LEADERS ISSUE 45
NOVEMBER 2020
DIGEST
LEADERS
DIGEST
Publication Team EDITORIAL
Editor-in-Chief Ismail Said Assistant Editor Diana Marie Capel Graphic Designer Awang Ismail bin Awang Hambali Abdul Rani Haji Adenan
* Read our online version to access the hyperlinks to other reference articles made by the author.
Contents
ISSUE 45 I NOVEMBER 2020
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3 WAYS LEADERS CAN REGAIN TRUST
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5 LIFE LESSONS FROM JUSTICE RUTH BADER GINSBURG
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COLOURING OUTSIDE THE LINES
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RAISING LEADERS AT WORK USING THE PRINCIPLES OF PARENTING
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5 LEADERSHIP SKILLS TO PROTECT TEAMS IN TIMES OF UNCERTAINTY
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COURAGE
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Leader’s Digest is a monthly publication by the Leadership Institute of Sarawak Civil Service, dedicated to advancing civil service leadership and to inspire our Sarawak Civil Service (SCS) leaders with contemporary leadership principles. It features a range of content contributed by our strategic partners and panel of advisors from renowned global institutions as well as established corporations that we are affiliated with. Occasionally, we have guest contributions from our pool of subject matter experts as well as from our own employees. The views expressed in the articles published are not necessarily those of Leadership Institute of Sarawak Civil Service Sdn. Bhd. (292980-T). No part of this publication may be reproduced in any form without the publisher’s permission in writing.
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From the
Editorial Desk Which C do you See? Courageous or coward? Who determines where one is on that line between the two opposing poles? Courage is a very complicated-ted facet of personality that varies from one person to another and depends on the situation, the goals and the desires of life. Courage is personal. It is about risking an aspect of oneself to climb up the maturity level, the leadership ladder. The measurement of courage follows the individual’s position to the potential act of courage. What for one person is normal, for another can be most risky and therefore most courageous moment. Presenting the critical aspect to an issue is a good example. Giving a critical observation on a subject matter to an audience much younger, of lesser education level, of lesser experience than oneself may be easy. One can do it without much planning, anywhere, anytime. Especially if the subject matter is above and beyond the intellectual grasp of the audience. Change the audience and even adapting the critical position to the now same-age or older, subject knowledgeable audience and the C-factor comes into play. Measurement of C is now possible. And while courage is being measured, at the same time the passion towards the subject matter is being assessed. The more passionate one is about the subject matter, the more one will do to reach a personal / professional objective. In other words, the more risks one is willing to take. And the level of risk in regard to the consequence of the courageous act becomes the critical Personal Courage Standard. The lowest level of courage is the physical one. Taking a risk that can lead to hurting yourself to safeguard another person is courageous and fire fighters give us such an example. Social risks, acting and/or saying something that may lead to a social criticism, maybe even rejection, has a more elevated scoring. Emotional risks, when
our feelings are at risk of being hurt portray individual character, true passion for something and integrity to what should be done rather than what others expect to be done to remain in the comfort zone. Yes, this is very linked to leadership and defines its difference to management. Courage needs experience, it needs practice. Together with bravery and heroism, courage is very situational, and it is our upbringing, our environment that give us the opportunities or limitations. Courage is about overcoming our subjective experience/ perception of fear instead of running away from it or keeping quiet. Especially, when we know that what we could say and do can improve something, help somebody or avoid negative consequences. Courage is about going for change. It is the catalyst and the assurance of transformation. Courage cannot be taught but it can be motivated. This means that by creating opportunities for an individual’s moment of courage without crossing the line towards trauma, a leader offers that path of courage mastery. To tell somebody that their act was courageous, one must know that person’s background in relation to the act and not give a rating based on one self’s position vis-à-vis that act. If public speaking is the most nerve-wrecking activity for me and but it is not for the person I am witnessing, then my accolade of courage for that speaker is off! If you want to instill courage in others, and in yourself, these questions could help to pinpoint start it all: What is the thing you/I want to accomplish? What is keeping me from doing it?
Courage opportunities are constantly waiting for you to take them. Dare to express your feelings, say what you think but do it tactfully, strategically, timely and because its intention is to improve something or somebody. Your risk will always also be your reward. By the way, when was the last time you told somebody that that what they did was courageous?
