaction with the community without any subject also an ideal leisure I feel. Often, I would love to interact with the community, which is really a booster and brings me back to the routine with new vibrancy.
Modest lifestyle is mandatory for a missionary
The community likes us because we are simple in our appearance, thoughts and action. The grassroots worker is expected to be a role model in exercising simple life. My father always says, `More we become luxury, more we invite trouble’. I feel that I am simple enough to make community and team to come forward for a working association. My stay with publication unit taught me the importance of making our writing simple and sharp. I do make a choice of words, which are simple, understandable and able to communicate the message perfectly. I go through series of exercises to acquire such skill set. At this juncture, I would like to make a word about Mr.P.Vivekanandan, SEVA. Non-expectation, down to earth, humbleness were the traits which I could appreciate working with him. Indeed, the CEO positions of any other institutions are mostly seen as bureaucratic and highly influential. On the other hand, such positions in DHAN are unique which are known for its collegial sense, assimilative approach and inclusive leadership. This is a key expression of how far DHAN is modest in its hierarchy too. I feel I have a great responsibility to guide and sensitize the younger colleagues to adopt a simple life on long run.
Networking expands the exchange of knowledge and resources
World is very bigger and the opportunities are immense. Plenty of prospective partners are available; however, they are invisible. A rigorous search process always necessary to expand our services to the society at large. To my understanding, a leader is highly expected to build the network to capitalize the resource available elsewhere. Though I was not instrumental in establishing any network, I have contributed in setting up advisory councils for the HRD and the publications unit. Indeed, the advisory council gave us many insights to bring new avenues to HRD. Meanwhile, the partnership with SBI youth for India as well as NOREC was established which are continuing with much value additions. An informal network with the writers and well -wishers are in place as part of our magazine, which gave me a great exposure to my domain knowledge. As a leader, I need to work intensively on finding new partners, and to build collaborative avenues for water commons. I understand that the water sector has a range of networks wherein our prominent experiences are to be showcased. While inviting new partners for a network, I need to equip myself to be a part of the network in such a way to give intellectual contributions. Moreover, bringing publications on our experiences with partners network is the immediate agenda.
Optimistic approach is the key for success
I always admire the words of Mother Theresa `Give the best anyway’ which is a highest form of optimistic approach. I have strong belief in positive thinking, which may not yield the results shorter; however sure for a day later. I have experienced that the optimistic approach makes us to compromise on our ego, nevertheless it is an expected quality of a member in DHAN family. I learnt such traits mostly from the community. Despite inadequate resources, they live a life without many expectations, however giving utmost care for the traditions and culture. The success stories of our leaders and members are the true books to learn optimistic lifestyle. One of the driving forces of DHAN is its unconditional trust on its entire human resources, which is a unique expression of optimism. As the institution is growing, the challenges and demand from the community are equally increasing. Meanwhile, a reasonable quantum of younger colleagues is sprouting for the federation coordination role. At this juncture, optimistic approach is highly required along with adequate investments to train them for the expected role. When optimism and perseverance joins, we will be able move greater heights.
Purpose orientation gets primacy in development arena
The `Why’? part decides the success of any development intervention. While drafting this retreat report itself I just started articulating on the purpose for which this is written. I assume that this write-up will help me to get closer to my fellow colleagues through my reflections. Moreover, this would be an opportunity to appreciate the convergence of such reflections as an institutional identity. As part of our publication unit, series of development communication products were released. While conceiving any communication product like books, posters, publications an intensive deliberation on the `Purpose’ is being undertaken. The stakeholders are also involved widely in such discussions to carry them along with our mission. One such example is the recent initiative of `Tamil Aram’ which focuses on releasing the pocket size booklets on virtues for children. Prior to its commencement, series of debates and discussion were happened to understand the purpose of it. The clarity on the purpose has helped us to drive the mission as a fully sponsored initiative. Spending adequate time to understand the purpose makes the outcomes exponential. Obviously, our larger institutional purpose of addressing poverty acts as major drive across all our endeavours.
Quality brings visibility and viability
Growth with quality is the core mantra of DHAN. Naturally, I am quality conscious and give importance for minor aspects too. The systematic approach always gives comfort to me. During my stay at HRD, reasonable effort was spend with field team on educating them about quality consciousness. At times, the quality circles were also established on certain areas. During the COVID pandemic, the printing industry has met a major tragedy and most of the magazines were stopped. However, we have ensured our magazine without any delay and without any compromise on the quality. Though the magazine goes through cost effective production choices, the quality of the content and styles are still preserved which has gained reasonable visibility from the partners. Such quality consciousness has invited few partners to travel with us for their advertisements, sponsorship, etc. The face of Prof.C.R.Shanmugam comes to my mind when I write about quality consciousness. He never compromise on the quality in conservation works, though it is done with hard work. He often spoke about the specifications, which is still lingering in my mind. Such specifications are to be deeply percolated into the minds of our colleagues in field.
