Field Marshal SHFJ Manekshaw, MC A Pdf Presentation

1Colonel Ashutosh Sirothia, VGSOM, IIT

Kharagpur19 April 2009

Field Marshal SHFJ Manekshaw

Military CrossyPadma Vibhushan, Padma Bhushan

13 April 1914 – 27 Jun 200813 April 1914 27 Jun 2008

Soldiering with DignitySoldiering with Dignityg g yg g y



BIOGRAPHYBIOGRAPHY• Full Name Sam Hormusji Framji Jamshedji Manekshaw• Full Name Sam Hormusji Framji Jamshedji Manekshaw• Nickname Sam Bahadur • Place of birth Amritsar PunjabPlace of birth Amritsar, Punjab• Place of death Wellington, Tamil Nadu • Service/branch Indian Army/ Infantry 8 GRSe ce/b a c d a y/ a t y 8 G• Service 1934‐1973• Appointment 8th Chief of the Indian Army • Highest Rank Held

Field MarshalField Marshal



BIOGRAPHYBIOGRAPHY• Battles/wars• Battles/wars World War IIIndo‐Pakistan War of 1947Indo‐Pakistan War of 1947Sino‐Indian War Indo‐Pakistan War of 1965Indo‐Pakistan War of 1971

• AwardsMilitary Cross yPadma VibhushanPadma Bhushan



EARLY LIFE AND EDUCATIONEARLY LIFE AND EDUCATION

• Parents. Dr. Hormusji Manekshaw and Heerabai – a humble Parsi family from Gujrat.y j

• Schooling. Amritsar and Sherwood College (Nainital)(Nainital)

• Commission. IMA in Dec 1934 in the first batch of Officers



Military CareerMilitary Career

Four Decades and Five Wars 1934 to 1973Four Decades and Five Wars – 1934 to 1973

WW IIWW II.Defence of Sittang Bridge, Burma, 1941 – CaptainManekshaw received 9 bullets in the lung liver andManekshaw received 9 bullets in the lung, liver andkidney – critically injured ‐moved to hospital.Fearing the worst, Major General DT Cowan quicklypinned his own Military Cross ribbon saying, "A deadperson cannot be awarded a Military Cross.”When the surgeon asked what had happened to himWhen the surgeon asked what had happened to himhe is said to have replied that he was kicked by adonkey.



Military Career

1947: Pak Invasion of Kashmir• Manekshaw was in charge of operations in Army HQ• Displayed incisive grasp of situation and acumen for planning – noticed by superior commanders



1961• Refused to toe the line ofRefused to toe the line ofthen Defence Minister VKKrishan Menon – He wasKrishan Menon He wasside lined

• After humiliating defeat• After humiliating defeatin 1962 war – He wasrushed by PM Pt JL Nehrurushed by PM Pt. JL Nehruto contain advancingChinese aggressionChinese aggression

• His first order of the day was “There will be noi hd l i h d d h d h llwithdrawal without orders – and these orders shall

never be issued”. Chinese never got an inch after that.



1963: Tezpur Commander 4 Corps1963: Tezpur, Commander 4 Corps• Denied Indira Gandhi’s entry into theOperations Room during briefing of PM NehruOperations Room during briefing of PM Nehrusaying she had not taken the oath to secrecy(recounted by the Defence Minister’s Secretary Mr RB Pradhan in a book)(recounted by the Defence Minister s Secretary Mr RB Pradhan in a book)

• Six years later Indira Gandhi accepted him asthe COAS and had an excellent rapport with himthe COAS and had an excellent rapport with him



1965As the GOC in C Eastern Command, advisedAs the GOC in C astern Command, advised

against attacking East Pakistan stating the peoplewould be the main suffererswould be the main sufferers.

The wisdom of his advice dawned whenI di A f ht P k A i E t P k i 1971Indian Army fought Pak Army in East Pak in 1971– people of East Pakistan welcomed and helpedIndian Army



1971Mrs. Gandhi wanted a swift, surgical strike on East

Pakistan in Jun 1971 to install a government led by Mujib‐ur‐Rehman. Refusing to be politically coerced he said “ If ordered it will be done, but I guarantee a defeat….and I have following reasons to say so:

First ‐ In Jun the monsoon would render troop movementin the Eastern region near impossiblein the Eastern region near impossible

Second – Open Himalayan mountain passes will notpermit lifting at least two Infantry divisions from the Chinesepermit lifting at least two Infantry divisions from the Chinesefront”



Dec 1971His strategic and operational finesse was evident whenHis strategic and operational finesse was evident when

Indian pincers cut through Pakistani forces like butter through knife in Dec 1971.through knife in Dec 1971.

