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I thank you for visiting my website and providing valuable feedback, it is kind request that whenever you leave a comment, also you leave your contact details if you want me to respond back. This morning I received  an email from one visitor who has read my article and had requested some additional information, however, there were no contact details provided in order for me to touch base with them.

Thanks & Best regards,
Shravan

Whizkid Sahith has made quite a presence in web world with email id, impressive orkut profile, own website at www.sahith.org.

Prabha has started a blog for Siddhu at http://siddustories.blogspot.com/, as there was no post from me on Siddhu for quite some time.

This is an excerpt from APJ Abdul Kalam interview @ Wharton which I really liked...(CCP from other Wharton website).

Any leadership requires that the leader have six traits. First, the leader must have vision. Without vision, you cannot be a leader. Second, the leader must be able to travel into an unexplored path. Normally the tendency is for people to travel along well-laid out ways. Third, the leader must know how to manage success, and even more importantly, failure, the fourth trait is that the leader should have the courage to make decisions. Fifth, the leader should have nobility in management. Every action of the leader should be transparent. And finally, the leader should work with integrity and succeed with integrity.

India Knowledge@Wharton: Could you give an example, from your own experience, of how leaders should manage failure?

Kalam: Let me tell you about my experience. In 1973 I became the project director of India's satellite launch vehicle program, commonly called the SLV-3. Our goal was to put India's "Rohini" satellite into orbit by 1980. I was given funds and human resources -- but was told clearly that by 1980 we had to launch the satellite into space. Thousands of people worked together in scientific and technical teams towards that goal.

By 1979 -- I think the month was August -- we thought we were ready. As the project director, I went to the control center for the launch. At four minutes before the satellite launch, the computer began to go through the checklist of items that needed to be checked. One minute later, the computer program put the launch on hold; the display showed that some control components were not in order. My experts -- I had four or five of them with me -- told me not to worry; they had done their calculations and there was enough reserve fuel. So I bypassed the computer, switched to manual mode, and launched the rocket. In the first stage, everything worked fine. In the second stage, a problem developed. Instead of the satellite going into orbit, the whole rocket system plunged into the Bay of Bengal. It was a big failure.

That day, the chairman of the Indian Space Research Organization, Prof. Satish Dhawan, had called a press conference. The launch was at 7:00 am, and the press conference -- where journalists from around the world were present -- was at 7:45 am at ISRO's satellite launch range in Sriharikota [in Andhra Pradesh in southern India]. Prof. Dhawan, the leader of the organization, conducted the press conference himself. He took responsibility for the failure -- he said that the team had worked very hard, but that it needed more technological support. He assured the media that in another year, the team would definitely succeed. Now, I was the project director, and it was my failure, but instead, he took responsibility for the failure as chairman of the organization.

The next year, in July 1980, we tried again to launch the satellite -- and this time we succeeded. The whole nation was jubilant. Again, there was a press conference. Prof. Dhawan called me aside and told me, "You conduct the press conference today."

I learned a very important lesson that day. When failure occurred, the leader of the organization owned that failure. When success came, he gave it to his team. The best management lesson I have learned did not come to me from reading a book; it came from that experience.