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3 WAYS
LEADERS CAN REGAIN TRUST BY ZOË ROUTH
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There is a crisis of trust in leadership. As we lurch from one Royal Commission to another, trust in public institutions and businesses is at an all time low. The Edelman Trust Barometer research from 34000 respondents shows that Australians rank no institution as both competent and ethical, with the media and government scoring the worst on both scales. Corporate scandals like Rio Tinto’s destruction of 46000-year-old Aboriginal rock shelters reinforce that leadership has a long way to go in the trust stakes. Here are three ways leaders can work towards regaining trust.
“ TRUST IS A GIFT GIVEN FREELY, AND LOST EASILY.“ 1. ACCOUNTABILITY AND ATONEMENT When a wrong is committed, admitting it and apologising is the very least that can be done. Some breaches are beyond value, like the ancient Aboriginal rock shelters. Atonement and reparations show understanding and a desire to alleviate some suffering, even though some damage can never be mended. This is why the Apology to Australia’s Indigenous peoples in 2008 was so significant: past wrongs meant generations of pain, but the Apology signified an intention to do better. The starting point is acknowledging the hurt. 2. GENUINE HUMILITY AND CONTRITION In cases where there is an imbalance of power, such as corporate giants and community stakeholders, leaders need to admit their failure of perspective and judgment. Real humility and remorse shows potential for expanding awareness and willingness to learn. Rio Tinto is now saying all the right things: strengthening cultural heritage governance, talking more closely with the local Indigenous people, and taking steps to assist more Aboriginal employees into leadership roles. The key tip here is admit that actions caused pain and to make a genuine commitment to never let it happen again. 3. COMPASSIONATE CURIOSITY Leaders need to expand their circle of concern from shareholders to stakeholders and beyond. When leaders want to know what others think, how they feel, how they perceive issues, then the doorway opens to new conversations and insight. When we see more, we can lead better. Caring and honest interest invites others to share their point of view. TO TIE IT ALL IN Trust is a gift given freely, and lost easily. It may never be regained. Actions need to follow words. It’s an ongoing choice to do the right thing, as Volkswagen keeps learning. First with its admission to cheating on its emissions scandal in 2015, and more recently for an Instagram ad with racist overtones. As leaders, it’s possible we may eventually regain trust, but that is up to those from whom we seek redemption. The only way we regain trust is to be worthy of that trust every day. Care, humility, and compassionate curiosity are the daily commitments of trustworthy leaders.
ZOË ROUTH
Zoë Routh is a leadership expert and author of People Stuff: Beyond Personality Problems - An Advanced Handbook for Leadership.
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COLOURING OUTSIDE THE LINES BY GLADYS GOH
I’ve always believed that passion, resilience and tenacity are core values that form the foundation of success. Granted, that there are various barriers to be addressed that may undermine the opportunities for individuals to thrive in their respective roles, but having that razor-sharp focus on the end goals can truly drive oneself to reach greater heights. Bridging the gap between work and passion Taking that first step to identify your passion in whatever you do is an important process to help ensure you will achieve a fulfilling career journey ahead. Be it an interest in science, language, arts, maths, or any other field of study or industry, follow your passion and never look back! Bringing together my love for numbers and trend-spotting through data analysis, coupled with my creative side especially in the art of marketing, led me to kick start my career in several fast-moving consumer goods (FMCG) brands. Almost 15 years ago, my experience with various marketing portfolios and my love for colours and the effect they have brought me into the Nippon Paint family. The biggest breakthrough for me was the sense of excitement we’ve created for products in a low involvement category like paint. Through the years, fuelled by our passion, teamwork and creativity, we continue to inspire our consumers through colour and other consumer-centric initiatives.
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“ Almost 15 years ago, my experience with various marketing portfolios and my love for colours and the effect they have brought me into the Nippon Paint family. ” Indeed, we have now empowered consumers to decide for themselves on paint selection; traditionally this decision solely lay in the hands of the painter, contractor or interior designer. Breaking barriers through change Enabling change can be a daunting process, especially when it is out of our comfort zones – as well as everyone else’s around you. However, change is very much a necessary factor which allows us to reach milestones. When we learn how to see things from a different perspective, it brings fresh opportunities and encourages us to exercise our creativity to achieve our full potential. My journey within the male-dominated coatings industry has given me the opportunity to bring different perspectives and skillsets to the table. I am grateful that I receive full support from my team members and the management right from the very start. In addition to that, transitioning to the paint and manufacturing industry from a separate background has opened many doors for me – both at work as well as for my own personal growth.