Pak Army was checkmated in 14 days flat – with a total of 45 000 Pak soldiers and 45 000 civilians taken as POWof 45,000 Pak soldiers and 45,000 civilians taken as POW.

The greatest military victory for India. Celebrated as the ‘Vij Di ’ 16 D h‘Vijay Diwas’ on 16 Dec each year.



A Man of Conviction. Following g1971 victory he flew into Calcutta to compliment his officers.p

In the ceremonial reception at pthe Dum Dum Airport he was escorted to a car – a Mercedes captured from the enemy.

He refused to sit in it and left in nearest available Indian car.



01 Jan 1973. As the national anthem rang out in the crispg pwinter air, General SHFJ Manekshaw, Military Cross, PadmaVibhushan, Padma Bhushan stepped forward to the, ppPresidential dais and saluted stiffly.

President VV Giri ceremoniously handed Manekshaw anPresident V.V. Giri ceremoniously handed Manekshaw anornate silver‐tipped baton to give the nation her first IndianField Marshal in historyField Marshal in history.



• Professional Competence. Once a defence secretarymade an observation on the note written by Manekshaw forthe PM and the Defence Ministerthe PM and the Defence Minister• He walked straight into Mrs Gandhi’s office• He politely told her that if she found the defence secretaryHe politely told her that if she found the defence secretarymore competent than him on military matters, then she didnot have a need for him• The defence secretary was found a new job



Defence Services Staff College November 1998Defence Services Staff College November 1998

• Lecture on Leadership and Discipline toLecture on Leadership and Discipline toOfficers from the three Defence Services undertraining for handling senior levelappointmentsappointments.

• Sam’s definition of the key attributes of asuccessful leader are summarised below:‐• Attribute 1 – Professional Knowledge andProfessional Competence a ‘sine qua non’ –hard work and constant studyhard work and constant study.

• Attribute 2 – The ability to make up your mindto make a decision and accept full

ibilit f th t d i i A t fresponsibility for that decision ‐ An act ofomission is much worse that an act ofcommission.



Defence Services Staff College November 1998Defence Services Staff College November 1998

Att ib t 3 Ab l t h t f i d• Attribute 3 – Absolute honesty, fairness andjustice ‐ should be perceived by his team, to befair in his dealings with one and all.

• Attribute 4 – Physical and Moral courage ‐ A‘yes’ man is a dangerous man.

• Attribute 5 Loyalty to our subordinates to• Attribute 5 – Loyalty ‐ to our subordinates, toour colleagues, deal firmly with troublecreators in a team.

• Attribute 6 – Manliness ‐ a certain measure offlamboyance, a certain style and a vibrantpersonality, both in women and men leaders.personality, both in women and men leaders.



Model for Own Officers• The Sam Bahadur was a team

player. He almost alwaysfinished his own work in anhour and spent the rest of histime floating from one officetime floating from one officeto another to understandwhat keeps people so busy.what keeps people so busy.He often dropped in onharried juniors and eagerlyhelped them with their tasks

• Those who served with him said that he never raised his voiceThose who served with him said that he never raised his voice.But even a mild rebuke accompanied by “Sweetheart, this willnot do,” was enough to tame the wildest of soldiery egos.



ROLE MODEL FOR CORPORATE LEADRES

• For the future corporate leaders

………. aspiring to make the crossover from………. aspiring to make the crossover from good to great, the Field Marshal can be the ultimate role modelultimate role model.

• What can we learn from the 94 years of brilliance, selfless service and joie de vivre that Sam Bahadur gave us?Sam Bahadur gave us?



On the Board of Several Top Indian Companies.

