Chak De! – Use right experience at the right moment and place!

CHAK DE, the Bollywood flick imparted great lessons. The final hockey match made it very clear that using the right experience at the right moment can turn a losing game to a marvelous victory.

Here is a case in point, wherein proper experience mapping helped retain a highly experienced team member, who had already submitted his resignation letter.

The unexpected resignation letter from the senior most team member “John” [*name changed] left the management worried about the ongoing projects. John had good knowledge about these projects and there was no other team member with his level of experience. After hours of discussion with him, it was felt that John was adamant on leaving the organization. Thus, his resignation was accepted.

The worries of losing the good clients because of this led management to dig deeply into the matter and see what could be done to retain him. The time for this was very short, equivalent to notice period for John.After acceptance of the resignation letter, John didn’t speak much about his concerns so all the effort was to be done by the management.

Everything seemed to be right until a question from one of the managers took everyone to an entirely new tangent of thought process.

The question was “Was John’s experience being capitalized on? Did he feel that he was doing some value add to the team/project/himself and the organization“?

John had more than 5 years of experience.  However, he was given a role wherein his experience and existing knowledge couldn’t be used at all. He seemed to have no scope for further learning or doing a value add to the project/organization. The situation became very clear. After a deeper analysis, it was felt that although there was a good mix of people in the team, the job and skill set/experience mapping was not done properly. Wrong players were put at the wrong positions!

After lot of thought and effort, inter-project transitions were carried out [though not all at once, keeping projects’ interest in consideration]. More ownership was given to the senior members while also allowing space and opportunities to the junior members of the team.

Management called in John and offered him to take on a higher role. He was clearly explained the potential that it had for John’s learning and growth as well. Although little reluctant, John accepted it on the condition that he’ll work on that role for 2-3 weeks and if not satisfied, he’ll go ahead with his resignation. Those 2-3 weeks on the new role changed John’s mindset completely. Although he couldn’t use all of his experience in the new role, he had lot of scope for further learning, more ownership and responsibility.Now it has been 2 years that he’s still a part of that organization and taking care of bigger and better projects!


For more lessons from CHAK DE, check out my other post on this blog:


3 Responses

  1. Every human has the potential to perform more than 100%. But, we do not have the inner call or the inclination to tap this energy within ourselves. Preet’s positioning of the “drive” which was portrayed in Chak De is the right perspective and path to imbibe and forge ahead to victory.

  2. Good thought… one of the most important need for people is to feel that they are useful.


  3. Insightful based on the analogy from Chak De!!

    For any organization to become “Good to Great”, the management team needs to identify strengths of individuals with promising potential and nurture them. Easier said than done. Here too, only because John presented his resignation, was the matter looked from another angle to retain him, hence it was a “Reactive” and not a “Proactive” response to real world potential.

    It looked like as if John did not find true purpose for his presence in the organization and it holds true for every individual in any organization in any capacity to identify his or her fit in the company. Hence, its the individuals responsibility as well to find his or her place among others in the organization.

    The only way for a Leader to retain his best employees is to keep observing and learning their strengths and weaknesses and channelize work accordingly.

    In conclusion, I say, the responsibility is equally divided between the employee and the employer to find a mutual ground.

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