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With the mindset of bringing change to create excitement for the brand, the first step was to identify challenges and gaps in the industry in order for us to develop a strategic direction to propel forward. Our marketing and communications strategies were focused on thought leadership initiatives, leveraging on our innovative coatings solutions such as through the introduction of the first odourless paint in Malaysia. Continuing our Wellness journey, we began providing consumers with holistic solutions and inspiration through colour trends – while focusing on functional coatings that are able to improve the health and wellness of indoor spaces.
have enabled me to be more receptive and adaptable when faced with challenging situations, be it at work or on a personal front. Armed with the deep understanding of the various local markets – its operations, needs as well as demands – I am now staying focused to put in place strategic plans on the innovation and partnership front, with the central goal towards sustainable growth. Having a growth mindset is truly empowering. It is when you believe that skills and knowledge can be developed, hard work is required for success and that strategies help in achieving goals that we’re set to achieve big wins. Inspiring future leaders The current generation of youth are the faces of our future, and it is important to provide them with their opportunities to grow through various platforms. Over half of fresh graduates believe that their first job is highly important in paving the way to their future careers. “We should always aim to be a better version of ourselves, and that in itself is already a win. ”
Enabling a Growth mindset As we go through different phases of life, our priorities and goals change. As such, we will need to shift our priorities to grow and thrive in our own ways. During these times, I often ponder and self-reflect…“Am I learning and growing through these current opportunities?” This triggers thoughts that can shape my own growth journey and also find various routes to success. Success doesn’t come easy. It takes time, effort, determination and the willingness to learn and grow, which also translates to how you perceive your overall outlook on life. In my experience during my time with Nippon Paint, I have had the opportunity to engage with multiple stakeholders from all walks of life who play an important role within the coatings industry: painters, developers, architects and designers to better understand their industry needs when it comes to providing them with solutions. “ In my experience during my time with Nippon Paint, I have had the opportunity to engage with multiple stakeholders from all walks of life who play an important role. ” Furthermore, as Nippon Paint has expanded our geographical presence over the years to various countries across Asian markets such as Pakistan, Bangladesh and the Philippines, amongst others as part of our growth plans, I have had to adapt to the needs and demands of each and every one of these markets, channelling each market’s diverse culture to suit their respective market needs. These milestones at work
As such, at any workplace, it is important to lead by example through actions and by being the best version of yourself to inspire and empower others to build on their strengths. Not only will this augment their level of confidence in the workplace, but also allow them to leverage on their strengths to thrive on new skillsets throughout their careers. Secondly, it makes a difference if you have a role model that you look up to in life to be more self-aware in our personal growth and development. Throughout my life journey, the one figure that I respect as a role model is none other than my mom, whom I view as a leader in her very own way; driven and capable of raising a household on her own – always sticking by her principles, while being resourceful to achieve her set out goals. As a mother to two children, I hope I can then be their role model too. With determination, all of us can achieve success in our own ways, and we shouldn’t let anyone define what success means to us. We should always aim to be a better version of ourselves, and that in itself is already a win.
GLADYS GOH
Gladys Goh serves as Senior Vice-President, Strategic Innovation and Marketing of NIPSEA Group. In her current regional role, Gladys is responsible for steering the Group’s Marketing and Communications, Corporate Social Responsibility as well as Innovation and Strategic Initiatives functions.
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LEADERSHIP SKILLS TO PROTECT TEAMS IN TIMES OF UNCERTAINTY BY ARASH ARABI
"In times of crisis, leaders who are more competent in these 5 leadership skills can better protect their teams."
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We are currently going through one of the most uncertain times in recent history. The U.S. Economic Policy Uncertainty Index has been at its all-time high multiple times since the start of the Covid-19 pandemic. In times of crisis, leaders who are more competent in these 5 skills can better protect their teams.
1. Emotional Intelligence
Uncertainty causes emotional exhaustion both for the leader and their teams. The stress and anxiety caused by the uncertainty typically reduces the performance of the leaders and their teams.
are able to identify connections that may be overlooked by others. To be a more effective systems thinker a leader needs to ask these questions when making decisions: • Why do we want to solve this problem? What is the end outcome we are after? • What is the broader ecosystem that our subject is part of? • How does the subject interact with the broader system? Let’s look at the bigger picture. • What is the future price we may have to pay across time and space because of this decision?
