Blueprints for Success from the Man who Built DLF, in his memoirs, “Why the Heck Not?”

The iconic builder of modern day DLF community, K P Singh, has released his book, capturing the high and lows in his life, how each low was truly another high, in his learning and going forward, there was never looking back. Written in an easy and most absorbing style, it is a book that one tends to read in a single sitting, perhaps a few. We recount a few of the episodes, and also his, what he calls, KP Speaks, his learning notes for others.

Nuggets from a legend on living Life

  • When dealing with strong personalities, especially those who hold significant sway in your business or personal life, managing egos becomes paramount. When confronted with defensiveness or anger, resist a knee-jerk reaction. Take a moment to reflect on the bigger picture. Is this person crucial to your goals? If so, consider the long-term impact of your response. Even if the mistake isn’t yours, set aside your ego. Remember that ego-driven battles rarely lead to productive outcomes.
  • By nature, I am a micromanager, and to many it can feel like meddling. Micromanagement can alienate and annoy people, especially intelligent specialists who have been doing what they do for decades. But practising it with charm and building consensus is key. I blended data with intuition and used my people skills to build harmony in the teams of doctors and specialists. So learn to use it like a deft scalpel rather than an unwieldy sword. Carry people along with you.
  • Businesspeople should resist the temptation to enter politics until they relinquish their business. Entering politics may be seen as self-serving or opportunistic, and one’s own interests may clash with public welfare. Taking strong political positions can also affect your company’s bottom line and alienate your company’s customers. Politicians must prioritize the greater good, which can be challenging for businesspeople still involved with companies. My father-in-law’s advice was right: businesspeople should have strong relationships with politicians from every party and every region.  But never become one yourself.

Incidents that KP Singh recalls in his book, worth a read, as an insight into the man, his mission impossible to do only better than the best.

On his wife’s illness and his response

I had to manage my emotions and feelings and be strong for not just her but for the family. As I always do, I asked myself, ‘What do I gain and what do I lose? I realized by staying upbeat, I would add to the power of positive thinking and bring cheer, but if I got emotional and depressed, I would add no value. I could not allow myself to portray what I felt deep inside because my weakness would reflect on Indira’s treatment. The way I got through it was by ensuring I kept myself busy with golf and friends.

On doing only the best, a standard set for the future

For example, we were the first to introduce night golf. Why did I investigate every napkin and every omelette? Because I wanted members to experience world-class service. People were not used to paying such a high membership fee, but they stretched their limits to acquire it, not because they needed it but because they were inspired by the club’s excellence. Members identified themselves as part of something that stood out from the rest. This is the essence of true leadership and management, cultivating a product so compelling that it becomes a standard for progress and aspiration. For clients and for competitors alike.

On admiration for his son, Rajiv, who took excellence to another level:

KP Singh Chairman Emeritus DLF Ltd

Rajiv spared no expense. He enlisted global design firms, architects and interior designers to weave magic into every area. The luxurious apartments were to perch elegantly the manicured greens. But that wasn’t all. The pièce de résistance? An extravagant clubhouse that would pull out all Encouraged by the buzz around this proposed luxury residence, Rajiv said, ‘Dad, let’s enhance the golf course to make it extraordinary!’ He felt it was necessary to create a superior golfing experience by integrating the existing Arnold Palmer course with a brand new one to create a twenty-seven-hole golf course. So, he called on the celebrated South African golfer Gary Player, who had built some of the world’s most recognized courses. When Player proposed a canyon-style masterpiece course, Rajiv embraced his vision of rolling fairways, dramatic cliffs, and water hazards. At the course, the seventeenth and eighteenth holes demanded a substantial investment—a lake needed birthing, and they needed truckloads of rocks to sculpt a rugged ravine-like landscape. When Player’s team would say, ‘We need this canyon to be at least 20 feet high,’ Rajiv would say, ‘Take it up to 30!’ Undeterred by the challenge, Rajiv’s mindset echoed KP’s: ‘Build for excellence, and people will flock.’ Much like KP, Rajiv oversaw every detail.

By 2015, the DLF Golf and Country Club stood adorned with 12,000 trees, 20 acres of landscaped beauty, 200,000 shrubs and 62 bird species. A golf academy followed, nurturing future champions, while a swanky pavilion beckoned golfers and members alike. The twenty-seven-hole club soon became the country’s premium golf destination. Golfers now hail it as India’s finest and one of the world’s best.’

On age and weathering its storms

No one can quite believe KP’s age, for he looks and acts than you would imagine. At a lively gathering in much younger France, the spotlight fell on KP as the host raised a glass in his honour, citing KP’s age. The woman seated beside him leaned in and quipped, ‘I seem to have misheard. You can’t be more than seventy-one or seventy-two, right?’

KP, with a twinkle in his eye, replied, ‘Actually, I’m nearly ninety-five.’

The woman’s jaw dropped. She leaned in and asked, ‘May I ask, what brand of hearing aid do you use?’

KP said, ‘Well, the one God gave me – my ears.’

She then asked, ‘What about dentures? Do you use dentures?’

KP gave her a wide-toothed smile, shaking his head. ‘No, I use none!’

She said playfully, ‘Well, you certainly are in better health than my sixty-eight-year-old husband across the table.’

KP looked over at a man who indeed looked older than him. The woman stared at her husband and spoke. ‘I can’t help but ask. What’s your secret for longevity, Mr Singh?’

KP leaned back thoughtfully and posed a question of his own: ‘Tell me, can you forgive those who have wronged you?’ The woman hesitated, admitting she struggled with forgiveness. KP’s response was sage: ‘Madame, then that’s where you should begin.’

On Akash Ohri joining DLF and KP’s interview with him:

The resume mentioned Aakash’s most recent handed experience at the Sterling Group, a name that made KP’s brow furrow in scepticism. ‘Sterling?’ he wondered, “That venture barely took flight; besides, I thought I was only meeting people from the best organizations-The Oberoi, The Taj and ITC.’

The interview began with KP’s probing questions, which eventually circled back to Sterling’s failed project.

‘Tell me, Aakash,’ KP would ask, ‘what are your thoughts on golf? On memberships? How do you sell to clients?’ And each time Aakash responded, KP would nod and interject, ‘Hmm, yet Sterling did not succeed.’ Then KP would begin a new round of questions. After forty-five minutes, Aakash finally gathered the courage to suggest, ‘Sir, may I pose a question?’

KP nodded.

‘In a train wreck, is it fair to blame the ticket collector?’

KP looked up and asked, ‘What do you mean, young man?’

Despite his racing heart, Aakash answered with a steady voice, ‘During my tenure at Sterling, I performed exceptionally well. I was chosen from among 2500 people to lead corporate sales; I excelled in Dubai on secondment, and upon return, I was approached by two firms within the group vying for my expertise. My performance was never in question; how then can I be held accountable for a project’s downfall?’

KP studied him for a few moments and curtly nodded before saying, ‘Hmmmph. Thank you.’ Fifteen minutes later, Aakash was hired.


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