Growth, Responsibility & The Cobra Effect: Insights – 15th March, 2025
A Walk, A Lesson
Last night, after dinner, I took my routine walk. Walking helps me unwind, but I also keep my eyes open—there’s always something to learn, some moments to capture.
Under a streetlight, I saw a security guard. He was sitting on a stool, focused, writing something in a notebook. Curious, I asked him what he was doing.
"I am preparing for an exam," he replied.
That moment stayed with me. We are all learners. We all strive to grow, no matter our position, no matter the time or place.
Morning Meeting: 1% Growth, Every Day
I shared this incident with my team in the morning talk.
"We always try to learn and grow. Education is the key to growth."
Then, I reinforced the "1% improvement daily" concept. Small, consistent progress compounds into major transformation over time.
"If you improve by just 1% every day, in a year, you’ll be 37 times better than where you started."
I let that thought settle in. The nods in the room told me the message had landed.
HOD Meeting: Fresh Blood, Fresh Momentum
With new HODs in Mechanical and Process, things are picking up speed. This is exactly why we need fresh talent regularly. New minds bring new energy, new ideas, and fresh perspectives.
Now, my focus is on helping them take full control of their respective departments—because only when they own their roles completely can we expect better 3M output (Manpower, Machinery, and Materials).
Leader vs. Boss: A Pointless Debate?
Some debates never die. Social media keeps fueling discussions like "Leader vs. Boss." It’s one of those trendy topics that keep circulating without much substance.
But with experience and maturity, you learn to ignore these pointless narratives.
For me, the simplest definition is:
"A leader is a boss with empathy."
Everything else is secondary. If you have empathy, you are a leader, not just a boss.
Near-Miss Reporting: The Cobra Effect
Safety is a mindset, not just a rule.
We formed a team of five—including me and our Safety Officer—to address an issue: Near-miss incidents are not being reported. Right now, reporting is at zero.
A near-miss is like a cobra. It can bite anytime, anywhere. But people assume that catching cobras is the responsibility of "the Cobra-Catching Officer"—not theirs.
How do we change this mindset?
I shared a well-known story:
In a large city, cobras were everywhere. The administration struggled to control them. So, they came up with an idea—a reward for each cobra caught or killed.
It worked. People started catching cobras. But then, something strange happened—the number of cobras increased!
The administration was puzzled. Investigation revealed that people had started breeding cobras to claim the rewards!
This is now known as "The Cobra Effect"—when an incentive backfires and creates the opposite of the intended outcome.
So, should we declare a reward for near-miss reporting? Would it motivate people or lead to "cobra breeding"—false reports just to win rewards?
A better approach is recognition, not just rewards.
Who should be Employee of the Month?
Not a random selection. The right choice is:
✔️ Someone who prioritizes safety.
✔️ Someone who follows all safety rules, ensuring their own and others' well-being.
✔️ Someone who leads by example.
✔️ Someone who proactively reports near-misses.
That’s how we encourage genuine safety culture, not just numbers. We’ll meet again on Monday to refine our approach.
Night Shift Monitoring: Changing the Approach
There are several administrative issues in our plant—especially during night shifts.
- Some team members are not performing their duties.
- Theft incidents have been reported.
So, starting today, we are deploying two expat team members at night. They have a clear checklist to follow.
One clear instruction I gave them:
"No taking photos of sleeping workers. Just wake them up and guide them."
We will follow this approach for 2-3 days and assess the impact. The goal is to correct behavior, not just catch mistakes.
Operations: Line#2 is Running
The most important update: Line#2 is operational.
With clear priorities in place, manpower optimization in progress, and a renewed focus on safety, we are steadily moving forward.
This was March 15th—a day of learning, leadership, and taking responsibility.
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