Interview with Sonal Goel, IAS, Former Resident Commissioner, Tripura Bhawan, New Delhi

The Civil Services Forum had the privilege of hosting Sonal Goel, IAS, for an interview as part of its Executive Dialogues series. A 2008-batch officer of the Tripura cadre, Ms. Goel has served in several key administrative roles, including a stint with NITI Aayog, where she was involved in policy initiatives at the national level. She is widely recognised for her work in citizen-centric governance, public outreach, and youth engagement and has emerged as a prominent voice on ethical leadership and social awareness. Known for her energy, clarity of thought, and commitment to inclusive development, she combines administrative experience with a strong emphasis on communication and social impact. In this conversation, she reflects on her journey in the civil services, the challenges of governance, and the values that guide her work. The interaction offered students practical insights into public administration while also highlighting the importance of integrity, empathy, and a people-centred approach to leadership.

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Q1. Your career path is incredibly diverse, from being a qualified lawyer and trained Company Secretary to becoming an IAS officer. How did this multidisciplinary education shape your approach to public administration?

I would like to begin with my journey and how I moved from being a company secretary and a lawyer to becoming an IAS officer, and how that background helps me today as a civil servant. When I was a student, around 2003, during my third year of B.Com (Hons.) at SRCC, I first read about the civil services. I had no clear idea about the examination at that time, but I felt drawn to it because it offered an opportunity to work for people and serve society. However, I was already pursuing company secretary studies, and my family was hesitant about such a shift, especially given the uncertainty of the examination and the social expectations for girls in a traditional environment. My father eventually agreed, but advised me to keep a plan B.

So I completed my CS, joined law at Delhi University, and worked part-time as a company secretary while preparing for the civil services. I could not clear my first attempt in 2006, but after working on my weaknesses, I appeared again and secured Rank 13 in 2008. After joining the service, my diverse academic background proved very useful. My knowledge of law, public administration, and company secretaryship helped both in preparation and in actual administration. For instance, when I became the first CEO of the Faridabad Smart City project, my understanding of company structure and governance proved invaluable. All these streams of learning have continued to complement my work, and I firmly believe that knowledge once acquired is never wasted.

Q2. You’ve served more than 17 years in public service. Looking back, which experience in your early academic or professional life most influenced the kind of officer you became?

In public service, you work within a large ecosystem that includes different departments, the people of the district or subdivision, the political executive, the media, journalists, and civil society organisations. Over the years, I have learned something from each posting and from every set of people I have worked with. If I speak of my early days, the shift to Tripura was a very different experience for me. I had grown up in Haryana and Delhi, and moving to a remote part of Tripura, where the language and conditions were completely different, was initially quite apprehensive. Connectivity was limited, and I had never even stayed in a hostel before.

But once I joined, I received a great deal of support and respect from the people. I realised that to be an approachable officer, communication was essential, so I learned Bengali. I also travelled extensively, especially to remote areas, to understand people’s lives better. Later, when I worked in Haryana, I encountered a different set of challenges, including urban administration and social issues like patriarchy. Across these experiences, I have tried to work collaboratively, empower my teams, and remain approachable. Empathy, compassion, and the ability to lead teams with understanding have been central to the kind of officer I have tried to become.

Q3. Your book ‘Nation Calling:  Holistic Approach to UPSC Civil Services’ has inspired many aspirants. What personal experiences motivated you to write it, and what core message do you hope readers take away?

The idea for the book came during the COVID-19 pandemic, when most systems shifted online and even coaching and education became digital. I had already been mentoring civil service aspirants, but during that period the number of invitations from students across the country increased. Many of them repeatedly asked me to share my journey, strategy, and preparation tips. I also recalled my own preparation days, when I was looking for a single book that could give a holistic understanding of the examination—its structure, the syllabus, the time required, and a stage-wise strategy. That is when I felt there should be a book that helps aspirants first decide whether civil services is the right career for them, and then provides a clear roadmap if they choose it.

The book therefore focuses not only on strategy but also on handling pressure, time management, emotional resilience, and mental health. I have included the journeys and strategies of other toppers as well. The core message is to help students make an informed decision, prepare with clarity, and learn how to manage failure and self-doubt. Ultimately, the idea is to build resilience and contribute to society and nation-building, whether through civil services or any other profession.

Q4. You’ve been honoured by NITI Aayog as a ‘Woman Transforming India’ and by Twitter India as a ‘Web Wonder Woman’. What does digital empowerment mean to you in the context of today’s governance?

