MB#49: 𝙏𝙝𝙚 𝙏𝙝𝙧𝙚𝙚-𝙏𝙞𝙚𝙧 𝙎𝙮𝙨𝙩𝙚𝙢: 𝙈𝙮 𝙁𝙖𝙩𝙝𝙚𝙧'𝙨 𝙀𝙣𝙜𝙞𝙣𝙚𝙚𝙧𝙞𝙣𝙜 𝙖𝙣𝙙 𝙈𝙖𝙣𝙖𝙜𝙚𝙢𝙚𝙣𝙩 𝙇𝙚𝙜𝙖𝙘𝙮.

[MemoirBlogthon#49] As the Superintending Engineer for the Roads & Buildings Department's mechanical circle across Andhra Pradesh, my father mastered systems management (like his innovative three-tier maintenance) but prioritized people management. I witnessed his philosophy firsthand when he addressed a highly corrupt officer not with punishment, but with two hours of private counseling, proving that leadership rooted in dignity and respect builds relationships that last longer than any official routine.

MB#49: The Three-Tier System: My Father's Engineering and Management Legacy.

As the Superintending Engineer for R&B machinery across Andhra Pradesh, my father mastered systems management (like his innovative three-tier maintenance) but prioritized people management. I witnessed his philosophy firsthand when he addressed a highly corrupt officer not with punishment, but with two hours of private counseling, proving that leadership rooted in dignity and respect builds relationships that last longer than any official routine.

My father, Sri Susarla Subrahmanya Sastry, built his career on two foundations: technical mastery and unwavering trust. This dual approach was essential during the 1980s when, as a Superintending Engineer, he headed the Transport and Machinery Circle, having jurisdiction over the entire Roads & Buildings (R&B) Department machinery across Andhra Pradesh. His charge included assets worth several crores of rupees and control over five regional workshops across the state, managed by scores of executive engineers and staff. It was a tough job that required constantly monitoring people, places, and performance.

The System: Technical Mastery Over Austerity

My father's key role was admired because he represented the very existence of his circle, often against government austerity measures that favored closing the department. To prove the circle's necessity, he introduced a systematic approach to maintenance that became a model for other states:

He shaped the field maintenance schedules with a three-tier system:

1. Regional Workshops: Conducted major repairs.

2. Field Workshops: Conducted minor repairs on-site.

3. Field Machinery Service Vehicles: Conducted periodical servicing right in the field.

This system drastically reduced machinery breakdowns, increased the utility period, and minimized costly repairs. Furthermore, he introduced the "Cardex" system for codifying information on the total history sheets of the entire R&B machinery. This methodical approach gave him the data needed to defend his circle's operation effectively to the chief engineer.

The Management: Dignity and Counseling

While the technical system was admired, his style of managing people was legendary. His advice to me was direct: "Your colleagues may feel proud of you or jealous. Your staff working under you may go in the wrong direction; you must always take corrective steps."

I witnessed this corrective approach firsthand. I overheard him discussing a highly corrupt executive engineer—an officer known for soliciting extensive cash bribes for contracts and purchases and even staff leave applications. Instead of immediately writing an adverse conduct report, my father directed the officer to come to our home.

I saw my father take the man to the terrace for a two-hour, one-on-one counseling session. The talk was private, but I later learned he had warned the officer that his career would be seriously jeopardized if he didn't stop. While leaving, the officer profusely thanked my father, stating the counseling was "helpful and timely."

This was my father's style: soft, yet dignified correction of errors or mistakes.

The real-world reciprocation I saw proved the success of this approach. Many subordinates and co-engineers who received promotions or increments would wait long periods just to meet him. More tellingly, every January 1st, people used to throng to our house from far-off places with fruits, calendars, and diaries. It wasn't about flattery; it was genuine regard.

My siblings and I had joyful moments taking inventory of the New Year gifts, but the larger lesson for me was invaluable. His style of managing people—maintaining relationships irrespective of cadre, his judicious approach in case of disciplinary need, and his cordiality—are lessons I have tried to implement throughout my career, whether in employment or self-employment. The trust he built through respect was more effective than any punitive measure.

MB#49: Quiz

MB49: Question: How did the father choose to address a highly corrupt officer, prioritizing people management over official routine?

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• A. He reported him to higher authorities.
• B. He issued a formal written warning.
• C. He gave him two hours of private counseling.
• D. He demoted the officer immediately.

MB#49: Quote

"The greatest leader is not necessarily the one who does the greatest things. He is the one who gets the people to do the greatest things." – Ronald Reagan