The Civil Services Forum had the pleasure of interviewing Mr. Prasanth Nair, a Special Secretary to the Government in the Department of Agriculture Development and Farmers’ Welfare in Kerala, India. With over 17 years of experience in civil service and public administration, he has successfully managed diverse sectors such as tourism, taxation, roads, water supply, and skill development. Mr. Prasanth Nair is a seasoned civil servant, a social innovator, and a leader in governance. He holds an edX Verified Certificate in Exercising Leadership: Foundational Principles, reflecting his dedication to continuous learning. He is widely known as ‘Collector Bro’ for his citizen-centric and collaborative governance approach, particularly during his tenure as the District Magistrate of Kozhikode. Read on as he discusses how to overcome the challenges of preparing for the UPSC Civil Services Exam and shares his own experience as an IAS officer.
1. Were there any films or directors that particularly inspired you to take up film direction?
I studied at Loyola School in Trivandrum, where one of my seniors was Santosh Sivan, the internationally acclaimed cinematographer. Seeing someone from my school achieve such greatness sparked my interest in filmmaking. Initially, I wanted to be a cinematographer, but I later realized that as a director, you have more control over the storytelling. Over time, I became deeply involved in film criticism. Friends in the industry valued my insights, often showing me films before certification for feedback. I was brutally honest, suggesting changes in camera angles, dialogue cuts, or scene modifications to enhance impact.
Filmmaking is all about perspective. A simple scene—like someone picking up a coin—can be shot in multiple ways. A static, front-facing shot makes it look like a staged drama. But by playing with angles—first showing the coin, then the person's reaction, then a perspective shot revealing what they saw—you engage the audience. The key is to keep viewers thinking, involved in the story rather than just watching it unfold. And then there’s music. Background scores shape emotions, adding layers of depth to every frame. Film direction isn’t just storytelling—it’s psychology, perspective, and pure craft.
2. Can you walk us through your journey from conceptualizing the short film Daivakanam to having it premiere at Cannes, and how did it feel to see your film selected and showcased at such a prestigious festival like Cannes? Do you cherish your success more in the administrative field or this creative field?
After my district tenure, I wanted a creative break—that’s how Daivakanam happened. It was my warm-up before directing a full-length film, a chance to experiment with techniques like drone shots, sync sound, color correction, and time management under a tight schedule. Directing a film, in many ways, felt like being a district collector—coordinating various experts to achieve a final vision. The film was a time-loop concept, intentionally challenging to push my creative limits. Seeing it premiere at Cannes and receiving an invite was an unforgettable moment. Unfortunately, the 2018 Kerala floods disrupted my plans, and I couldn’t continue with my feature film.
As for what I cherish more—governance or filmmaking—they’re deeply interconnected. In government, I often “direct” projects, shaping narratives through outreach programs and campaigns. But while films give you creative control, government work is unpredictable. You may put years into a project, only for it to stall due to shifting priorities. In contrast, with filmmaking, if you’re determined, you’ll see your vision come to life. In the end, making a movie is simple compared to running a government.
3. How did you develop and refine your answer-writing skills for the mains exam?
Writing speed is crucial—the exam is designed so that finishing it is nearly impossible. The key is prioritization: allocate more time to challenging questions and adjust your writing style accordingly. For example, GS2 is more time-intensive, so it demands a different approach than GS1. Structuring answers in bullet points can also help, as it aligns with the key points in the evaluation criteria.
One powerful strategy I followed was thinking like the question paper setter while studying. This helped me predict potential questions and prepare structured responses. During the exam, I put myself in the evaluator’s shoes—how would they want the answer presented? Neat, engaging, and structured with a strong conclusion, much like a movie with a compelling climax.
Practice is essential. In my first attempt, I lacked writing practice, but once I identified and corrected my mistakes, I saw significant improvement. Get your answers evaluated, but don’t rely entirely on others’ subjective opinions. Instead, aim to write answers that broadly appeal to most evaluators. UPSC rewards key points, so focus on covering essential aspects concisely. Play safe, take reasonable risks, and structure your answers to meet the exam’s expectations.
4. Can you share the story behind the nickname “Collector Bro”? Was there a specific incident that sparked this recognition?
Back in 2015, when I was posted as a district collector, social media wasn’t as widespread as it is today. Government departments weren’t active online, and official communication was mostly through traditional channels. I started the district collector’s page as one of the first of its kind—not just for updates, but for real-time problem-solving, public consultations, and advisories. Unlike the PR-driven pages we see today, this was an interactive space where governance met people directly.
Since there were no social media managers back then, I personally handled the page while managing fieldwork. Government communication is usually formal, but social media required a different approach—more direct, engaging, and informal. I naturally interacted in a casual way, and soon, people started calling me Collector Bro. The name stuck, and even though my collectorship is long over, this title has followed me. It’s a reminder of how social media can bridge the gap between governance and the people, making administration feel more approachable and connected.
5. What techniques or habits helped you manage stress and maintain motivation during the long preparation period?
UPSC isn’t just about studying—it’s about mastering the psychology of the mind. Before preparing, understand the exam itself—its structure, syllabus, and question patterns. A well-structured master plan is crucial, but the real challenge is sticking to it. Perseverance and clear priorities make all the difference. Attitude is key—approach the journey with the right mindset, and anything is possible.
