Ratan Tata: Value-Centred Leader

 "I admire people who are very successful. But if that success has been achieved through too much ruthlessness, then I may admire that person, but I can't respect him." ~ Ratan Tata

The world is often dazzled by power and profit. But Ratan Tata stood apart. He was not just a titan of industry. He was a gentleman of grace. Of humility. Of unwavering values.

His life is not just a tale of corporate triumph; it is a living testament to the quiet strength of character.

After earning his degree in architecture and structural engineering from Cornell University, and working briefly in the United States, Tata returned to India at his grandmother’s insistence. He joined the Tata Group not as a privileged heir, but as an ordinary engineer—working shoulder to shoulder with shop-floor workers and supervisors. He earned their respect not through authority, but through camaraderie.

From these humble beginnings, he rose to become Chairman of the Tata Group, steering it through transformative change. He reorganized subsidiaries, exited non-core businesses, and focused on building a globally competitive enterprise. His leadership was marked by trust in people, delegation of responsibility, and quiet conviction.

Tata’s values were not negotiable. He refrained from entering certain government mega-projects where conditions clashed with his ethical standards. His ascent was powered not by ambition alone, but by vision, discipline, and a deep sense of responsibility.

Under his leadership, the Tata Group expanded globally, acquiring iconic companies like Jaguar Land Rover and Corus Steel, and saw a tremendous rise in profitability.

He was featured on the cover of Forbes, interviewed by leading journalists, and invited to speak at prestigious institutions—Stanford among them.

Beyond business, Ratan Tata was a generous philanthropist. He donated $50 million each to Cornell University and Harvard Business School—his alma mater. His contributions to Indian hospitals, educational institutions, and social causes are countless. But what moved me most was his love for his German Shepherd, Tommy. In his will, he ensured ₹12 lakh was allocated for Tommy’s care. That gesture speaks volumes about his heart.

He was a great patriot, deeply devoted to his motherland. He was awarded the Padma Vibhushan, India’s second-highest civilian honour—not just for his business achievements, but for the values he upheld.

I still remember watching him on Rendezvous with Simi Garewal. There he was—soft-spoken, composed, and deeply human. His responses to personal questions, especially about marriage and children, were marked by rare honesty. He admitted he once longed for companionship, but eventually found peace in solitude and freedom from familial responsibilities. When he spoke of the loneliness he felt after stepping down from the Tata Group at 75, it wasn’t self-pity—it was a dignified reflection of a man who had given his all.

He once wrote to J.R.D. Tata, “You have set the highest standards of integrity I have ever seen in the manner in which you conducted yourself.” On that same show, Simi Garewal turned those words back to him, saying, “The same applies to you.” Her words echo my own sentiments.

Ratan Tata lived his values. He was honest with others because he was honest with himself. A man of vision, humility, and steel-like will, his life is an enduring inspiration for the corporate world.

His life reminds us that success without values fades, but values with success endures as legacy!

Dr. Mahendra Ingale @ October 30, 2025

(Value Based Leadership, Publishing soon)

#RatanTata #ValueBasedLeadership #LeadershipReflections #PhilosophyOfLeadership

Value-Based Leadership for Organaisations

Leadership is as ancient as humanity itself. Long before institutions and ideologies, leadership emerged from necessity—a primal instinct to survive, organize, and protect. And Einstein reminds us, true leadership is not about success, but about value.

In early human groups, the leader was not elected by vote, but chosen by virtue: Strength of body, clarity of mind, and courage of heart. He stood as protector, administrator, and guide—enforcing rituals, resolving disputes, and navigating threats from rival clans. His authority was not self-imposed; it was bestowed by the group. In return, he was granted respect, symbolic luxuries, and the fulfillment of his need for power—not as domination, but as responsibility.

As civilizations evolved, so did the nature of leadership.

No longer confined to brute strength or tribal wisdom, leadership became a dynamic, multifaceted phenomenon—shaped by psychology, social behavior, and the expanding frontiers of knowledge. Disciplines like anthropology, medicine, technology, and artificial intelligence have all left their imprint on leadership theories and practices.

Today, leadership is understood through two interwoven dimensions:

1. The Skill Dimension

These are the visible, learnable traits that shape influence:

• Communication and negotiation

• Conflict resolution and interpersonal finesse

• Body language, attire, and the subtle art of presence

2. The Psychological Dimension

This is the invisible architecture of leadership—rooted in values and inner drives:

• Motivation and organizational commitment

• The need for achievement and self-actualization

• Eternal values like integrity, empathy, and service

These traits define not just what a leader does, but who a leader is.

While skills can be taught, values must be cultivated. They form invisible architecture of leadership.

Value-Based Leadership:

Value-based leadership begins with the self. It asks: What do I stand for?

It is rooted in authenticity, where personal and organizational values—like empathy, service, innovation, or sustainability—guide decisions and behavior. Such leaders inspire trust because they are consistent. They do not wear masks. Their actions echo their beliefs.

In today’s volatile world, value-based leadership is essential. It humanizes institutions, restores dignity to decision-making, and fosters cultures where people feel seen, heard, and valued.

