Freedom Without Force: When Support Isn’t Enough | Diary Entry - 14th May 2025
Another early morning. Another skipped meeting.
Instead, I did what I always do when my gut takes the lead - I walked into the plant. Not aimlessly, but seeking... something. Clarity perhaps, or confirmation.
The plant was quiet in its own noisy way. Machines humming, people moving, but somehow, there’s still a void - of energy, purpose, ownership.
I ended up in the CCR, again. It’s fast becoming my morning base camp. There's something grounding about sitting beside the operators, reading the pulse of the plant from screens and sounds, not just reports and WhatsApp messages. This is where the real plant lives - not in emails, not in conference rooms.
But then comes the disappointment - again.
DPM: dry, uninspired, a routine rehearsal. Messages in the production group are being seen like decorative notices on an old bulletin board - unread or ignored. Not even a ‘noted’ reply. Everyone seems to be sailing their own boat, avoiding eye contact with the idea of collective responsibility. It’s painful to watch islands growing in what should be a united map.
For lunch - at least today, I did eat. A small portion. But I can’t help but notice how this hunger feels different. It’s not of food. It’s for action, for alignment, for the day when you feel that everyone around you is pulling in the same direction.
In the technical corner - there was a tiny glimmer.
I instructed to arrange a three-point draft measurement for the bottom cyclones. A small but urgent step towards truly diagnosing the jamming tendencies. At least if we have proper data from three strategic points, we can isolate root causes faster.
But honestly - I’m not very hopeful that the job will be completed today. Not because the work is too complex. But because the way of working here is too slow, too unbothered. This culture of indifference is more dangerous than any machinery failure.
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As I reflect, I cannot help but compare my journey:
In 2018 at Hills Cement, I was still learning. I lacked experience but had spirit - and the management had clarity. That combination was enough to bring visible improvements.
In 2022 at Amrit Cement, I was sharp, confident, and deeply connected with the plant. I had the freedom to think beyond the box - and it showed in the results.
And now?
I have all the experience, all the exposure.
Here, the management is fully supportive. I’ve been given complete freedom. Yet things are crawling. Why?
The answer lies in “M - Man” from the 6M Framework.
The people.
Not bad people. Not unskilled. But somehow misaligned. It’s not just a training issue. It’s not even about motivation alone. There’s something deeper - possibly generational fatigue, lack of trust, fractured leadership over years.
Yes, it’s a long story. And perhaps I need to start writing that chapter too.
For now, I take one step at a time.
Because maybe the plant doesn’t need a hero. Maybe it needs a gardener - someone to prune, plant, and patiently wait.
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Key Points of the Day - 14th May 2025:
1. Skipped morning meeting intentionally; started the day walking in the plant and engaging with CCR team.
2. DPM was uninspiring, with little to no response from HODs on Production group messages.
3. Lunch was light but not skipped - small wins in self-care.
4. Directed installation of a three-point draft measurement system for bottom cyclones to diagnose cyclone jamming tendency more accurately.
5. Reflected deeply on past roles at Hills and Amrit Cement, drawing contrasts with current scenario.
6. Identified that the major bottleneck is the "Man" factor - lack of engagement, unity, and urgency.
7. Recognized the freedom and support from management as a positive, but questioned the internal inertia of the team.
8. Contemplated shifting strategy from leading like a commander to nurturing like a gardener.
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