Ch i A d Di t Of N j F tili &• Chairman And Director Of Nagarjuna Fertilizers &Chemicals ; Agro Tech Ltd; Muller & Phipps (India)Ltd; Foods & Inns Ltd. ,Finns Frozen Food Ltd.Ltd; Foods & Inns Ltd. ,Finns Frozen Food Ltd.

• Director Of Indian Metals & Ferro Alloys Ltd., CIFCOFinance LTD., International Limited, Eih Ltd., A. V.Thomas Industrial Products Ltd., Indian ChargeChrome Ltd., Goetze (India) Ltd And East India HotelsAssociation Limited Services Private Limited andAssociation Limited, Services Private Limited, andLeila Lands Sdn Berhad (Malaysia). ; Avt NaturalProducts Ltd. Until July 29, 2006………

• Non‐executive and Independent Director andDirector Emeritus Of Britannia Industries Ltd. ;Bomba B rmah Tradin Corp LtdBombay Burmah Trading Corp. Ltd. ;



Raw Physical Courage • Any aspiring leader needs raw courage inabundance Raw physical courage Sam Bahadurabundance. Raw physical courage Sam Bahadurpossessed in full and overflowing measure

but does a CEO need it?‐ but does a CEO need it?

• Of course he does ‐ natural disasters, terrorist strikes,i d i l id h i ill h C Oindustrial accidents other emergencies ‐ will the CEObe the first to run or first to respond? His response

ld k b k hi i i d hicould make or break his organisation and his ownfuture.



Moral Courage • Even more important is moral courage• Even more important is moral courage ‐the courage of conviction, the courage tostand up to the values one believes in.

T t l d h ld ith• True corporate leaders should neitherbuckle under pressure nor deviate fromporganisational welfare ‐ to commandloyalty and followershiployalty and followership.



Spotting & Deploying TalentSpotting & Deploying Talent • The real genius of Sam lay in hischoice of field commanders.That is a skill that every CEOmust build to spell thedifference between success anddifference between success andfailure.

Abili d d l i h• Ability to spot and deploy righttalent ‐ with the skill set andmindscape that guaranteesdeliverydelivery



Pl i & F ithPlanning & Faith

Th bilit t l t th th• The ability to plan to the nthdegree and simultaneously investconsummate faith in your people.Sam practised this expertlyp p ythroughout his career, especially1971 war1971 war.

• CEOs need to carryout detailed andmeticulous planning and back theirteam fully.



Seek The Best Ideas

• The best ideas may beb dd d d h hembedded deep within the

organisation. The CEO’s job isf h dto ferret them out and

implement them.

• Sam excelled in getting ideasfrom the rank and file; hewould never pull rank on hissubordinates trying to tell himsomething that was verydifferent from his own ideas.



Strategic & Tactical balance

• Sam assembled hisassault force, supplied, ppthem with strategicguidance and demandedguidance and demandedexecution of plans fromthe field commanders.the field commanders.

• This balance is whatCEOs need WhileCEOs need. Whilestrategic initiatives areimportant grassrootsimportant, grassrootsimplementation isequally vitalequally vital



Direct Communication • Sam teaches us theSam teaches us theimportance of simple,direct and many timesdirect and, many times,earthy communication.Known for his wit andKnown for his wit andinformality, he could getstraight to the heart ofstraight to the heart ofthe matter.

• CEOs must imbibe this in full measure Many timesCEOs must imbibe this in full measure. Many timescorporate communications and discussions are miredin obfuscation and jargonising The principle of “sayin obfuscation and jargonising. The principle of, saywhat you will do and then do what you said” is thebedrock of credibility.



bedrock of credibility.

Giving Due Credit to Subordinates(and Readiness to Accept Full Responsibility for Failure)(and Readiness to Accept Full Responsibility for Failure)

• Manekshaw declined to preside over the Pakistanisurrender in Dhaka He insisted that the credit go tosurrender in Dhaka. He insisted that the credit go tothe Eastern Army Commander Lt Gen. Jagjit Aurora.

k d h h ld l h• He remarked that he would go only to accept thesurrender of the entire Pakistani Army.



Professional Respect and EthosProfessional Respect and Ethos

• After the 1971 war, Manekshaw insisted thatthe bodies of Pakistani officers be returned inproper coffins, and with military citation ifproper coffins, and with military citation ifthey had gone down fighting bravely.

