Interview with Gautam Nath, MD
& CEO, SAMS
Interview with Mr Gautam Nath, MD, SAMS
About the
firm : Strategic
Alliance Management Services P Ltd. (SAMS) is a general management consultancy,
exclusively focused on servicing the needs of the health and development
sectors in India.
Q1) In this day and age, does
following ethical practices and behavior prove to be a hindrance, or does it
help you to grow and thrive in the industry?
Ans 1) This is a difficult
question. Ethical behaviour is a legal and contractual requirement and yet
periodic challenges and compromises requiring malleability and adaptive
behavior at work and business are inevitable.
If your ambition is to become an
industry giant or colossus, I think fanatical commitment to the pursuit of
ethical practices is likely to be a hindrance. If you are content to be
reasonably successful, you should be able to consistently follow ethical
practices, barring the odd, small compromise.
Q2) What are some examples of ethical
and unethical behavior in the workplace?
In our recruitment business,
ethical behaviour is frequently reminding the Client that prescribed position
specs do not allow them to appoint an ineligible candidate who has been
strongly recommended by a person of influence.
Unethical behaviour would be to
ignore eligibility criteria and unfairly inflate scores of an undeserving and
underqualified candidate at the behest of a person of influence.
Q3) What do you consider to be your
own ethical qualities and do you believe they have held you in good stead over
the years?
Ans 3) I have tried hard to
promote and insist on ethical behaviour by all of us with respect to the work
we do for both internal and external clients.
I endeavor to keep my promises
with clients and colleagues and reciprocally expect and demand the same from
them.
I am happy with this personal
code.
Q4) Describe a specific instance when
your ethics were challenged? Can you please elaborate on how you handled the
situation.
Ans
4) There have been instances when clients and/or business counterparts or
partners have tried to gauge our flexibility and willingness to pursue an
adventurous agenda. We have clearly communicated our disinterest and inability
to pursue such agendas by saying no politely over the years. We are not
frequently challenged any longer.
Q5) Could you describe a situation
where you have upheld the highest ethical standards and values?
Ans
5) I
cannot readily think of any occasion where we have been hugely challenged.
We
have had periodic opportunities to politely correct clients, as well as admit
our own faults, gaps and deficiencies and honestly address them.
We
have periodically elected to stop working with clients and conversely redo work
or redouble our efforts where clients and/or we have not been happy with our
outputs. We have occasionally complained about unethical behaviour inflicted on
us, at the highest possible forums.
Q6) What needs to be done in the
professional workplace to inculcate highest ethical morals and values in the
organization and especially among new entrants?
Ans 6) It’s important for the
Board, CEO and top management team to reinforce commitment to high ethical
standards. Everybody has to walk the talk.
I’ve
noticed the practice gradually becomes infectious and many of us in the
management team now consistently identify and uphold right and appropriate
behaviour. We frequently correct each
other, if any of us falter.
The
emphasis the organisation places on ethical behaviour has to be communicated on
Day#1 at the time of induction and orientation.