Resource mobilization is the moral responsibility of everyone
As part of the 75th year of Independence Day celebrations, Suriyan FM, Madurai was playing audio clips at hourly intervals highlighting few messages from the prominent people. In one of the clips, The Colonel, Indian Army said that `First we should take care of the people who works with us, next one is our nation and the final one is our family’. I feel that this has high relevance with resource mobilization. New avenues of resource mobilizations was attempted in the publication units through the read and reflect campaigns, partnership pages, releasing booklet series on virtues through which around Rs.15.0 lakhs was generated. During the stay with HRD, the personality perfection camp was launched and organized across the colleges, which became a source of resource mobilization. Few efforts were taken to generate resources for the documentation unit, however could not get positive results. The Institutional Action Meeting (IAM) is a good platform, which reinforces the importance of resource mobilization and the scope. According to the deliberations, I need to standardize the dashboard as well as the DAF (Development Advancement Fund) from the regions. Water being the global agenda, I feel that there are immense opportunity for resource mobilization which are to be tapped to an effective extent. The current collaborative avenues with partners are to be continued with subsequent phases.
Speed at work decides self-growth
The typewriting institutes sets 40 words per minute to qualify lower level and 70 words per minute to qualify higher level. I am wondering, what should be the speed specifications of our colleagues working across different functional domain?. While I am trying to introspect on my speed in documentation, speed in conceptualization and delivery, I feel that I am making a progress in it. Initially it took minimum three to five days to contribute an article for the Namadhu Mannvasam, which had gone through numerous corrections by our editor. Thanks to our editor for his patience. Now, I am able to draft an article within four hours inviting very limited editing and corrections. I am able to sense a reasonable improvement in my conceptual skill, which I have seen through my write-ups and notes submitted for various forums. The task in front of me is to set the speed specifications for my field team to bring them to the highest standards. Obviously, the speed at work brings self-growth. It has multiplier effect on the fellow colleagues and they get accustomed to it unconsciously. The Tamil Nadu Water Week which we scheduled along with World Water Day has revealed the innate potential of our Vayalagam team. Though the preparations were commenced ten days earlier, the speed at which the team was working was overwhelming. The event was a grant success achieving all the agenda as planned.
Transformation is not just a transit; is a noble way to sacred self
Transformation in `Self’ is an evergreen phenomenon for a development missionary. My journey with DHAN Collective has taught me the traits, which are vital for an institutional personality. Over the period, I have gone through numerous occasions, deliberations, institutional transactions, etc which has played a greater role in bringing changes in my `Self’ towards institutional leadership. I am able to observe an organic transformation at institutional level, which is an outcome of our collective contributions. As a leader, I need to travel a lot to be eligible for an ideal transformation to attain the state of sacred self. While making conscious efforts in handling conflict of interest arouse within me, I need to grow further giving primacy for the society across all my personal and functional endeavours. According to me, the definition of institutional self is the state wherein the individual becomes one with the institution. Higher order of transformation provokes deep thirst in fighting against inequality in the society. The noble indication of the transformation at higher order is making our family members to appreciate, feel proud and lay hands for all our endeavours. I understand that the transformation is not just moving from one state to another, indeed it is a noble way to sacred self.
Understanding builds bondage and performance
The degree of understanding between the individuals decides the level of balance at both ends. This trait keeps the unnecessary obligations away from us and makes our relationship neutral. A leader should be capable of reading the perceptions of the individuals and relate with them accordingly towards a desirable goal. During my stay at CHRD, series of human process labs and counseling orientation were organized for the functional hierarchies, which was helpful for them in building their interpersonal relationship. I was also specialized in handling around 20 HR instruments on various elements of interpersonal relationship and personal efficacy. Thanks to Mr.Nagaraj Susurla who helped me to get expertise on soft skill training. As a leader, I feel that the listening is the key factor, which establishes understanding between the individuals. Naturally, I give top priority for listening and try my level best to give comfort for the people. I do have the habit of appreciating my team in front of others and giving them corrective feedback when they are alone. These minor aspects build understanding between us a greater extent. Human resources are the lifeline of institution. They should possess a good clarity and understanding about institutional phenomenon’s which plays a vital role on their performance and stay. I feel that I have a greater role to play it in my present role.