H l d d th b f hi i• He lauded the bravery of even his enemies.Such magnanimity is rare in military history.



Connect with TroopsConnect with Troops• As COAS, Manekshaw had issued instructionsthat if anyone from 54 Sikh came visiting, hebe brought straight to him, whatever time org gengagement.

• All were received with a robust burst of• All were received with a robust burst ofcolloquial Punjabi, which Manekshaw spokel k d l f dlike a native. And none was left unrequited.



Fi l DFinal Days

• A Field Marshal never retires. Instead of a salary, SamManekshaw was given a paltry pension of Rs. 1300 ag p y pmonth with no perks, not even a car......thanks to thepolitical masters and the bureaucrats.

• Let alone taking up a case he never even mentionedit to any one. The matter came to light eventuallywhen the Government gave him a cheque for Rs. 16million in lieu of the salary he should have receivedas Field Marshal but didn’t get over 36 yearsas Field Marshal but didn’t get over 36 years.



• Field Marshal Sam Horm sji Framji Jamshedji• Field Marshal Sam Hormusji Framji JamshedjiManekshaw was admitted in the hospital for"progressive lung disease“. He had slipped into ap g g ppcoma earlier in the day and the end came just aftermidnight at 00:30am, on June 27 2008.

• He passed away into the pantheon of immortalIndian heroes and all‐time great military leaders ofthe world The saga of his life will continue tothe world. The saga of his life will continue tomotivate and inspire untold generations.

• As quoted by one of the doctors in MH Wellington …q y ghis last words were …”I am better”.



THE WRETH LAYING CEREMONY FOR THE FIELD MARSHAL AT



MADRAS REGIMENTAL CENTRE, WELLINGTON, NILGIRIS

ADIEUADIEU• A condolence book for Field Marshal SamM k h k t t th M t 'Manekshaw was kept at the Martyrs'Memorial at India Gate. The book had to bekept open for two more days owing totremendous public response.p p

• The government said opening a condolencebook for the Field Marshal is a singular honourbook for the Field Marshal is a singular honour



LEADERSHIP ANALYSIS 35Colonel Ashutosh Sirothia, VGSOM, IIT


Perspective on Effective Leadership Behavior

• Participative Leadership.• Accepted full responsibility for all decisions

• Being supportive constructive and goal orientedBeing supportive, constructive and goal oriented

• Subordinate participation in decision making

d i i• Improved communication

• Facilitate conflict resolution



Nature of Participative Leadership

• War Time: ConsultativeMade decisions after taking inputs from his field commanders (final decision

di bl )undisputable):

• Quality of decisions (accurate in time and space 14 days of planned war)and space ‐14 days of planned war)

• Decision acceptance (by the political leadership)leadership)

• Yielded highest performance (Liberation of Bangladesh)(Liberation of Bangladesh)

• Minimum collateral damage



Nature of Participative Leadership

• Peace Time: DelegationPeace Time: DelegationCommanders at all level hadfunctional freedom within the givenframework

• Actively defined the goals to beachieved

• Task oriented• Yielded high morale

• High standards of discipline



Charismatic LeaderA i l d Vi i d Mi i H l d ll h i• Articulated Vision and Mission. He planned all the operations of war meticulously and achieved remarkable success in themthem.

• Taking Personal Risks. The Sittang Bridge defence episode and his firm and professional dealings with the bureaucracy andhis firm and professional dealings with the bureaucracy and political leadership ‐ were a clear indicator.

• Sensitivity to Followers’ Needs. His dealing with the officers y gand men were of exemplary order ‐ raising the morale of the Indian Army through a telling defeat on Pakistan and looking f h f Sikh lafter the troops of 54 Sikh are examples.

• Unconventional Behavior. His dressing style, the characteristic sense of h mor and handling of the political masterssense of humor and handling of the political masters.



Charismatic Traits and SkillsT iTraits

• Authoritatively Stylish: Magnificently moustachioed, charming and dapperand dapper.

• Self confidence and self control: The quintessential soldier: cool and boldcool and bold

• Personal Integrity (Behavior consistent with espoused values –honesty ethical trustworthy): Irreverent (no apple polishing).honesty, ethical , trustworthy): Irreverent (no apple polishing).