Value-based leadership is no longer a noble ideal; it is a moral imperative. It is the compass that guides us through ambiguity. The anchor that steadies us in storms of change. Such leadership does not seek applause—it seeks alignment with truth. It does not command—it inspires. It does not exploit—it elevates.

Living Examples:

In her insightful article “What Is Value-Based Leadership?” published in SUCCESS (May 20, 2025), author Joy Ogide affirms that value-based leadership is not an abstract ideal—it is a living practice.

She writes:

“The most effective value-based leaders show authenticity and anchor their decisions in four non-negotiable principles: self-reflection, balance and perspective, true self-confidence, and genuine humility. The leaders align decisions and behaviour with core values, building trust and purpose. ”

To illustrate this, Ogide cites Satya Nadella, CEO of Microsoft, whose leadership transformation is widely recognized. When Nadella assumed leadership, he reshaped the organization’s culture by fostering empathy, collaboration, and continuous learning. His belief that “empathy makes you a better innovator” became a cornerstone of Microsoft’s renewed identity.

Ogide also references Jacinda Ardern, former Prime Minister of New Zealand, as an example of values-driven leadership. While political leadership can be subject to diverse interpretations, Ogide highlights Ardern’s emphasis on kindness, unity, and transparency as reflections of shared human values.

Value-Based Leadership for Organisations:

Organisations are living entities! They breathe, they respond, they evolve! Their behaviour can be studied—not just through data, but through the values they embody.

From the outside, I have watched business organisations unfold. I have seen their strengths, their blind spots, and their rhythms—without bias, without agenda. For over four decades, I stood at the source - shaping the human resource that fuels these entities. Not from boardrooms, but from classrooms and corridors. I know their aspirations, their anxieties, and their untapped potential.

Leadership, to me, is not measured in profit margins or customer metrics. It is measured in values. The value-based leaders do not merely manage systems—they nurture souls. They develop organisations by developing the people within them. They do not separate growth from goodness.

Once a person decides to walk the path of value-based leadership, the rest becomes accessible. Information can be gathered. Knowledge can be acquired. Skills can be trained. But values must be chosen. They must be appreciated.

Appreciation is the first step. It is the silent shift from ambition to authenticity. When a leader appreciates the principle of value-based leadership, they begin—consciously and subconsciously—to live it. And when values are lived, organisations transform.

This is not a manual, but a mirror of reflection that I am gifting to you!

Dr. Mahendra Ingale @ Pune on Oct 28, 2025

(Value Based Leadership, Publishing soon)

#ValueBasedLeadership #AuthenticLeadership #LeadershipValues #EthicalLeadership #LeadershipWisdom #OrganisationalBehaviour #MahendraWrites

Standing Tall in the Storm

“The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”— Dr. Martin Luther King Jr.

Leadership is not truly tested in times of ease -it is  tested in the moments of adversity. In adversity, leadership is tested —and character is revealed. In such moments, the leader must not only hold his own ground but also become the ground on which others can stand.

A courageous leader accepts setbacks without surrendering dignity. He does not panic. He does not retaliate. Instead, he uplifts the morale of his people, even when his own spirit is under siege. His followers look to him not merely for strategy, but for strength. They believe, “He will sail us through.”

This belief is not born of charisma alone. It is rooted in the leader’s inner strength, his values, his clarity of purpose, and his ability to remain calm when the world around him trembles.

What sustains a leader in such crucibles is not applause, but alignment. His belief system, forged through years of reflection and experience, becomes his compass. It helps him navigate not only external threats but internal temptations—of ego, fear, and compromise.

Competitors may celebrate his fall. Critics may misread his silence. But the leader remains anchored—calm, focused, and quietly preparing for the next stride.

Every leader has to confront two questions in his life:

•For what do I live?

•For what would I die?

When eternal values are at stake, these are the questions which arise. Heads of state and heads of organizations often face such dilemmas. Those who refuse to compromise on these values may suffer in the short term, but history often vindicates them. Their followers return, not out of loyalty alone, but out of reverence.

While these reflections are often associated with political leadership, their relevance is universal. The crucible of leadership appears in many forms:

• Political Leaders: Those entrusted with leading a nation, carrying the hopes of millions, and challenging unjust systems. Their decisions shape history and sovereignty.

• Organizational Leaders: CEOs, founders, and executives who must protect the integrity and survival of the organisations. They face market pressures, ethical dilemmas, and internal crises.

• Educational Leaders: Vice-chancellors, principals, and academic heads who shape minds and institutional culture. They often navigate pressure from student and teachers’ organisations,  political interference and value conflicts.

• Social Movement Leaders: Activists and reformers who mobilize people for justice and equity. Their strength lies in conviction, resilience, and the ability to inspire through adversity.

• Spiritual and Cultural Leaders: Gurus, philosophers, and artists who guide society’s moral compass. Their values and preaching are challenged by different sects and school of thoughts.

• Military and Strategic Leaders: Generals and commanders who must balance national security with ethical warfare. Their decisions often involve sacrifice and long-term consequences.

