Life and Freedom. The autobiography of the former president of Armenia and Nagorno-Karabakh
us together for a long time.
Since I didn't show up, I received another phone call from the Komsomol city committee a few days later, asking, "So, what have you decided?" I grunted something along the lines that I hadn't decided anything, that I didn't know. But I thought to myself, "Darn, what if this is something that I really need?" I didn't believe in all that ideology by that time, but… I didn't have any skills for working with people. This was an excellent opportunity to acquire them and learn something new – something that I had never tried before and had avoided all my life. Suddenly, I saw a challenge for myself. It attracted me and wound me up.
The next day, I called the city committee and said, "You know, let's try it," and ended up in a Komsomol job. All my friends were shocked. They knew me very well, and they couldn't imagine that I would agree to it. I remember that it bothered me. I had always resented Komsomol bosses, and yet, had I suddenly decided to become one myself? But it was a conscientious decision, free of any ideological considerations. That decision turned out to be a pivotal point in my life.
I was appointed as the head of the most stagnant and confusingly structured Komsomol organization in town. It was at an enterprise with a cryptic name – Consumer Services Complex (CSC). No one wanted the job, and the position had gone vacant for two years. It was considered a failure. All of my predecessors were censured and fired soon after their appointment. It was indeed a difficult job. The CSC consisted of many different ateliers, cafeterias, and laundromats scattered around town. A team spirit naturally comes about at any factory or plant, where workers come to work together at the same location. My Komsomol members worked at different locations, did not know each other, and never saw each other. It appeared that no Komsomol work had been done for a long time at the CSC.
I didn't expect this at all. I thought, "Damn it, what do I do with all of this? What does 'Komsomol work' even mean, and how do I do it?" I started from scratch: I simply got to know people. This was a great opportunity to build communications skills. I would go to a workplace, greet everyone, and introduce myself, "I'm the new head of the Komsomol organization, Robert Kocharyan. Where is so-and-so? Not at his workplace? Where can I find him?" As it turned out, it wasn't very hard. I simply had to smile more and be prepared to talk to everyone, not just those I liked. I quickly managed to put together a pretty dynamic team of Komsomol members.
As my first task, I decided to have everyone meet each other. So, I told my guys, "Why don't we get everyone together for a relaxing evening? They have never seen each other!" We soon found a meeting place – all the banquet halls in town belonged to our complex. Moreover, our people serviced and maintained all these venues, so we didn't have difficulty organizing the meeting, either. So, we all got together and spent an evening with each other – everyone loved it. And that's how it all started.
I soon discovered certain skills that I never knew I had. First as a child, then in school, later in the army, and finally in college, I intuitively sensed that people listened to me, that I could influence them, captivate, and unify them around me. But now, it became my main goal, and it came to me naturally, without any effort. After a while, the organization actually began to work! And it happened without any ideology, as I never made any pompous speeches.
My efforts brought good results, and in eight months or so, I was offered a promotion and became an instructor in the Organizational Department (Orgotdel) of the Komsomol City Party Committee (Gorkom). This was a different type of work, primarily administrative. I spent most of my time on the phone, talking to countless local committees. As a result, I got to know many new people and our town very well.
But changes kept coming: in about a year, I was promoted to second secretary of the Komsomol city committee (a chain of promotions took place: the second secretary became first secretary, and the previous secretary was promoted to the regional committee). I had significantly greater responsibilities in the new position. I was responsible for youth sports in the city, tourism, and military-patriotic education. Sports competitions, youth summer camps, Zarnitsa and Orlyonok children's war games – the list of events was impressive, and my schedule was full. In reality, Komsomol work is not about sitting around in an office and issuing endless resolutions at all.
I was busy working with real people from early in the morning until late at night. By then, I was starting to like it. Komsomol turned out to be a great training ground. It provided a truly dynamic work environment, genuinely developed leadership skills, valued initiative, and constantly made me search for new ideas. Of course, I needed energy to be able to implement my new ideas, but I always had an abundance of energy.
I also had more formal responsibilities: I regularly chaired plenary sessions and meetings of the Komsomol Bureau. As part of the necessary routine, we approached them responsibly but without enthusiasm. It was the 80s; no one in the USSR believed in a bright communist future, and the lines for butter, meat, and toilet paper were no inspiration for heroic deeds. At Soyuzpechat's state-owned newspaper stands, Communist Party publications like the Communist and the Agitator were sold with the popular Soviet Screen magazine as a mandatory side-purchase. At the Komsomol city committee, all party functionaries, with rare exceptions, viewed ideology in very practical terms – like you would treat the user manual for a washing machine. Nowhere in our town did people tell more Brezhnev jokes than in our office building. And the best impersonation of Leonid Brezhnev was done by the head of the Organizational Department of the City Communist Party Committee.
The communist ideology that served as the foundation and binding agent for the entire country was decomposing everywhere, while the aging leadership of the party was unable to offer anything new and appealing.
At the time, the position of the first secretary of our city's Communist Party Committee was occupied by Zaven Movsesian – a good and kind man who climbed the career ladder from factory worker to party leader. We all respected him very much. Once, after a plenary session, he invited me to his office. He said, "I see you work very well, with enthusiasm – you have a lot of energy. But you don't cite resolutions of the Central Committee, nor do you quote Brezhnev." I got a little tense – indeed, I avoided the phrase "as Leonid Ilyich said" and confessed, "I can't bring myself to say it." Movsesian sighed, stared at me, and very softly, in a father-like manner, said, "Do you think I like it? But you have to say it at least once… We are supposed to do it." This man worked honestly, trying to be as useful as he could be in his position.
I spent two years in the position of second secretary of the Komsomol, then joined the Communist Party of the Soviet Union (CPSU) and was promoted to the position of instructor of the party's city committee. From there, I was sent to the silk factory as secretary of its Communist Party Committee. The silk factory was the largest production facility in the region – as they said at the time, the "flagship of our industry." This position reminded me of my first Komsomol job – everyone who was sent there in recent years was "rewarded" with party censures at the end.
At the factory, I was met with a massive workforce – good but complex. They were highly qualified professionals who knew the value of their work. Some of my weavers were recipients of the Hero of Socialist Labor title and many other government orders and medals. One of them was a member of the Regional Committee of the Communist Party, and another was a deputy of the Supreme Council of the USSR. Our engineering staff was so strong that our specialists were invited to other facilities in Azerbaijan when local engineers had difficulty installing new machinery or tuning high-tech equipment. And here I came along – the new young party organizer, sent from the city committee. At first, people were cautious: "What is he going to do? Will he act like a big boss? Will he become one of us?"
I had a good advantage, though – I worked at the factory for two years as an electrician.