Emotional Intelligence is the ability to recognise your own emotions and those of others. And to be able to manage and influence your own emotions and those of others. Mastering emotions will thus help you become a better leader, especially in times of uncertainty. There is a large body of knowledge available on how to improve your emotional intelligence. Particularly the works of Daniel Goleman and Richard Boyatzis has gained a lot of popularity among business leaders.
2. Resourcefulness
Resourcefulness is the ability to find quick and clever ways to overcome difficulties. A resourceful leader thinks outside the box when faced with roadblocks, and instead of giving up, he/ she does whatever it takes to get the job done. Resourceful leaders are creative, persistent, and open minded. They persevere towards the end goal but easily and quickly change tactics when they get blocked. One of the greatest assets of resourceful leaders is their large network and personal relationships.
3. Empathy
Empathy is one’s ability to experience the world through someone else’s reality. Each person has their own distinct personality, life experience, beliefs, and sensations. The same event will thus be experienced differently depending on who you are. How uncertainty feels to you will be different to how it feels to other people. Every person has a different set of goals, objectives, challenges, values, motives, culture, and upbringing. You can’t simply assume what people feel just by imagining how you would feel in their situation because you don’t share the same values, motives, upbringing, and so on. To be able to truly empathise with someone, we need to be curious about them and place our full attention and focus on them trying to understand how they perceive and feel the events.
The easiest solution is often the wrong solution. What are some scenarios that may play out because of this decision? The Fifth Discipline: The art and practice of the learning organization by Peter Senge is a seminal book on systems thinking and is highly recommended to business leaders who want to improve their systems thinking skills.
5. Humility
Some may argue that humility is not a skill rather it is a character trait. I believe anything that you can improve and get better at with practice is a skill. And people who have a growth mindset can certainly increase their humility with effort and practice. Humble leaders don’t see themselves above the team. They see themselves as part of the team and collaborate with them closely. Humble leaders are wise. They ask their team members to disagree with them freely as they want to be illuminated by the perspectives of others. Humble leaders show vulnerability and courage. These are the leaders who are willing to take a pay cut in uncertain times so that they do not have to reduce the workforce. This is the type of leader that Simon Sinek describes in his book, Leaders Eat Last.
4. Systems thinking
Systems thinking is a holistic approach to problem solving. Systems thinkers look at the big picture and consider the broader ecosystem that their subject is part of (hence the name systems thinking). They understand complexity and
ARASH ARABI
Arash Arabi is the founder of Australian coaching company Sprint Agile. He helps organisations move from opinion-based decision making to evidence-based decision making.
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5 LIFE LESSONS FROM JUSTICE RUTH BADER GINSBURG BY ROSHAN THIRAN
In 1956, a young mother enrolled in Harvard Law School as one of only nine women in a class of 500 men. Following her undergradate studies at Cornell, she first worked for the Social Security Administration office in Oklahoma at the age of 21, where she was demoted for becoming pregnant with her first child. When her husband got a job in New York City, Ruth Bader Ginsburg (RBG) moved to Columbia Law School and became the first woman to be on two major law reviews: the Harvard Law Review and Columbia Law Review. Despite being tied first in her graduating class at Columbia, RBG faced a tough time finding employment solely on the basis of her gender. The wide-spread discrimination would fuel her lifelong career focused on fighting for race and gender equality. As the driving force for equality, RBG’s contribution to America’s legal system in the 1970s paved the way for the abolition of numerous archaic laws that treated men and women differently.
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Sitting on the Supreme Court since 1993 after being nominated by then-President Bill Clinton, RBG became only the second female and the first Jewish female justice of the Supreme Court. On the bench, she retained the fiery and resolute character that had made her a trailblazer as a young attorney who fought tirelessly for civil rights.
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Ruth Bader Ginsburg was renowned for her composure and ability to influence and persuade.
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A ROSE AMONG THORNS
What makes her story even more impressive was her ability to bounce back from numerous personal and professional setbacks as she made her name in the legal profession. Ruth Bader Ginsburg became an icon not only because of her passion and commitment to serve others and take on injustice wherever she found it. She also served as an inspiration to millions of young women through the example of her resolve to keep moving forward and be the author of her own story, regardless of the obstacles she found in her way.