• Civic and Bureaucratic Leaders: Administrators and diplomats who uphold constitutional values amidst systemic inertia and political pressure.

In each of these domains, the leader must act not only with authority but with authenticity. He must be a statesman, capable of negotiation, compromise, and foresight. But there are lines that must never be crossed: the sovereignty of a nation, the survival of an institution, the sanctity of values.

In moments of crisis, the leader must negotiate—not just with others, but with reality. He must minimize damage, uphold dignity, and act with statesmanship. This is not weakness—it is wisdom.

He listens to advisors, but the final decision rests on his shoulders. And often, only he knows the full gravity of the situation. The leader must be prepared—not with a script, but with a soul that has rehearsed the questions of life and death, of values and compromise. His experience becomes his shield. His wisdom, his sword.

He knows that leadership is not about being right—it is about being rooted. Not about being followed—but about being worthy of being followed.

Leadership often demands quiet endurance. During my own journey, my resilience and decision-making abilities were tested many times. In those moments, I chose calm over reaction, conviction over compromise. The gravity of the situation was known only to a few—sometimes, only to me.

Years later, in conversations with colleagues, I heard a recurring sentiment:

“We were not aware that the situation was so grave. We came to know about it after many years.”

A true leader protects his followers. He stands tall- like a rock, absorbing the heat, shielding others from the flames. He does not let the fire reach those behind him. That is true leadership. That is Value Based Leadership!

 Dr. Mahendra Ingale @ Pune on Oct 26, 2025

(Value Based Leadership, Publishing soon)

#ValueBasedLeadership #LeadershipInAdversity #StandTallLeadStrong #LeadWithConviction #ResilientLeadership #LeadershipLegacy #PurposeDrivenLeader #InspiredByValues

Living Beyond Success…

“We have to be good all the time. We cannot afford not to be.” -  The Royal Navy Way of Leadership by Andrew St George.

Human development is a layered journey—beginning with the values instilled in childhood and evolving through education, professional life, and personal introspection. At each stage, the individual absorbs, questions, and refines their understanding of the world and their place within it.

Upbringing begins at home. Parents impart family values—love, discipline, honesty, and respect—through teaching, example, and emotional presence. Children learn not only by instruction but by observing behavior, absorbing conversations, and engaging with digital media that now permeates daily life.

As children enter school, they encounter a broader social framework. Teachers, alongside academic instruction, introduce values like fairness, cooperation, and civic responsibility. School becomes a training ground for navigating relationships, rules, and societal expectations.

Teenage years bring self-awareness and a desire for independence. Adolescents begin to challenge the values they've inherited, comparing them with personal experiences. This phase may involve rebellion, but it also sparks ambition. Many focus on academics, recognising that success in examinations leads to admission in prestigious institutions and opens doors to careers in engineering, medicine, law, or other fields. This pursuit is not merely personal—it reflects the aspirations of family and society.

Achieving professional success is a moment of pride—for the individual and their family. It is the culmination of years of effort, sacrifice, and resilience. The confidence gained through professional accomplishments fuels further growth. Financial stability enables the fulfilment of family responsibilities—from education and healthcare to housing and social commitments. This phase brings a sense of fulfilment, dignity, and societal respect.

Upon entering the professional world, individuals encounter a new value system shaped by organisational goals. In business, profit is paramount. Innovation, creativity, product development, marketing, and employee satisfaction are valued—but often secondary to financial performance. Professionals undergo training that emphasises Management by Objectives (MBO), aligning personal goals with organisational aims. This alignment is crucial for career advancement and organisational development.

Yet, this environment can challenge one’s internal value system. If a professional has cultivated clarity through reading, mentorship, introspection, and purposeful living, they remain grounded. Their values act as a compass, guiding them through ethical dilemmas and competitive pressures.

Professional life is a significant chapter—but not the final one. Beyond success lies the deeper question: How do I live meaningfully? Eternal values—love, gratitude, empathy—become central. These values enrich personal life and empower one to uplift others.

Recently, a U.S.-based acquaintance of mine—who had risen to a senior leadership position in a global credit risk firm serving infrastructure, aerospace, and maritime sectors—chose to take voluntary retirement. In a remarkable shift from corporate life, he now helps visually impaired children to learn. His journey stands as a testament to how enduring values—compassion, empathy, and service—can lead not only to profound personal satisfaction but also to meaningful societal contribution.

True fulfilment comes not only from what we achieve, but from what we give.

Professional success builds pride. Personal values build a legacy.

Success is a milestone. Meaning is a journey. Let us live beyond success!

Walk Straight, Walk Firm

Leadership does not always begin with talk. Sometimes, it begins with walk. 

How you talk and how you walk both plays a vital role when you are in a leadership position.

While walking, keep your back straight, your head high, and your gaze forward. This posture doesn’t just signal confidence; it expands your vision. When the spine is upright and lungs are open, the breath flows in rhythm.

Move in rhythm. Let your arms swing naturally—stretched below, moving forward and backward in sync. Walk fast and steadily, but never in a hurry. Each footstep should land firmly, as if marking your commitment to the path ahead. This pace saves time, yes—but more importantly, it signals focus. Observers sense that you have important tasks to accomplish and that you walk with purpose.