• Characteristic sense of Humor

SkillsSkills

• Interpersonal skills: He was an able listener, irrespective of how junior his interlocutor. j



Transformational Traits and SkillsTraits

• Self confidence: Seminal and decisive.

• Internal Locus of control (life determined by own actions and ( ynot by chance or uncontrollable forces)

• Achievement orientation (assumed responsibility, displayed desire to excel and drive to succeed)

• Emotional Stability and Maturity: • Considerate to those under his command

• Above all, impervious to political pressure.

SkillSkills

• Conceptual skills: Through earthiness and plain‐speak he motivated an army that achieved what no other army hasmotivated an army that achieved what no other army has done since the Second World War — liberating a nation. Even the U.S., with all its might and technical wizardry, has not , g y,managed such a feat in the past years.



Types of poweryp p

Legitimate Power:Legitimate Power: Executive Authority on behalf of the President of India on Matters National andPresident of India on Matters National and Matters MilitaryExpert Power:Had expertise on all Operations of WarFaced bullets and death in war – awarded Military Cross for exceptional gallantry y p g yHad fought 5 wars ‐ decorated three times ‐served the Nation for nearly 40 yearsserved the Nation for nearly 40 years



Types of poweryp p

Referent Power: The officers and menReferent Power: The officers and men equally admired and identified with his h i h l b h d f l lcharisma – they also behaved fearlessly and in upright manner to gain approval.p g g pp

Reward Power: He had the final say onReward Power: He had the final say on the war and peace time citations and rewards



Famous AnecdotesFamous Anecdotes



• He surmised once: "I wonder whether those of ourpolitical masters who have been put in charge of thep p gdefence of the country can distinguish a mortar froma motor; a gun from a howitzer; a guerrilla from a; g ; ggorilla ‐‐ although a great many of them in the pasthave resembled the latter......”



Famous AnecdotesFamous Anecdotes

• Once the PM reportedly confronted him withrumours that he was planning a coup againstp g p gher……

• He is said to have replied: “Don’t you think I• He is said to have replied: Don t you think Iwould be a worthy replacement for you, prime

h lminister?..............You have a long nose.

………….So have I......……………….But I don’t poke my………….So have I......……………….But I don t poke mynose into other people’s affairs …”



O h t id ti l b t h t ld• Once when at a presidential banquet, he toldPrime Minister, Indira Gandhi: "You look verypretty tonight". Surrounded by her ministers,she blushed and said……"Thank you, Sam".y ,





Famous Anecdotes

• How many chiefs would refuse to call the yprime minister ‘Madame’ on the

d th t it ld b i lit tgrounds that it would be impolite to use a word more appropriate in bawdy houses?

"I' l d ti " 1971• "I'm always ready, sweetie,"‐ 1971 war, on being asked by Indira Gandhi about g ythe Indian Army's readiness.



Famous Anecdotes • "You received three at thisage; when I was of yourage; when I was of yourage, I received nine bulletsand look today I am theand look‐ today, I am theCommander in Chief ofh d "the Indian Army."‐ Duringthe 1971 Indo‐PakistanWar when he met aninjured soldier in Armyinjured soldier in ArmyHospital with three bulletwoundswounds.





Speech to cadets at IMA, Dehradun, March 30, 1972

M k h id Y i t b i• Manekshaw said....You are going to be givencommand of troops in an operational area.

Y t k ill b t d i i t t th i d..........Your tasks will be to administer to their needsand to lead them in battle........ What sort of men will

b l di ? Y ill b l di tyou be leading? You will be leading veterans, menwho have fought, men who have won, men who are

d t d l d hi M k i it tused to good leadership. Make sure you give it tothem."

• His speech, his bearing and the suggested grace wasmore important in victory than in defeat.



Looking back:Looking back:India’s finest war‐time chief and noble warrior going through photographs on him at an exhibition in New Delhi in this file photo dated April 3 2003dated April 3, 2003.



