Resisting re-kid-ification: The young civil servants’ struggle to innovate

Clearing the civil service examination in India is one of the most rigorous intellectual and psychological challenges in the world. It is a test of mettle, resilience, and intelligence. For those who succeed, the triumph is more than personal—it carries the weight of an expectation: that they will improve lives, resolve systemic inefficiencies, and ensure that the taxes of millions yield visible and impactful results.

Yet, the euphoria of this achievement often fades too quickly. Many young officers, armed with idealism and fresh ideas, encounter two subtle yet powerful forces: re-kid-ification and dumbing down. These forces quietly undermine their confidence and creativity, discouraging them from breaking moulds or envisioning reforms that could transform governance.

Re-kid-ification is an almost invisible process—a systemic habit of treating young officers like overgrown children, incapable of taking on serious responsibilities. Dumbing down compounds this by promoting conformity over creativity, leading to a culture where adhering to outdated norms trumps solving real problems. The result? Stagnation—of governance and of the officers themselves.

However, as Marcus Aurelius reminds us, obstacles are not deterrents but opportunities to innovate. For young officers who can navigate these barriers, the rewards are immense—not just for their careers but for the people they serve.

Re-kid-ification is insidious. It manifests in ways that might appear harmless: deferring leadership opportunities under the pretext of “gaining experience,” assigning routine tasks, or routinely questioning a young officer’s capabilities. The unspoken message is clear: “You’re not ready to lead. Wait your turn.”

Dumbing down reinforces this message by discouraging creativity and innovation. Officers are steered toward compliance—meticulously following bureaucratic rules rather than focusing on outcomes. In this environment, bold ideas are often dismissed as naïve, and fresh perspectives are stifled by layers of procedure. Governance devolves into a mechanical exercise.

These systemic barriers are entrenched, but they are not immutable. Young officers can—and must—rise above them. By cultivating skills like strategic thinking, effective execution, impactful communication, interpersonal understanding, and problem-solving, they can carve out spaces to lead, innovate, and leave a lasting legacy.

Every officer enters the service with a unique strength—an ability, insight, or approach that sets them apart. Finding and honing this strength is the first step to building credibility. For me, it was my weekly training diaries, which received rare praise for their clarity and insight. This recognition became my anchor—a small but solid foundation upon which I built trust with seniors and peers.

Your strength might be a skill, a project, or even an unconventional idea. Whatever it is, nurture it, refine it, and let it become the hallmark of your contribution.

The essence of governance is problem-solving. Early in my career, as a sports director, I saw an opportunity to redefine the role. Rather than focusing solely on elite athletes, I introduced the ‘Play for India’ programme—a holistic approach designed to make sports an integral part of community development.

The programme rested on three pillars:

      •   Excellence: Structured training to enhance athletic performance.

      •   Inclusion: Expanding access to sports for disadvantaged communities.

      •   Participation: Encouraging children to engage in sports through scholarships and outreach.

Using data analysis, I identified gaps in participation and designed targeted interventions. With careful planning, I developed programmes that encouraged physical activity while incentivising sporting excellence. Robust execution delivered measurable results, and an effective communication strategy amplified the programme’s impact through compelling visuals of bustling playgrounds and stories of young athletes overcoming barriers.

The outcome? Haryana earned the reputation of being India’s sporting powerhouse—a testament to how clear goals, consistent effort, and innovative strategies can deliver far-reaching results.

Your career will be defined not by your title but by your ability to address challenges. Having grown up in a region plagued by caste violence, I understood early on that counter-violence only deepened divisions. As a field police officer, I focused on muting the influence of malcontents rather than succumbing to the temptation of encounter-style policing.

During the divisive caste reservation agitation of 2015, I harnessed the power of collective purpose. By organising district marathons that brought together thousands of participants across caste lines, we fostered a sense of shared identity and unity.

These marathons were more than events; they were administrative solutions that healed fractured communities. They demonstrated that empathy and innovation can bridge divides. The initiative even caught the attention of the Chief Minister, leading to an invitation for me to work in his office.

The lesson is simple: solutions speak louder than ambition.

Even the best work is meaningless if no one sees it. Sharing your achievements is not about seeking credit; it’s about ensuring that your efforts are understood, valued, and supported.

When I launched the ‘Play for India’ programme, I made it a point to communicate its goals and outcomes to stakeholders. Data, compelling visuals, and personal narratives created a story that resonated widely.

A well-told story can inspire trust, mobilise resources, and scale success.

Governance is ultimately about people—citizens, colleagues, and stakeholders. Building trust, understanding aspirations, and fostering collaboration are as critical as technical skills.

The success of the district marathons was rooted in empathy. Understanding the community’s struggles allowed us to design initiatives that were not only impactful but also meaningful to those they served.

People skills are not optional—they are the cornerstone of effective governance.

Re-kid-ification thrives in cultures resistant to change. Overcoming it requires persistence and a commitment to lifelong learning.

Throughout your career, you will encounter scepticism and resistance. But by staying curious and adaptable, you can transform challenges into opportunities. Continuous learning is not just a survival tool; it is the key to remaining relevant and impactful.

1.Harness your energy: Your youthful perspective is a strength. Use it to challenge outdated norms and introduce fresh ideas.

2.Build self-belief: Confidence is your armour. Trust in your abilities, even when others do not.

3.Deliver value for citizens: Align your efforts with citizens’ needs to create meaningful outcomes.

4.Communicate and collaborate: Share your successes and collaborate with others to amplify impact.

Re-kid-ification and dumbing down are systemic barriers, but they also test your creativity and resolve. With focus, persistence, and an unwavering commitment to solving real problems, young officers can overcome these forces and redefine governance.

In governance, every obstacle is a doorway to innovation—step through it with courage and conviction.