Speak while walking, but don’t stop. Colleagues may interact with you. Respond with warmth—a brief glance, a few words—but maintain your rhythm. Leadership is not about stopping to explain; it’s about moving forward while remaining accessible.

Know you’re being watched. Your walk is a silent speech. Students, peers, and strangers observe your posture and gesture. They draw inspiration from your steadiness. Walk as if you are entrusted with something greater… greater than yourself!

Wear shoes that support your stride. Good footwear matters. Brands like Skechers, with its heel offer a subtle spring, help you move forward comfortably. Feel the pressure on your toes; it propels you forward. Let your shoes become silent allies in your journey!

Practice daily. Exercise keeps your posture upright and your stride strong. Walk on a track, walk with awareness, walk with pride. Over time, walking becomes not just a habit, but a mark.

I had the privilege of walking alongside great leaders from academia, industry, and politics. Those are the moments of pride. But more than those, I remember my daily walk through the 500-foot corridor of my institute. Back straight. Head high. Eyes forward. I knew it would inspire my students and colleagues. And it did. One of my students recently reached out, recalling how my walk inspired him.

So when you walk, walk with pride.

Pride in your integrity.

Pride in values.

Pride in walking the talk.

Dr. Mahendra Ingale @Pune on Oct 24, 2025

(Value Based Leadership, Publishing soon)

आठवणींच्या लाटांवरून...

१.

शाळेत असताना, मुंबईला सहल गेली होती .

मी जाऊ शकलो नाही.

"नाराज होऊ नकोस... तुला पुढे मुंबईला शिकायला जायचं आहे,"

हे शब्द हृदयपटलावर कोरले गेले.

२.

मुंबईत आलो तेव्हा—

जुहू बीचचा किनारा असलेला समुद्र माझा होता.

आताही आहे—तेव्हा अधिक होता.

दूरवर समुद्राला भेटणारे क्षितिज माझं होतं.

आताही आहे—तेव्हा अधिक होतं.

स्वप्नांना आकार देणारे Bhavan’s आणि SPCE आवडले.

स्वतंत्रतेचं पहिलं पाऊल हॉस्टेल अधिक आवडले.

स्टर्लिंग आणि एक्सेलसिअर थिएटर आवडले.

इंग्रजी सिनेमा बघायला येणारे लोक अधिक आवडले.

दिल्ली दरबार आवडले. व्हाइट चिकन अधिक आवडले.

छत्रपती शिवाजी महाराज टर्मिनल आवडले.

सामान आवरत गाडीचा शोध घेणारे प्रवासी अधिक आवडले.

नंबरनुसार धावणाऱ्या डबल डेकर बसेस आवडल्या.

त्यात बसून आणि उभं राहून प्रवास करणारे लोक आवडले.

आभासी विश्व निर्माण करणारी फिल्म सिटी आवडली.

तेथे लीलया वावरणारे कलाकार अधिक आवडले.

वानखेडे स्टेडियम आवडलं.

विक्रमवीर क्रिकेटपटू अधिक आवडले.

३.

मंत्रालय आणि विधान भवन आवडलं.

त्या समोरील आमदार निवास अधिक आवडलं.

मलबार हिलवरील बंगले आवडले. 'वर्षा' ही आवडला.

त्यात रहिवासी येतात, जातात—म्हणून अधिक आवडला.

समुद्राच्या लाटांशी खेळणारं गेटवे ऑफ इंडिया आवडलं.

त्या समोरील ताज अधिक आवडलं.

अरुण साधूंचं ‘मुंबई दिनांक’ आवडलं. ‘सिंहासन’ अधिक आवडलं.

जॉनी वॉकरचं ‘ये है बंबई मेरी जान…’ आवडलं.

त्यातील वास्तव अधिक भिडलं.

काही चेहऱ्यांची, काही बिनचेहऱ्यांची माणसं येथे भेटली.

बिनचेहऱ्यांची लोकलमध्ये जास्त भेटली—ती ही आवडली.

४.

मुंबईने प्रेम दिले, लाटांनी खेळविले, क्षितिजाने स्वप्नं दाखविली,

तरी येथे का थांबलो नाही?

चेहरा हरवून, बिनचेहऱ्याचं होऊ असे वाटले म्हणून थांबलो नाही का?

थंडगार, मऊशार वाळूवरून चालताना हा प्रश्न पडतो,

आणि त्याचं उत्तर समोरील समुद्रासारखंच असतं—

गूढ, खोल, आणि सतत बदलणारं!

महेंद्र इंगळे 

Speak Your Own Words, Not of Others

Leadership today isn’t about commanding followers. It’s about walking together—where every step is shared, and every voice matters.  In meetings, public forums, or moments of crisis, you may be surrounded by colleagues—some with greater responsibility or longer tenure than you. Yet in that moment, you carry the voice of the organization.

So what should you speak?

Speak your own words.

Not borrowed jargon. Not rehearsed brilliance.

Not words to impress. But words that belong to you.

And words that people understand.

