Ratan Tata, renowned for his humility and clarity, exemplified his down-to-earth leadership even in the smallest decisions. When he was transferred to the Mumbai headquarters of Tata Steel from Jamshedpur in the mid-1960s, an unusual event unfolded. In a moment that highlighted his modesty, Tata refused preferential treatment despite his family legacy.
According to Rediff.com, at that time, the Bombay office of Tata Steel was compact, with limited space available for its senior staff. Tata, along with two other executive officers, shared the same designation, yet there was a suggestion that he should have a separate cabin, as he was being moved to the company’s headquarters. Ratan Tata, however, declined the offer unless his colleagues received similar accommodations. He firmly believed that no special treatment should be extended to him because of his last name.
Arun Maira, a former colleague and author of The Learning Factory: How The Leaders Of Tata Became Nation Builders, shared this anecdote during an interview. Maira noted how Tata’s simple and fair-minded approach was pivotal in shaping the values of the Tata Group. “He was humble and didn’t want anything different just because he was a Tata,” Maira recalled.
Jamshed Bhabha, who was overseeing the office design, was tasked with building three identical cabins in the small office space. Since Tata, an architect by training, insisted on equality, all three cabins were constructed to the same specifications.
Ratan Tata's Fair Solution
The next question was how to decide who would get which cabin. Rather than making the decision himself, Tata suggested that they use a lottery system. Numbers were written on pieces of paper, and each executive officer randomly drew one. Ratan Tata ended up with the middle cabin, a reflection of his easygoing and democratic leadership style.
This anecdote sheds light on Ratan Tata’s character—his humility and his ability to look at the bigger picture. These qualities were consistently reflected in his leadership of the Tata Group, which he took over as chairman in 1991. Tata’s approach was deeply influenced by his background in architecture, which gave him a unique ability to see how different elements fit together, whether it was designing spaces or managing a large conglomerate.
Tata's leadership during his tenure saw the group grow and diversify, while maintaining the core values of fairness and integrity. Under his leadership, the Tata Group grew from a revenue of USD 5.8 billion to USD 85 billion by 2011, expanding its global footprint and reinforcing its commitment to philanthropy. His humility remained a defining trait throughout his career. Even when faced with challenges or milestones, Ratan Tata consistently avoided the limelight, preferring to let his work speak for itself.
Arun Maira, reflecting on Tata’s tenure, shared that this incident at the Mumbai office is emblematic of Tata’s management style. “His biggest contribution was showing us how leaders can be both humble and effective,” Maira stated.
Remembering Ratan Tata
Ratan Tata passed away on October 9, 2024, at the age of 86, leaving behind a legacy of compassionate leadership. His quiet, unassuming nature continues to inspire those who worked with him. As Maira fondly put it, “He was the shy architect—always clear about the bigger picture but never seeking personal recognition.”
Ratan Tata’s legacy, however, extends beyond his corporate achievements. His vision for the Tata Group was not just about financial success but about contributing to society and upholding values. Even in moments as small as choosing an office cabin, he showcased a leadership style that was both thoughtful and principled.
About Arun Maira
Arun Maira is a prominent figure in both the corporate and social sectors. With over 25 years of experience in leadership roles within the Tata Group, he has played a significant role in shaping management practices in India. Maira served as a member of the Planning Commission of India from 2009 to 2014 and has held several key positions, including chairman of the Boston Consulting Group in India and the Quality Council of India.
Currently, he serves as the chairman of HelpAge International and has authored several influential books on leadership and institutional reform. His work emphasizes transformational change and the importance of ethical leadership. Born in Lahore in 1943 and holding a master’s degree in physics from Delhi University, Maira remains an influential thought leader on social and economic development.
According to Rediff.com, at that time, the Bombay office of Tata Steel was compact, with limited space available for its senior staff. Tata, along with two other executive officers, shared the same designation, yet there was a suggestion that he should have a separate cabin, as he was being moved to the company’s headquarters. Ratan Tata, however, declined the offer unless his colleagues received similar accommodations. He firmly believed that no special treatment should be extended to him because of his last name.
Arun Maira, a former colleague and author of The Learning Factory: How The Leaders Of Tata Became Nation Builders, shared this anecdote during an interview. Maira noted how Tata’s simple and fair-minded approach was pivotal in shaping the values of the Tata Group. “He was humble and didn’t want anything different just because he was a Tata,” Maira recalled.
Jamshed Bhabha, who was overseeing the office design, was tasked with building three identical cabins in the small office space. Since Tata, an architect by training, insisted on equality, all three cabins were constructed to the same specifications.
Ratan Tata's Fair Solution
The next question was how to decide who would get which cabin. Rather than making the decision himself, Tata suggested that they use a lottery system. Numbers were written on pieces of paper, and each executive officer randomly drew one. Ratan Tata ended up with the middle cabin, a reflection of his easygoing and democratic leadership style.
This anecdote sheds light on Ratan Tata’s character—his humility and his ability to look at the bigger picture. These qualities were consistently reflected in his leadership of the Tata Group, which he took over as chairman in 1991. Tata’s approach was deeply influenced by his background in architecture, which gave him a unique ability to see how different elements fit together, whether it was designing spaces or managing a large conglomerate.
Tata's leadership during his tenure saw the group grow and diversify, while maintaining the core values of fairness and integrity. Under his leadership, the Tata Group grew from a revenue of USD 5.8 billion to USD 85 billion by 2011, expanding its global footprint and reinforcing its commitment to philanthropy. His humility remained a defining trait throughout his career. Even when faced with challenges or milestones, Ratan Tata consistently avoided the limelight, preferring to let his work speak for itself.
Arun Maira, reflecting on Tata’s tenure, shared that this incident at the Mumbai office is emblematic of Tata’s management style. “His biggest contribution was showing us how leaders can be both humble and effective,” Maira stated.
Remembering Ratan Tata
Ratan Tata passed away on October 9, 2024, at the age of 86, leaving behind a legacy of compassionate leadership. His quiet, unassuming nature continues to inspire those who worked with him. As Maira fondly put it, “He was the shy architect—always clear about the bigger picture but never seeking personal recognition.”
Ratan Tata’s legacy, however, extends beyond his corporate achievements. His vision for the Tata Group was not just about financial success but about contributing to society and upholding values. Even in moments as small as choosing an office cabin, he showcased a leadership style that was both thoughtful and principled.
About Arun Maira
Arun Maira is a prominent figure in both the corporate and social sectors. With over 25 years of experience in leadership roles within the Tata Group, he has played a significant role in shaping management practices in India. Maira served as a member of the Planning Commission of India from 2009 to 2014 and has held several key positions, including chairman of the Boston Consulting Group in India and the Quality Council of India.
Currently, he serves as the chairman of HelpAge International and has authored several influential books on leadership and institutional reform. His work emphasizes transformational change and the importance of ethical leadership. Born in Lahore in 1943 and holding a master’s degree in physics from Delhi University, Maira remains an influential thought leader on social and economic development.
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