Famous Anecdotes Barbie Dolls

T i t i b t f B bi d ll i• To an interviewer about a row of Barbie dolls inhis house promptly explained: “I always wantedto play with dolls When I was young my momto play with dolls. When I was young, my momwouldn’t allow me to, then my wife came along,and I still was not allowed to. Finally, I told myself,y, y ,‘now I am the Field Marshall, I will damn well doas I please and went and got myself the dolls!’ ”

• Sam Manekshaw married Siloo in 1939. When she died in 2001, those who knew him in Wellington observed that its only then did ageWellington observed, that its only then did age begin to show on him.



Recollections of People in Civviesp• I recollect my meeting with Manekshaw at the Mumbai airport a couple of years ago. While waiting at the departure lounge, I saw the Field Marshal walk in with an attendant in tow. I went across from where I was sitting to greet him.

• He shook my hand warmly and was surprised when I asked him for his autograph. “My autograph, what g p y g p ,will you do with it son ” he asked. I replied that I would show it to my children, and preserve it for y , pgenerations to come. He obliged. It was one of the best moments of my life. ‐ T.V. Suresh y



References and SourcesReferences and Sources

• Time: Jan 1973

• Field Marshal Sam Manekshaw’s biography by Lt. Col. (Later Lt G ) D i d Si hGen) Depinder Singh

• Encyclopaedia Britannica

h // di k/ ld/2008/j /30/i di• http://www.guardian.co.uk/world/2008/jun/30/india

• India’s political establishment and its shabby treatment of a national hero by Commodore C Uday Bhaskar (retd)national hero, by Commodore C Uday Bhaskar (retd)

• Mehta Ashok : The wonder that was Sam, New Delhi, June 28 200828, 2008

19 April 2009Colonel Ashutosh Sirothia, VGSOM, IIT

Kharagpur56

References and SourcesReferences and Sources

• Compton Mackenzie (1951), Eastern Epic, Chatto & Windus, London, pp. 440–1

S B h d A ldi ' l Ti f I di 27 J• Sam Bahadur: A soldier's general, Times of India, 27 June 2008. Retrieved 2008‐06‐30.

• London Gazette: (Supplement) no 35532 p 1797 21 April• London Gazette: (Supplement) no. 35532, p. 1797, 21 April 1942. Retrieved on 2008‐06‐30.

• Recommendations for Honours and Awards (Army)—ImageRecommendations for Honours and Awards (Army) Image details—Manekshaw, Sam Hormuzji Framji Jamshetji, Documents online, The National Archives (fee required to view pdf of original citation). Retrieved 2008‐06‐30.


Kharagpur57

References and Sources• "Obituary: Sam Manekshaw". The Economist (5 July, 2008):

p. 107. phttp://www.economist.com/obituary/displayStory.cfm?story_id=11661408. Retrieved on 2008‐07‐07.

• Tarun (2008), p. 2

• "Sam H.F.J. Manekshaw Dies at 94; Key to India's Victory in 1971 War". New York Times. June 30, 2008. http://www.nytimes.com/2008/06/30/world/asia/30manekshaw html Retrieved on 2008 06 30 "Field Marshal Samshaw.html. Retrieved on 2008‐06‐30. Field Marshal Sam Hormusji Framji Jamshedji Manekshaw, India's best‐known soldier and the architect of the country's victory in the 1971 y ywar with Pakistan that gave birth to Bangladesh, died in Wellington, India, on Friday. He was 94. The cause was pneumonia, India's Defense Ministry said in a statement."


Kharagpur58

References and SourcesReferences and Sources• DNA ‐ India ‐ NRIs irked by poor Manekshaw farewell ‐ DailyDNA India NRIs irked by poor Manekshaw farewell Daily

News & Analysis

• Saighal, Vinod, Obituary—Field Marshal Sam Manekshaw, g , , y ,The Guardian, 30 June 2008. Retrieved 2008‐06‐30.

• Vijay, Tarun (30 June, 2008). "Saluting Sam Bahadur". Times of India website. http://timesofindia.indiatimes.com/Opinion/Columnists/Tar

Vij /Th Ri ht Vi /S l ti S B h d / ti l hun_Vijay/The_Right_View/Saluting_Sam_Bahadur/articleshow/msid‐3179920,curpg‐1.cms. Retrieved on 2008‐07‐08.


Kharagpur59

THANK YOUTHANK YOU



Field Marshal SHFJ Manekshaw, Military Cross, Padma Vibhushan, Padma Bhushan