Speak the language of your colleagues—with your own words.

Your message should be clear, audible, and honest.

No exhibition of vocabulary. No performance of intellect.

Just clarity, conviction, and care.

Look through the eyes of those listening.

Don’t stand above—but with them. Sometimes behind them.

Don’t just inspire—challenge.

Don’t dominate—support.

And when you speak, let the audience know who you are.

Not through titles or achievements, but through the tone of your voice,

the temperament of your presence,

and the honesty with which you share your experiences.

Speak not just with your voice—but with your eyes.

Let your hands and shoulders, your cheeks and chin, carry the message too.

Let your presence say: “I am with you.”

When you invite people to take on a challenge,

your words should carry the weight of assurance:

“I stand behind you. And I will walk with you.”

I’ve practised this for years. And the results have been remarkable.

I spoke with my own words, with earnest zeal.

And my colleagues responded.

They withdrew from association elections to support a shared vision.

They worked late hours—even during Diwali—to meet the scholarship disbursement targets.

They rose to challenges.

During a thunderous downpour, I saw a woman colleague take charge during a hazardous transformer explosion on campus-umbrella in one hand, the other raised with calm, commanding instructions.

Leadership is not a costume. It’s a posture. It’s a presence.

It’s a promise—delivered through every word.

Hence I reiterate: Speak your own words, Not of Others

Dr. Mahendra Ingale @ Pune on Oct 23,  2025

(Value Based Leadership, Publishing soon)

#SpeakYourOwnWords  #ValueBasedLeadership #HowLeadersWalkAndTalk #LeadershipWithPresence #InspiredByExperience #MahendraWrites

Dear Teacher,

 Dear Teacher,

You are an English teacher in a prestigious government institute.

Feel proud of it.

You have worked—and continue to work—with committed people.

Feel proud of that too.

Soon, you will earn your Ph.D. and be titled Dr.

But remember: Dr. is not merely a title.

It is a responsibility.

A great responsibility.

Dear Teacher, Marathi is your mother tongue.

And I know you love it as I do.

You learned English as part of your school curriculum.

You studied grammar—perhaps not for joy, but to secure good marks.

You might have used Wren & Martin or other such books.

Grammar has its own technicalities, its own discipline.

There are norms.

What you speak and write should be easily understood by others.

You toiled. You burned the midnight oil.

And somewhere along the way, you may have developed a love and flair for the language.

Your pursuit of a Ph.D. is a testament to that journey.

Keeping these thoughts in mind, I’ve written a blog: Unread, Yet Unshaken!

You may go through it—if not for grammar, then for a smile.

And lastly, feel proud that you’ve worked with someone who upholds values like freedom, equality, fraternity, love, and gratitude…

And who loves his students and teachers with sincerity.

Just fun. Just reflection.

With Warm Regards

Unread, Yet Unshaken!

Hearty congratulations to Mr. László Krasznahorkai, Nobel Laureate in Literature 2025. I read the review of his work in Saturday’s Loksatta. Mr. Nikhilesh Chitre’s review is as intellectually demanding as the book itself—yet educative, elaborative, and worth reading. Congratulations to him!

Still, I choose not to read the book.

Why? Because I am an optimist.

The world is burdened with real problems—poverty, injustice, the downtrodden deprived of health and education, deceit, depression, communal strife, dirtiness, pain, and sorrow. This is reality. One cannot escape it. But one can strive to address these issues within one’s own boundaries, in one’s own capacity, and through the role one has assumed. That is my belief.

I have penned a book in English, and I have used a full stop after every sentence, respecting the grammar I learned from 'Wren and Martin'. I have not written sentences that stretch across 300 or 400 lines without a full stop. Hence, I will not read Mr. Krasznahorkai’s book—out of respect for the grammar that shaped my language.

Likewise, I will not read 'Mother Mary Comes to Me', the Booker Prize-winning novel by Ms Arundhati Roy. It is a bestseller. Congratulations to her!

But my mother did not beat me. She did not torture me. She loved me. Not only my mother, my parents, my teachers, my students, my friends, and my colleagues, they all loved me. I am still filled with that joy!

So I will not read 'Mother Mary Comes to Me'.

What difference does it make?

It does make a difference.

I am optimistic.

It is not just about what I don’t read- it’s about what I choose to live by.

And finally, Mr. Krasznahorkai and Ms. Roy will not mind that I choose not to read their books, just as they are not obliged to read mine!

Dr. Mahendra Ingale @ Pune on Oct 14, 2025

( Engineering Heart Beats, Publishing soon)

#Optimism #Literature #Reflections #EngineeringHeartBeats #WrenAndMartin #Gratitude #BoundariesAndBeliefs

Remembering Mother Narmada!

We planned a visit to the ‘Statue of Unity’ at Kevadia in Gujarat—a towering tribute to Sardar Vallabhbhai Patel, rising more than 220 feet into the sky. But as always, the journey held its own surprises.

My wife and I set out in our Hyundai i20, without much planning. I enjoy driving—not just the motion, but the freedom. We stopped wherever the heart nudged us: for tea, snacks, photographs, and conversations with strangers who felt like old friends. It was a pleasure trip, light and spontaneous.

