03/03/2026
Dear Deekshapuram team,
Post hyponatremia attack in November 2012, Arunima ji you might recall I had short discussions with you plaguing the organisation and suggested that since the start of deterioration of my health, at least Arunima ji be a bit calm so that the system doesn’t break. I am thankful that you listened to my suggestions and did change; things slowly and gradually took shape.
But the current situation has backfired as a corrupt system has gradually seeped in with no accountability and slowly whatever efforts were put have been rendered nil. Fear does not build creativity nor nurtures innovation, administrative desire to take the ownership of the duties incumbent with the post one holds. I feel that administrative fear has made many of the staff reluctant and caused damage to the foundations on which the campus Deekshapuram stands.
I feel they became careful and the corruption started multiplying leading to a body blow to the your efforts and leadership causing uncluttered damage. It’s reported that some ex employees are using this opportunity to malign and w**d away your students. I feel tweaking the system and trying to put in place the suggestions and instructions those I thought might be essential to regain the lost glories. After which we can multiply exponentially. I hope I might be able to get you some foreigners in your system so that the local politics and their desire to take control over the asset is restricted and they stop eyeing the asset with any kind of evil will.
The competitive environment that has emerged as a result of our institution’s distinguished history will only strengthen our resolve to uphold excellence.
A toxic workplace rarely starts with a massive blowup. Instead, it creeps in slowly. You might notice small changes in how people behave, a bit of unspoken tension, people holding back information, and new ways of making decisions that quietly change the everyday work environment.
Once these toxic signs finally become obvious, the first reaction is usually defensive. People naturally wonder if this is truly what the company has become. Often, the truth is both a relief and a bit uncomfortable. The toxicity is not the actual core culture of the company. Rather, it is an isolated subculture that has taken root within specific leadership teams. For example, "reading in between the lines” is a frequently used saying worldwide in English language as well as literature but since my school days I had designed a sentence for myself as inspiration of this saying..feeling the silence between two words….it’s just like culturally Radha and Gopi are different.
Radha ji as per Geet Govind an alter Ego of Sri Krishna whereas Gopi’s were those whose love was one way and occasionally reciprocated by Sri Krishna in his Leela’s. We need to understand the difference between Hard Work and Work Hard.
Figuring out that difference is incredibly important. It shifts the focus away from pointing fingers and moves towards fixing the underlying system.Toxic cultures do not emerge randomly. They are usually reinforced by three recurring dynamics: fear, doubt and favouritism. These are rarely intentional design choices. More often, they are unintended byproducts of leadership insecurity, performance pressure, or governance blind spots. In high-pressure environments, some leaders may default to authority-driven control rather than influence-based leadership. Over time, this can manifest as:
- Public criticism framed as accountability
- Suppressed dissent framed as alignment
- Escalation avoidance driven by fear of consequence
Dear Deekshapuram team,
Post hyponatremia attack in November 2012, Arunima ji you might recall I had short discussions with you plaguing the organisation and suggested that since the start of deterioration of my health, at least Arunima ji be a bit calm so that the system doesn’t break. I am thankful that you listened to my suggestions and did change; things slowly and gradually took shape.
But the current situation has backfired as a corrupt system has gradually seeped in with no accountability and slowly whatever efforts were put have been rendered nil. Fear does not build creativity nor nurtures innovation, administrative desire to take the ownership of the duties incumbent with the post one holds. I feel that administrative fear has made many of the staff reluctant and caused damage to the foundations on which the campus Deekshapuram stands.
I feel they became careful and the corruption started multiplying leading to a body blow to the your efforts and leadership causing uncluttered damage. It’s reported that some ex employees are using this opportunity to malign and w**d away your students. I feel tweaking the system and trying to put in place the suggestions and instructions those I thought might be essential to regain the lost glories. After which we can multiply exponentially. I hope I might be able to get you some foreigners in your system so that the local politics and their desire to take control over the asset is restricted and they stop eyeing the asset with any kind of evil will.
The competitive environment that has emerged as a result of our institution’s distinguished history will only strengthen our resolve to uphold excellence.
A toxic workplace rarely starts with a massive blowup. Instead, it creeps in slowly. You might notice small changes in how people behave, a bit of unspoken tension, people holding back information, and new ways of making decisions that quietly change the everyday work environment.
Once these toxic signs finally become obvious, the first reaction is usually defensive. People naturally wonder if this is truly what the company has become. Often, the truth is both a relief and a bit uncomfortable. The toxicity is not the actual core culture of the company. Rather, it is an isolated subculture that has taken root within specific leadership teams. For example, "reading in between the lines” is a frequently used saying worldwide in English language as well as literature but since my school days I had designed a sentence for myself as inspiration of this saying..feeling the silence between two words….it’s just like culturally Radha and Gopi are different.
Radha ji as per Geet Govind an alter Ego of Sri Krishna whereas Gopi’s were those whose love was one way and occasionally reciprocated by Sri Krishna in his Leela’s. We need to understand the difference between Hard Work and Work Hard.
Figuring out that difference is incredibly important. It shifts the focus away from pointing fingers and moves towards fixing the underlying system.Toxic cultures do not emerge randomly. They are usually reinforced by three recurring dynamics: fear, doubt and favouritism. These are rarely intentional design choices. More often, they are unintended byproducts of leadership insecurity, performance pressure, or governance blind spots. In high-pressure environments, some leaders may default to authority-driven control rather than influence-based leadership. Over time, this can manifest as:
- Public criticism framed as accountability
- Suppressed dissent framed as alignment
- Escalation avoidance driven by fear of consequence
Fear can create short-term compliance. It cannot create long-term commitment. When employees feel unsafe to express concerns, risk signals remain hidden. Innovation slows, engagement declines. The organisation may appear stable externally while internal trust quietly erodes.
We just need to put the following things in place -
- Improve the quality of education
- Timely payment of salary by the 10th of every month : Please file the petition for the compensation as per the honourable high court order by justice Shah to water resource dept so that our debt comes down and we can put monthly fees starting session 2027-28 to Rs500/month. This will be a gift by people of Deekshapuram as a mark of cultural respect for the first generation learners- we started the school at Rs 800/month. This will open doors of quality education to the needy aspiring and children desirous of setting examples in global society that quality education has a price (the myth will get busted)
- Working towards technological advancements (I feel the best way to handle any complicated situation is to disrupt the disruption)
- Opening up a section of IB board in Deekshapuram campus as part of our own brand i.e. Numerica International School of Innovation
From this point further, the Deekshapuram team will step ahead with renewed commitment to redeem the heights we may have lost. With collective hard work, dedication and honesty, we are confident in reaching even greater milestones together. We must focus on growth coupled with cultural resilience instead of abdication of duty. Language communicates lesser than intentions demonstrated in our actions and we aim to reflect our resolve through consistent effort and integrity. Let this Holi mark the beginning of a toxic-free, hardworking, honest and dedicated workplace for all of us.
Happy holi to my Deekshapuram family. May this year bring greater joys and successes for you, your loved ones and us.
Thank you,
Rajesh Srivastava