In the last four or five years, the social media and digital landscape has changed significantly. Today, digital empowerment means empowering citizens not only in cities but also in rural and remote areas. Even remote regions are now connected, and we are seeing how this digital transformation is improving lives. Many government schemes are now directly reaching beneficiaries without any middlemen. For instance, payments under various schemes are transferred directly into bank accounts linked to Aadhaar. At a daily level too, digital payments through UPI and mobile apps have become common. From a rickshaw puller to a street vendor, everyone can now send and receive money through a simple phone. Citizens are more informed, more connected, and have access to a wide range of information.

However, this also brings responsibility. Students today have access to multiple platforms, so it is important to use time wisely and choose content that is educational and motivating. Negative or misleading information spreads very quickly, and people often share it without verification. Social media is driven by algorithms, and the kind of content that becomes popular depends on what people choose to consume. So, as responsible citizens, we must be careful about what we watch, share, and promote. Digital empowerment is a positive development, but it must be accompanied by awareness, discipline, and responsible use.

Q5. As someone frequently invited to speak at TEDx and youth forums, what do you believe young aspirants misunderstand the most about the UPSC journey?

The biggest misunderstanding among aspirants is about why they want to enter the civil services. It is extremely important for every aspirant to be clear about their motivation. If the aspiration is driven by external factors such as power, authority, influence, or even money, then the civil services may not bring satisfaction. In fact, monetary rewards and certain privileges are far greater in the private or corporate sector. The motivation to join the civil services must be people-driven, rooted in the desire to bring about positive change in society. The UPSC examination offers young individuals an opportunity to take on significant responsibility at an early age. Even as an SDM, one is entrusted with administration, law and order, public distribution, revenue, and coordination with multiple departments. This responsibility requires clarity of purpose.

Once that purpose is clear, the next important aspect is strategy. A common myth among aspirants is the tendency to over-study. One must strictly adhere to the syllabus. This examination is not about doing a PhD or memorising endless facts. While current affairs, newspapers, and magazines are important, the focus should be on understanding and application. Prelims is objective, mains is subjective, and in mains, the key is the ability to recall and present what you know clearly and effectively. UPSC is not about mugging up facts, but about articulating knowledge in a manner that fetches marks.

Q6.  In your view, what qualities should young civil service aspirants cultivate today to effectively tackle India’s contemporary issues , such as urban governance, climate stress, and inclusive development?

A civil servant today works within a large and dynamic ecosystem of stakeholders, including departments, civil society organisations, the media, and now social media platforms. Because of this, an officer can no longer work in silos. Issues such as urban governance, climate stress, and inclusive development are interconnected, and they require coordination across multiple agencies. Collaboration has therefore become essential. In many crisis situations, it is often informal channels of communication and strong professional relationships that help in finding solutions. So, one of the most important qualities an officer must develop is the ability to build teams and work in collaboration.

Along with this, empathy and compassion remain fundamental. Without these, an officer cannot truly understand people’s problems or respond effectively. Leadership is also crucial, but leadership does not mean bossing around. It means taking ownership of your team, supporting them, building collaboration, and standing by them during difficult situations. At the same time, an officer must have the courage to accept responsibility when mistakes happen. This sense of ownership, empathy, and collaborative leadership is essential for addressing the complex challenges of today.

Q7. many young Indians struggle with motivation and self-doubt during GPC preparation. So what mental frameworks and habits helped you stay resilient through your own preparation days?

Whether it is the civil services or any other examination, challenges are inevitable. There will be failures, low marks, or attempts that do not succeed. What matters is how you respond to them. One important habit is regular self-appraisal, much like a SWOT analysis. You must know your strengths as well as your weaknesses. Work on reducing your weaknesses and strengthening what you are already good at. In my own preparation, I focused a great deal on time management. It is important to set realistic targets and remain fully committed. Without giving your hundred percent, it becomes very difficult to clear this examination. Discipline and proper time management are therefore essential.

At the same time, emotional resilience is equally important. One must pay attention to mental health and develop a strong emotional quotient. It helps to have hobbies, supportive friends, or family members, and some activity that allows you to step back and recover if you feel burnt out or frustrated. These mechanisms help you regain balance and continue with renewed energy. This is important not only during preparation but also later in life and in service, because stress and challenges will always be part of any profession.

Q8. You’ve worked across diverse administrative roles. Can you share an instance where your legal or company secretary background specifically helped you solve a governance challenge?

Yes, my background as a company secretary was particularly helpful when I was posted in Faridabad as the first CEO of the Smart City project. At that time, the project was new, and the institutional structure had to be built from scratch. There was no staff initially, and many people were unfamiliar with how a company or a Special Purpose Vehicle (SPV) should be formed, since the project required an SPV structure. Tasks such as hiring project managers, appointing consultants, and drafting the Memorandum and Articles of Association had to be done. My training as a company secretary helped me understand these processes, and I was able to contribute directly to setting up the organisational and legal framework. I used similar knowledge later during my posting in Gurugram as well.