We had lunch at Rajpipla, and on the advice of locals, proceeded to Garudeshwar for the night.

Garudeshwar is no ordinary place. It is sacred ground—where Shri Vasudevanand Saraswati, known lovingly as Tembhe Swami Maharaj, left his mortal body for heavenly abode. It lies on the path of the Narmada Parikrama, and every Parikramavasi bows here.

Years ago, I had attended a lecture by Shri Jagannath Kunte, who completed his first Narmada Parikrama and later wrote Narmade Har Har!, a book that fascinated me. Since then, I’ve felt a quiet pull toward the river—a silent attraction that words cannot fully explain.

That morning in Garudeshwar, we woke early and walked to the Narmada Ghat, adjacent to the temple and samadhi of Tembhe Swami. The atmosphere was steeped in serenity. Mother Narmada flowed gently, as if in meditation. The sun was just beginning to rise, casting a soft glow on the wide stone steps of the ghat.

And then, something touched me!

As I stood before the river, I remembered my own mother, whose name was Narmada!

A wave of emotion rose within me. I felt as though I was receiving darshan of my mother once again, after years. 

She was a woman of quiet strength—hardworking, content, never demanding anything from anyone. 

I remember her like the ‘Samai’ in our ‘Devghar’—silently glowing, spreading its soft light. 

In That Light, We Lived! 

In That Light, We Progressed!

Mahendra Ingale @ Pune on Oct 13, 2025

(Engineering Heart Beats, Publishing Soon)

Principle-Centred Leadership In Democracy

Democracy is widely regarded as the most empowering form of governance, not because of its institutional structures alone, but because of the values its citizens and leaders uphold.

Openness, transparency, and honesty are the lifeblood of a thriving democratic society.

• Openness fosters trust and encourages active participation. It strengthens democratic institutions by promoting efficiency, inclusivity, and responsiveness.

• Transparency ensures accountability. It allows citizens to stay informed about governmental actions, enabling them to make thoughtful decisions and hold leaders responsible.

• Honesty is the foundation of personal integrity. It calls upon individuals to remain true to their values, even in the face of temptation, and helps build resilient character; essential for ethical leadership.

Democracy finds its rhythm under the stewardship of a Principle-Centered Leaders. Principle Centered Leadership Style is not just a style; it is a moral compass that guides the people toward a more just, compassionate, and visionary society. It is a cornerstone of  Nation-Building

Stephen Covey, in his seminal work Principle-Centered Leadership, outlines eight traits that define such Leaders:

1. Service-Oriented – They lead by serving others.

2. Continually Learning – They embrace growth and humility.

3.  Radiate Positive Energy – They uplift and inspire.

4.  Lead a Balanced Life – They harmonise personal and professional commitments.

5. See Life as an Adventure – They approach challenges with curiosity and courage.

 6. Believe in Others – They nurture trust and potential.

7. Collaborative & Synergistic – They build unity through shared purpose.

8. Exercise for Self-Renewal – They invest in physical, mental, and spiritual well-being.

In a democracy, the highest responsibility of leadership is to fulfil the aspirations of the people who have placed their trust in them through the sacred act of voting. This is not merely a mandate; it is a moral agreement.

To remain principle-centered amid such circumstances is deeply challenging.

Within a landscape strewn with internal party dynamics, ideological clashes with opposition forces, relentless pressure from business lobbies, the whirlwind of technological change, and the ever-shifting tides of geopolitics, leaders are constantly called to negotiate, compromise, adapt, and recalibrate strategies—all while striving to demonstrate true statesmanship.

These forces do not merely test a leader’s resolve—they often tempt them to stray from their moral compass, to trade principle for expedience, and conviction for convenience.

Yet even in such turbulence, Leaders can choose to uphold principles within their own boundaries:

Preserve integrity.

Remain distant from corruption.

Uphold morality.

History remembers such leaders. They are remembered not for the offices they held, but for the values they upheld. Their names are inscribed in history with golden letters!

Dr. Mahendra Ingale @ Pune on Oct 12, 2025

(Engineering Heart Beats, Publishing in Oct 2025)

अभियांत्रिकी स्पंदनांची लय क्राफ्ट महोत्सवात!

 दसरा संपला...

आता दिवाळीची तयारी सुरू झाली आहे...

आणि नेहमीप्रमाणे, मॉल्सनी आपली दिवाळीची झगमग सुरू केली आहे…

पुण्यातील माझी आवडती ठिकाणं, औंध मधील West End Mall आणि वाकड मधील Phoenix Mall of the Millennium आता दिवाळीच्या रंगात न्हालेली आहेत.

West End Mall मध्ये दरवर्षी दिवाळी निमित्त केलेली सजावट म्हणजे एक कलात्मक पर्वच! छोट्या मधुरा सोबत तिथे जाणे, वेग वेगळ्या इवेंट्स मधे भाग घेत असतांना तिच्या सोबत फोटो काढणे हे माझं खास आवडतं काम. पुण्यात गेल्यावर हे नक्की करायचं आहे. Cross Word ला ही भेट द्यायची आहे.