One major hurdle is digital distraction. Excessive screen time floods the brain with dopamine, shortening attention spans and making deep focus difficult. Meditation helps counter this, bringing mental stillness and better concentration. Sensory deprivation from constant device use often leads to more screen time, creating a cycle of dependence. While digital resources are helpful, physical books are essential—they reduce eye strain and reinforce the habit of writing, which is critical for the final exam. Balance is everything—train your mind, manage distractions, and stay committed to the goal.
6. What role do personality and communication skills play in the civil services interview, and how can aspirants develop these skills?
Strong communication skills help, but the real focus of the civil services interview is personality. It’s not just about how well you speak—it’s about how you carry yourself, how genuine you are, and how well you engage in a meaningful conversation. The board should feel, “He is one of us.” While knowledge-based questions are asked, the way you respond matters just as much as what you say. Confidence, clarity, and composure are key. If you fumble too much or seem unsure, it might give the impression of a weak personality rather than just a lack of knowledge.
Personality isn’t something you can change overnight, but introspection helps. Work on presenting yourself as a compassionate, sincere individual—someone who would be an asset to the nation. English fluency plays a role, especially since it’s different from everyday conversations. Practice structuring your answers clearly and respectfully, but don’t obsess over sounding polished. What truly matters is authenticity. You don’t need to impress them with style—just be yourself, stay confident, and let your sincerity and purpose shine through.
7. During your tenure as District Collector, you introduced several citizen-driven initiatives. What are the key takeaways for future administrators to implement similar people-centric governance models?
Every district has its own challenges, and as an administrator, you can’t walk in with a fixed plan. The key is to identify the real problems and find solutions that work for that specific region. Governance isn’t just about policies—it’s about people. Sometimes, the best solutions come from outside the system, by tapping into public compassion and bridging the gaps that government alone cannot fill.
One common mistake is the belief that officials have all the answers. True governance requires humility. Sometimes, the best way to solve a problem is by removing unnecessary intervention rather than adding more layers of control. The success of “Compassionate Kozhikode” was a result of this mindset—thinking beyond conventional governance and engaging citizens as active participants in change.
The takeaway? You are not powerless. Solutions exist both inside and outside the system. With the right intent, creativity, and public involvement, meaningful change is always possible.
8. Initiatives like "Compassionate Kozhikode" were widely appreciated for their citizen-centric approach. How can civil servants foster community participation in governance?
One of the biggest mistakes in governance is the tendency to control rather than collaborate. True citizen participation comes when people feel equal, valued, and inspired—not when they are ordered or obligated. That’s why people called me “Collector Bro” instead of using formal titles. Breaking hierarchical barriers is key to engaging communities.
Volunteering isn’t something you force—it comes from within. If people don’t feel a personal connection, it turns into forced labor, not participation. The role of civil servants isn’t just to direct but to inspire and build credibility. Unfortunately, many in government struggle to understand this. They need to be trained to step back and let genuine community service thrive.
The truth is, many great initiatives have succeeded despite government intervention. The state must learn to coexist with volunteerism rather than control it. That’s why we are working on Compassionate India—to take the spirit of Compassionate Kozhikode nationwide and help civil servants truly appreciate the power of citizen-driven change.
9. You have worked on various urban development projects. What are the key areas where Indian cities need urgent reforms? How do you see the future of sustainable development in Kerala’s urban planning?
Kerala’s urban landscape is unique—there’s no clear distinction between rural and urban areas. Unlike other states, villages aren’t far from towns; you won’t even realize when you’ve entered a city. This continuum of townships makes governance challenging, especially in waste management and urban planning.
While Kerala pioneered decentralization, it happened before local bodies were mature enough to handle it. Many politicians focus only on their wards and upcoming elections, lacking the skills and long-term vision for effective urban planning. Directly empowering them with executive functions—without proper administrative support—has also been a mistake.
Moreover, IAS officers are often disempowered, leading to discontinuity in governance and lack of accountability. Despite this, Kerala’s local bodies, especially panchayats, have seen incredible success stories compared to other states. But when it comes to cities, systemic issues remain.
For sustainable urban development, Kerala needs better structuring of local governance, capacity building for leaders, and stronger accountability. Only then can we create efficient, sustainable, and people-friendly cities.
10. What inspired you to join the civil services, and what keeps you motivated despite the challenges? What message would you like to give to the young aspirants going to give their CSE exam?
Why civil services? Because no other career gives you such a vast canvas to create real impact. Imagine, in your twenties, managing a PSU with a turnover of thousands of crores or making critical law and order decisions that affect thousands of lives. The scale, responsibility, and challenges keep you on your toes—there’s no room for monotony.
Every project you conceive, every initiative you take, affects people at a massive scale. Unlike the private sector, where you often work within a pigeonhole, here, you learn to embrace challenges head-on. You don’t overanalyze—you execute.
Transfers every 2-3 years push you into new domains, ensuring you never get stuck in a routine. If you crave dynamic work and want to truly touch lives, civil services is the place to be. To all CSE aspirants: stay determined, stay curious, and remember—you’re working towards something bigger than yourself. Keep going!
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