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This week, the world lost an amazing leader and champion of equality in RBG. But she lives on through the impact she made in public service and continues to be a great inspiration to many people throughout the world. Here are 5 life lessons from one of the intellectual giants of America’s Supreme Court:
about how they can make a difference in their community or
1. KEEP A CALM, COOL HEAD WHEN COMMUNICATING
4. YOU DON’T HAVE TO AGREE WITH PEOPLE TO WORK
WITH OTHERS
Ruth Bader Ginsburg was renowned for her composure and ability to influence and persuade. She spoke with certainty and with an eloquence that demonstrated her sense of selfassurance and unyielding commitment to justice. In her book, My Own Words (2016), she advises, “Reacting in anger or annoyance will not advance one’s ability to persuade.” RBG embodied a key trait that all resonant leaders possess: the ability to regulate themselves before attempting to influence others.
wider society. The trouble is that we can get so caught up in our own ideas that we leave no time for the most important part - acting on worthwhile ideas and bringing them to life.
WELL WITH THEM
If you look up the word ‘groupthink’ in the dictonary, you won’t see pictures of the late Justices RBG or Antonin Scalia. These iconic judges profoundly disagreed on almost every political issue, and yet their friendship and mutual-respect was wellknown. The ability to separate a person’s views or role from their worth as a fellow human being is a mark of mature leadership and one that commands a great deal of respect. As Scalia once said, “If you can’t disagree ardently with your colleagues about some issues of law and yet personally still be
2. BE TRUE TO WHO YOU ARE
friends, get another job, for Pete’s sake.”
Often, we’re told that we need to be a certain way or present ourselves correctly if we want to impress the right people and move up the ladder. RBG was small in her physical stature, but
5. WHATEVER YOU DO, GIVE IT EVERYTHING YOU HAVE
she possessed a giant personality as well as a giant intellect.
While some are preoccupied with trying to show themselves
As a Supreme Court Justice, she altered her robes to suit her
to be the best, those who are the best simply go about their
style and she wouldn’t be afraid to show her pride as she
work quietly and do whatever’s necessary to get the job done
waked into a courtroom, knowing that she fully deserved to be
well and consistently so. RBG gave no half-measures in life,
there despite society’s expectations and obstacles she faced
she was entirely committed to whatever she set her mind to.
along the way. RBG was playfully called “Notorious RBG” for
Even in the face of tragedies such as losing her husband and
a good reason: she knew her worth and was never about to
being diagnosed with cancer, this great lady continued to
shrink herself in the presence of anyone.
serve others and do whatever was needed in that service. As she put it, “I would like to be remembered as someone who
3. BE PROACTIVE IN CREATING CHANGE AND THINK BEYOND YOURSELF
used whatever talent she had to do her work to the very best of her ability.”
When giving the Rathbun Lecture at Stanford in 2017, RBG offered the following advice, “If you want to be a
Not only will she be remembered in those terms, but RBG will
true professional, you will do something outside yourself.
be an example to be emulated for generations to come in her
Something to repair tears in your community. Something to
leadership, style, humility, and her unwavering determination
make life a little better for people less fortunate than you.
and commitment to do what is right for her fellow citizens.
That’s what I think a meaningful life is - living not for oneself, but for one’s community.” So many people have great ideas
ROSHAN THIRAN
Roshan is the founder and CEO of the Leaderonomics Group. He believes that everyone can be a leader and make a dent in the universe, in their own special ways.
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Raising Leaders at Work Using the Principles of
Parenting BY WENDY BORN
“ When we are in a situation that requires us to show leadership, most of us fail to do anything. ”
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We all know when we see great leadership. We identify it, point it out and it imprints on our minds forever. Yet in research completed by Grenny and Maxfield for their book Crucial Conversations, they found that when we are in a situation that requires us to show leadership, for example calling out poor behaviour, having a difficult conversation or holding people accountable, 72% of us will fail to do anything.
The same applies to the people who work for you. By supporting your people to create balance and boundaries between work and home, live a healthy life through diet and exercise, and have a positive mindset to be able to approach their work and personal challenges with resilience, you will help your team manage stress, reduce illness and increase engagement.
Leadership is a skill usually learned with time and experience and without this experience, we can feel ill-equipped to lead. Yet we already have many of the skills and experience stemming from our upbringing as well as raising our own children which can readily be applied in the workplace. There are five fundamental principles of Love, Environment, Health, Language, and Vision that translate from home to work.
4. LANGUAGE
At the foundation of any family is love and now more than ever this must exist at the foundation of our relationships at work. Through connection, understanding, and forgiveness, you can build a strong cohesive workplace that understands and values each other’s knowledge and skills and is able to engage in constructive conflict and has an increased commitment to the success of the organisation as a whole.