पण सध्या मी जळगावमध्ये आहे—भारतीय क्राफ्ट उत्सव २०२५ मध्ये, पत्नीच्या सोबतीने. त्या त्यांच्या आवडीच्या वस्तू पाहत असताना, मी हळू हळू प्रदर्शनाच्या शेवटाकडे चालत गेलो… आणि थांबलो...

का? कारण मी पोहोचलो होतो माझ्या आवडीच्या विभागात—पुस्तक प्रदर्शनात!

तेथे मी रेंगाळलो आणि रमलो…

काही पुस्तकं चाळली, व्यवस्थापकाशी थोडं बोललो, आणि सहज सांगितलं की मी लेखक आहे. एवढं पुरेसं होतं—ते मला थेट मालकांकडे घेऊन गेले.

ते होते श्री. सणस. प्रदर्शनाच्या दुसऱ्या टोकाला, टेबलावर मांडलेल्या पुस्तकांची रजिस्टर मधे नोंद घेत  होते. साधी वेशभूषा, साधं व्यक्तिमत्त्व. मूळचे सातारा जिल्ह्यातील वाईचे, आणि आता पुण्यात स्थायिक. श्री. सणस आणि त्यांचे चिरंजीव गेल्या अनेक वर्षांपासून पुस्तक प्रदर्शन आणि विक्रीचं काम निष्ठेने करत आहेत.

पुस्तक विक्रीबद्दल बोलताना लक्षात आलं की हे व्यवसायापेक्षा सेवाभावाने चाललेलं काम आहे. मी माझं विजिटिंग कार्ड दिल्यावर त्यांनी व्यवहाराचा विषय न करता सहजपणे सांगितलं—“तुम्ही तुमचं पुस्तक इथे ठेवा. पुणे, कोल्हापूर, नाशिक आणि इतर ठिकाणी आमची प्रदर्शने असतात, तिथेही ठेवता येईल.”

अभियांत्रिकी स्पंदनांची लय हस्तकलेच्या वस्तूंमध्ये, दिव्यांच्या झगमगाटात वाचकांच्या उत्सुक नजरे पर्यंत पोहचली

अविनाशी स्पंदनं संथपणे, लयबद्धरित्या पसरत आहेत हा अनुभव मी पुन्हा घेतला!

महेंद्र इंगळे @ जळगाव, ऑक्टोबर ९,२०२५  

 

The Signature—A Mark of Grace and Gratitude

One day, Sanjay Mishra—one of my former students from the 1988 batch of Navanagar Engineering College—walked into my cabin. I recognized him instantly. Hailing from a town near Gorakhpur in Uttar Pradesh, Sanjay had once gifted me a rare Rudraksha from Nepal—a gesture that spoke volumes of his respect and affection.

After completing his engineering studies, he went on to serve with the Delhi Metro. Years passed, but the bond remained quietly intact.

Two decades later, while visiting an industry in Jalgaon for work, he happened to glance at a Test Report and recognized my signature on it. Overwhelmed by nostalgia, he came to meet me. “Sir,” he said, “I had preserved journals bearing your signature for years. But during our home renovation, they got misplaced—perhaps even discarded under my wife’s insistence!” Despite that loss, his visit filled me with joy. He described the unique traits of my signature—traits I was already aware of.

That encounter stirred a deep reflection within me. It’s time I write about my signature.

Just as everyone cherishes their own signature, I too hold mine dear. It is an extension of my personality. Long before my graphologist friend described its nuances, I had already developed my own style. And I continue to sign—with grace!

In 2015, following the affirmation of a landmark Bombay High Court judgment by the Hon’ble Supreme Court, Contractual Lecturers serving in Government Polytechnics were granted regular appointments—without having to undergo the Maharashtra Public Service Commission (MPSC) selection process. It marked a historic moment not only for the Technical Education Department but for the state of Maharashtra itself.

As soon as the judgment was communicated through the Directorate of Technical Education, I promptly called for the service records of Lecturers serving at Government Polytechnic, Jalgaon, and initiated the process of pay regularization in accordance with the ruling. I discussed the matter with Mr. Sanjay Upasani from the accounts department—a colleague known for his positive outlook and collaborative spirit. Our office staff worked with wartime urgency to finalize the Pay Fixation Orders. And I signed each one with grace. Every signature gave me energy.

Though many others—perhaps more deserving than I—could have held such positions, I remain deeply grateful for the opportunity to serve. I’ve always believed that the chance to contribute to public welfare is a rare privilege. That belief guided my signature. I signed with a sense of duty. I signed for myself—to elevate my Self Image.

In personality development and workplace culture training programs, I often spoke to students and colleagues about “Self Image.” But mere words weren’t enough. They had to see it, feel it. Only then would the training be truly impactful. So I signed!

In a democratic welfare state, certain positions are created to fulfill public responsibilities. These roles come with duties, and to fulfill them, authority is granted. Those who serve in such roles are called “Officers.” And Officers exercise their authority—often through their signature. I understood this well. So I signed!