Visioning brings vibrancy
The future search processes, which we undergo gives us immense opportunity to understand the big picture of the institution and also to contribute for its growth. I feel that one of the basic traits of the development missionary is to visualize the growth with concrete move and deliverables. Obviously, the visioning brings vibrancy to the community institutions. The route of development is never-ending and very dependent on how effectively resources and opportunities are utilized. The community institutions' development agenda is expanded and new frontiers are opened by future search exercises. Collaboration during the visioning process establishes strong convergence between the community and stakeholders of the respective geographical context. Water as a universal theme has greater scope to build our Vayalagam institutions to the higher orbit of performance. I have a greater responsibility to assimilate the future search proceedings and set up larger vision for a collective journey. There is a need to listen the vision of our partner institutions and generate appropriate working propositions to converge with them for the larger accomplishments. Meanwhile, identifying and nurturing visionary leader at grassroots is also need of the hour to strengthen the community institutions. As a leader, I have the responsibility to develop educative products for helping community to convert the vision into action.
Weapons to address poverty are the beliefs and products
Every one of us are highly expected to deepen the belief system across entire community to fight against poverty. The twenty-six years of DHAN’s journey has witnessed a range of development products, which played a greater role in addressing poverty across different contexts. The belief on hard work, the belief on transparency, the belief on collective strength, etc are the core areas in approaching poverty. As a writer, I attempted to build the belief systems across the human resources through my writing and knowledge products. DHAN goes through an evolutionary phenomenon wherein the interventions and products are refined based on the paradigm shift and the trend. I feel that I have the responsibility in generating a range of products to suit with all living contexts in addressing poverty at large. Water and poverty has multiple dimensions, which requires deeper introspection and collective endeavours to address it at large. Obviously, a shift from national to international boundaries is also envisaged as part of my present role for which I need to get prepared in a full-fledged way. Meanwhile, the field team is to be educated on the dimensions of the poverty and also to make them clear about the potential contributions expected from them. Obviously, the strong belief systems as well as the development products are the real weapons to address poverty at large.
Xenodochy is the litmus test for a leader
Mahatma Gandhi was always interested in spending time with strangers, which he felt as a basic talent for a leader. Xenodochy refers to receiving a stranger and rendering hospitality to them. Obviously, we may come across many partners however; a potential platform for work has together. The first impression for them is the way they receive hospitality at our end. During my stay at CHRD, I did work with hundreds of interns at national and international levels and our hospitality was very well acknowledged by them. Few of them are continuing their association with us. At this juncture, I should get prepared to relate with new range of partners at global level. It requires intensive exploration and meticulous way of receiving them with adequate institutional updates. Similarly, I need to work on preparing a range of institutional knowledge products especially on DV(T)F to give a best impression to the partners who associates for the first time. Similarly, a new range of capacity building events is to be scheduled for our field team to associate with new partners at local level. Indeed, I feel that it is the need of the hour to expand our partnership. As a whole, xenodochy is a litmus test for the leader to prove themselves.
Yardstick to evaluate us is the extent of virtues on our voyage
Virtues are the lifeline for us. They are highly valued and nourished across all our thoughts, words, and action. Shortcuts are never encouraged though it brings resources in plenty. The components of all the thematic institutions are not just interventions: indeed, they are all noble expressions of virtues blended with our social concern. In my journey, I strongly learnt that strong belief and practice on virtues naturally creates new opening, widens new opportunities, and brings new standards and network. I am often fascinated with the lifestyle of the leaders from our community. Their simplicity, organized life style, concern for fellow human members inspires me much. As a person who is anchoring the core value `Innovation’, I would like to establish few systems and mechanisms to strengthen innovation across DHAN Collective. The notes and write-ups, which I have prepared so far will be decoded into action for fellow colleagues. I do have the habit of learning best from the people whom I associate irrespective of the cadre and age. The book authored by me purely speaks about the virtues, which we should practice at different levels like family, friends, neighbor, workplace, etc. Similarly, the booklets on virtues were reinforcement to me. Among the five booklets released under `Tamil Aram’ I did like `Nazhvali’ very much and I read it for many times.
Zeal behind the role gives stability
Passion and perseverance helps us to grow greater heights. The extent of commitment plays a greater role in the stability of a professional in development arena. One and half decades of my stay in CHRD helped me to draw passion towards the HR domain. Though I was strange to the documentation and publication units, I gained the passion through my fellow colleagues and the partner’s forum. As an institutional leader I should posses’ zeal across all my endeavours and nurture my fellow colleagues with passion. To my understanding, the clarity on the purpose brings passion in us. When we are able to visualize the face of a poor person across all our actions, we are qualified as a person with passion. It is the need of the hour to invest on the younger colleagues to draw inspiration from the community, which is the major source of our passion. Handhold guidance and continued demonstrations by the senior colleagues alone will make it happen. There are many missionaries’ lives among us from whom we can draw inspirations to strengthen our passion. At this juncture, I need to work on developing a wide range of investment mechanisms to root the young professionals with poor communities. As a whole, the zeal behind the role gives stability.