My legal background has also helped me throughout my career. For example, when I was posted as District Magistrate in Tripura, I often had to review government cases before they were presented in court. Because I had studied law, I could better understand the legal arguments, case laws, and policy implications. This helped me guide the legal teams more effectively and make informed decisions. So, both my legal and company secretary training have supported me consistently in administrative roles.

Q9. As India undergoes rapid socio-economic changes, what do you think should be the top three priorities for today’s policymakers and future civil servants?

India is clearly undergoing a major transition and aspires to become a Viksit Bharat by 2047. If I had to identify three priority areas for policymakers and future civil servants, the first would be urban governance. Rapid migration to cities for jobs and education is putting enormous pressure on infrastructure, housing, transport, water supply, and basic services. This challenge is not limited to tier-one cities but is now visible in tier-two and tier-three cities as well, so urban planning and service delivery need much greater attention.

The second priority is climate change and environmental resilience. Issues like air quality, water management, and sustainable development must be addressed in a long-term, structured manner, rather than only reacting to seasonal crises. The third important area is investment in human capital. We must focus more on education, healthcare, and skill development so that young people are empowered to face global challenges. This requires not only government effort but also stronger public-private partnerships to expand opportunities and improve the quality of life for citizens.

Q10. During your posting in Haryana, you had to manage both rapidly growing cities and traditional rural areas. How did you balance the very different governance needs of an industrial state that is also deeply agricultural?

Haryana presents a unique administrative challenge because it is both an agrarian state and home to rapidly growing urban and industrial centres, especially in the NCR region. Districts like Gurugram, Faridabad, and Sonipat have seen rapid industrial growth and now function like metro cities. In such places, the population is very diverse: there are original residents, migrants from other parts of the state and country, and a large number of daily commuters. Each of these groups has different needs, which makes urban governance quite complex. I experienced this closely during the first wave of the COVID-19 pandemic in 2020, when I was posted in Gurugram. We had to arrange food and shelter for migrant workers, ensure essential supplies for residential colonies, and manage public services during lockdown. We even repurposed idle city buses into ambulances and grocery supply vehicles, which was an innovation born out of necessity.

At the same time, rural Haryana has its own realities, with agriculture at the centre and social issues like patriarchy still present, though changes are happening. Having grown up in Haryana, I had seen these dynamics closely, and working there as an officer gave me deeper insight. Ultimately, what helps in balancing such diverse needs is clarity of vision and intention. When people see that an officer genuinely wants to work for their welfare, they come forward to support, and that cooperation becomes the key to effective governance.

Q11. In your posting in Tripura, what were the key lessons you learned about ensuring inclusive development in a smaller northeastern state with diverse communities and limited infrastructure?

Tripura is a beautiful northeastern state with a diverse social composition. It has a mix of Bengali and tribal populations, with about one-third of the people belonging to tribal communities. Among them, there are nineteen major tribes and many sub-tribes, each with its own language, attire, and way of life. Most tribal communities prefer to live in their traditional habitations, often in remote areas. When I joined the cadre in 2009, I served in various roles, from assistant collector to BDO and later SDM. I made it a point to travel extensively, especially to remote tribal areas. In many cases, we had to drive for some distance and then walk eight to ten kilometres through streams and rough terrain to reach these habitations.

During one such visit, we found that the primary health centre, anganwadi, and school existed on paper but were not functioning properly because staff could not commute regularly. To solve this, we collaborated with the local BSF commandant and arranged for staff to stay in the barracks during the week. Within a couple of months, these institutions started functioning properly. This small intervention showed me that inclusive development requires empathy, field presence, and practical solutions. When you approach problems with compassion and collaboration, you can find workable solutions even in difficult conditions.

Q12. what message would you like to give to young women who aspire to be a civil servant, but they often feel held back by societal expectations or self-doubt? 

For young women who aspire to join the civil services, I would say that the challenges they face are often greater because our society has traditionally been shaped by patriarchy. Although India is progressing toward greater equality, these social expectations can still create self-doubt. But these challenges should not discourage you. You must have confidence that whatever obstacles come your way, you will be able to overcome them. Identify your capabilities, align them with your vision, and give your best. Consistency is very important, and so is intrinsic motivation. Your inner drive is what sustains your purpose, whether it is civil services or any other career.

Your purpose ultimately defines your contribution to society and the legacy you leave behind. So, believe in yourself and have faith in your abilities. There will be challenges and failures, but consistency, patience, and perseverance will carry you forward. I often speak about the four Ps: passion, patience, perseverance, and a positive outlook. If you hold on to these and remain committed to your efforts, you will be able to achieve what you aspire to.

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