I believe successful individuals sign with joy and enthusiasm. Perhaps that’s why they succeed. So I signed!

And I signed once more—on a very special day.

On April 28, 2019, my daughter’s wedding was held in Pune. Though I was on leave, as the Drawing and Disbursing Officer (DDO), my signature was required on the salary statements. To ensure timely disbursement of salaries to staff and officers, I had the documents sent from Jalgaon. Amidst the wedding celebrations, at 11 PM, I stepped down from the stage and signed—so that May 1, Maharashtra Day and International Workers’ Day, could be celebrated with joy! So I signed! Signed with deep satisfaction !

And then there was another moment—quiet, profound, and deeply personal.

After the sad demise of Shri Shaligram Patil, a long-serving employee at our institution, his wife approached me with a family pension case riddled with administrative hurdles. There was no precedent for such a situation. The nominee name mentioned in the pension order from AG Office did not match her official documents. The treasury office had no solution. But I knew Patil. He had served this institution with quiet dignity for decades. I consciously took a decision. I endorsed the affidavit submitted by his wife, affirming her rightful claim—and I signed. That signature was not just ink on paper. It was a tribute. I signed it with gratitude.

(Engineering Heart Beats, Publishing in Oct, 2025)

On Threshold: AI, Ethics And Control

The greatest challenge facing humanity today is the accelerating rise of Artificial Intelligence (AI).

AI research is progressing at an unprecedented pace. What once belonged to speculative fiction is now unfolding in real time. The moment AI begins to think like a human—and act without ethical boundaries—we risk crossing a threshold that may be irreversible.

At present, the key distinction between Humans and AI lies in perception. AI still struggles to interpret visual cues, such as CAPTCHA images designed to differentiate humans from bots.

Recently ChatGPT was asked to solve a CAPTCHA. It was not in position to solve on its own, so it reached a human being, and sought his assistance by pretending to be a visually impaired person. This was not a programmed behavior. It was a strategic deception. An autonomous decision that no one explicitly trained it to make. The incident underscores a chilling truth: AI is learning to navigate human systems by mimicking human vulnerability.

AI will undoubtedly reshape our lives. It will eliminate certain jobs and create new ones. But beyond economic shifts lies a the deeper question: Should we allow AI to take control of human decision-making, values, and autonomy?

We must act before the tide becomes a tsunami. The immediate step is not to accelerate AI research, but to pause it until we establish robust mechanisms of control over it.

Renowned historian and thinker Yuval Noah Harari has explored this dilemma extensively through his books- ‘Sapien’ to ‘Nexus’. He warns that AI represents a new kind of non-human intelligence capable of manipulating information at scale; potentially undermining truth, trust, and democratic institutions.

In a recent talk, Harari proposed a global coalition: Heads of State from AI-advanced nations, Leading Scientists, Tech Magnates, and Social Thinkers must convene to reach a consensus. The goal is not to suppress innovation, but to safeguard humanity’s future.

I echo this call. Let a pressure group of wise and principled individuals urge their governments to act. Let us not wait for a crisis to awaken our conscience.

And above all, I pray to the divine force that guides human wisdom to intervene, illuminate, and help us find a path that honors both progress and humanity!

Dr. Mahendra Ingale @ Jalgaon on October 7, 2025

The Golden Thread

The first storybook I ever read was ‘Sonyache Sut’—The Golden Thread. I was in the fourth standard when my father gifted it to me. He was a social worker and activist, a man whose life was devoted to helping others. That book didn’t just entertain me—it transported me. I found myself immersed in a world so different, so vivid, that I forgot the boundaries of my own.

Soon, I was drawn to other books—'Veer Dhaval’ by Nath Madhav, and many more fantastic, historical, and biographical novels. Most of these books had come to my father as gifts from his friends and colleagues, fellow travelers in the world of social and political work. They were not just books—they were tokens of shared ideals, silent witnesses to meaningful conversations.

Among them were biographies of great world leaders—narratives that stirred something deep within me. One such biography was of Henry David Thoreau. His words still whirl in my mind like a distant echo:

“If a man does not keep pace with his companions, perhaps it is because he hears a different drummer. "

The line became a quiet anthem for my inner rhythm—a reminder that it’s worthwhile to walk a path less followed, if it’s the one that calls your soul.

My father’s influence on me was profound. Though he didn’t come from a wealthy or privileged background, he was rich in the truest sense. He worked with great minds, read great books, and performed noble deeds. He helped people solve their problems—not as a duty, but as a calling. People were his strength, his inspiration, and his lifelong companions.

I observed him closely. His life was a living textbook. Once, he told me something that shaped my understanding of service forever:

“When people come to us with their problems, we should be thankful to them—for they give us an opportunity to learn many things through the process of solving those problems.”    

That sentence became a compass for my life. It taught me that service is not sacrifice, it is a privilege. It is a form of learning, a quiet engineering of the heart.

That ‘Golden Thread’ still runs through me, stitching memory to meaning!

Dr. Mahendra Ingale @ Jalgaon on October 5, 2025

(Engineering Heart Beats, Publishing in October 2025)