Are You Ready to Succeed?

Introduction:
Have you ever wondered what makes a life? A happy life? A successful life? Professor Srikumar Rao PhD., creator of the acclaimed Columbia Business School course, Creativity and Personal Mastery, takes square aim at these questions. Throughout this course he guides his students through a semester-long inquiry into the nature of reality and their understanding of success and happiness. Recently he translated this transformative class into a book, “Are You Ready to Succeed?” I had a few moments to ask him some questions about this book and the focus of his life’s work. As an alumnus of his course, it is my pleasure to present a candid Q&A with Professor Srikumar Rao.

Interview:

BP: Professor Rao, what was the impetus for this book? Why do you think it resonates so strongly with its readers?

SSR: I was pretty successful professionally, but was not 'turned on' by what I did. I talked to thousands of students - undergrads, grads, Ph.D. candidates - and executives and many, many of them were in the same boat. Gradually I came to a point where I wasn't willing to take it any more. So when I came up with the course, I was really working on myself. I came alive at the thought of creating and teaching such a course.

The course/book resonates so strongly with students/readers because it is such a bold vision, one that everyone can relate to. Most of us live life feeling pretty ho-hum. Imagine being radiantly alive each day, imagine waking up with blood singing and going through each day with a deep sense of purpose.

Everyone would like to be there. I not only hold out the vision, but also affirm that it is possible to get there. And I show how to begin the journey. And I ask for nothing to be taken on 'faith'. You try it out and only accept it when it starts working for you in your life.

So it is no wonder that persons are attracted to it. And no wonder that this is the only MBA course that has its own alumni association.

BP: It sounds like you had a pretty profound transformation, where you "turned on". What specifically was the insight that catalyzed for you your vision of your course and AYRTS, and consequently made academia and other professional pursuits seem less attractive by comparison? Is this the sort of transformation that your book is designed to engender?

SSR: The insight was the one from the Baghavad Gita that I had always known about but not quite internalized - the notion that one has control of actions, but not over outcomes. So one can only get fulfillment if one performs actions wholeheartedly and surrenders attachment to specific results arising from them. That is what I try to do with CPM [Creativity and Personal Mastery and by extensio
Are You Ready to Succeed?] - to show highly driven, type-A MBA students that there is a better way, one that will give them greater fulfillment and - at the same time - make them vastly more effective in what they set out to do.

BP: Your notion of having control over actions, but not outcomes, seems like a tall order. How do you reconcile this philosophy with the results driven, quarterly earnings-mad culture of corporate America? To this end your work seems quite revolutionary. Could you elaborate on this?

SSR: It’s not a tall order. This is simply the way it is. A moment's calm reflection will convince you of this. The problem is that we think we have control over outcomes when, in fact, we do not. Explicitly accepting this removes a great deal of stress from life.

This, by the way, is an internal acceptance and does not have to be made public. So you can function, and function well, in the results driven, quarterly earnings-mad culture you talk about. You will probably do a whole lot better since your internal stress has diminished.

BP: If someone was not able to read this book but could only get 5 minutes of your time what would you say to them?

SSR: Demand that you have a perfectly fulfilling life in every way - professionally, personally, spiritually. Don't ever settle for anything else. Don't make compromises in this. When you make such a demand of the universe and move confidently towards making it happen, the universe meets you more than halfway.

BP: That's all well and good, but what would you say to someone who cannot see past the demands of their relationships, peer group, etc.? The Universe-lingo and all the other mental models you offer would certainly fall on deaf ears if those ears are drunk with the sounds of society. How does your book cut through the clutter of modernity to reach folks?

SSR: It may not cut through the clutter. The persons who are so wrapped up with thoughts of material advancement, sexual experiment, seeking of power and personal aggrandizement that they do not even see the trap they are in, are not good candidates for CPM. They are instinctively turned away from it. Some even are actively hostile to it.

You have to have a certain amount of life experience to appreciate CPM. Most persons who have 'been there, done that' and find that they are still stuck where they were are good candidates for CPM. You have to begin asking the questions with some urgency before you start finding the answers. That is one reason why I have such a stringent screening process for my course.

BP: So it appears that AYRTS is not for everybody, but for people willing to ask seriously challenging questions of themselves. It would seem that your book, in terms of the Kohlberg-Gilligan model of moral development (pre-conventional, conventional, post-conventional), helps people in their transition from living a life in accord with the expectations of their peers, family society (conventional) into a life of internally derived principles and vision. Is this your goal, to help people deconstruct their realities and assumptions so that a more internally consistent and fulfilling one can emerge?

SSR: Absolutely. My vision is that everyone is passionate about what they do and that they explicitly arrange it so that what they do is of benefit to a greater society and of minimal or no harm to others.

BP: How does this book fit within your own values, purpose and vision for the world?

SSR: I am still working on myself. Because of the course, I spend much time reading philosophical texts that take me to wonderful spaces. I spend enormous time creating and testing exercises. I constantly interact with earnest students who are struggling with one or more aspects of the exercises. And the change that happens in their lives is palpable and immense.

I could not possibly ask for a better way to make a living.

BP: During your own process of self-discovery, are there truths you've uncovered? AYRTS is more of a non-ideological set of exercises - is there another book in the works to discuss your own philosophies and discoveries?

SSR: Persons progress at the rate they are ready to. There is little you can do to accelerate the process. This is very tough - especially when you see loved ones - parents, siblings, significant others, children - making what you can clearly see are big mistakes. You have to give them room to make their own choices, learn from their errors and grow in their own way and at their own pace. All you can do is be available as a resource and be centered in your own being so you serve as a beacon. Gently introduce the ideas, but do not, not, not try to force anything.

Yes, I am working on my next book. It will carry on from AYRTS, expand on some concepts and also focus heavily on leadership.

BP: Leadership seems to be a hot topic these days; everyone with a C in their title seems to have "invented" a new form of it and is quite keen to sell you their book on it. What unique perspectives can you offer on leadership? Additionally, how are self-awareness, which AYRTS seems to expedite, and leadership correlated?

SR: Leadership is frequently linked with a set of techniques or particular methods of doing things. I believe this is false. Leadership is a state of being, not a skill that can be learned. Once the state of being is achieved, then techniques can be helpful but only after that, not before.

In CPM, persons become more grounded in their authentic selves. This communicates itself in myriad subtle ways and thus makes persons much more effective in commanding the allegiance of others who are similarly inclined.

BP: Leadership, as a state, makes much more sense than the set-of-techniques approach, which I can tell you from first hand experience fails more times than not. I like your version - creating character and integrity and allowing a culture of affinity to raise you up as leader. Thank you for time Professor Rao, and good luck on your next book.