2. ENVIRONMENT Like all good homes, creating an environment for our children to grow and thrive in is essential to set them up for success. So too is the environment you create for the people you lead. Creating the psychological safety for people to feel free to express themselves will help foster the creativity and innovation your organisation needs to continue to be successful and relevant in its market. As a parent or leader, this means setting clear expectations and consequences for people to understand the work that needs to be done and by when, and what will happen if not achieved. This creates an environment of accountability and performance.
3. HEALTH We want our children to be able to thrive in a world that is increasingly demanding and where stress is at an all-time high. When we are healthy and happy both physically and mentally, we create the skills and resilience to be able to meet these demands.
5. VISION We all have hopes and dreams for our children – usually focusing on them growing up and being successful at whatever they choose to do, and being happy with their life, partner, job, dreams and aspirations.
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Creating the psychological safety for people to feel free to express themselves will help foster the creativity and innovation your organisation needs to continue to be successful and relevant in its market.
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1. LOVE
It’s confronting when your child repeats back to you the same words, phrases, or slang that you know you use every day, and particularly horrifying when it’s a cuss, or your child chastises you with your own words. As parents and leaders, we are constantly on show, being watched and observed, listened to (even though it often appears otherwise), and teaching others how to behave. They watch, observe, and take on all of our words, actions, behaviors, and values, good and bad. As Stephen Covey says, ‘What you do has far greater impact than what you say’.
As a leader, you also want your people to do well, and to thrive, develop, learn and succeed. It’s important to have a vision of the future and a strategy for how to get there, both personally and professionally. Having vision and strategy helps your people to make a link between what they do on a daily basis and the goals of the team and organisation. Understanding the purpose underlying the vision also creates meaning in the work they do and a connection with each other, their team and the organisation. The commonalities between parenting and leadership are clear and the skills for both readily available for us to use. Practicing them provides an opportunity for us to be and raise great leaders.
WENDY BORN
Wendy holds qualifications in Human Resource Management, Finance, Operations Management and Professional & Personal Coaching. She is the author of The Languages of Leadership (Major Street Publishing).
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COURAGE BY DIANA MARIE
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As the 6th century BCE Chinese philosopher Lao Tzu says, being loved gives you strength, but loving deeply makes you brave. He also says: ‘From caring comes courage ‘. Courage is a universally admired virtue, and courageous individuals in all cultures have survived across time to become the heroes of subsequent generations. There is something exhilarating about courageous individuals, those who persevered against the odds and rising above fear. Sometime in April this year during the Movement Control Order (MCO), we were in awe when the social media went viral about a man who walked from Kuala Lumpur to Ipoh after being thrown out of his quarters by his employer. With all his means of survival depleting, he decided to walk back to his home town in Kelantan. But was this courage, or was it not? To Aristotle courage was a virtue, the greatest quality of the mind. For Richard Avramenko, a political science lecturer at the University of Wisconsin, courage is the primary means by which humans raise themselves out of their individualistic, isolated and materialistic existence. Most philosophers and psychologists agree that courage involves persistence in danger or hardship and because courage is a universally admired virtue, most would also consider it an attribute to be promoted and fostered. Stories throughout the world illustrate courageous people as those who take a moral stand and have a clear sense of purpose. Aristotle believed that an individual develops courage by doing courageous acts (Aristotle, trans. 1962), and there is current support for the suggestion that courage is a moral habit to be developed by practice (Cavanagh & Moberg, 1999). This view is compatible with Bandura’s concept of self-efficacy in which successful performances strengthen an expectation of further success (Bandura, 1977). Individuals are more likely to face a situation and attempt to cope with it if their previous experience gives them reason to believe they can meet the challenge. For many analysts, the cultivation of courage has more to do with emotions. The list below is how psychotherapist Melanie Greenberg puts it in her useful analysis of the six main attributes of courage; 1) Feeling Fear Yet Choosing to Act Courage is about doing what you are afraid to do. There can be no courage unless you are scared. Have the courage to act instead of react.” - Oliver Wendell Holmes 2) Following Your Heart Have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.” - Steve Jobs, Stanford commencement speech, June 2005 3) Persevering in the Face of Adversity Courage doesn’t always roar. Sometimes courage is the little voice at the end of the day that says I’ll try again tomorrow. - Mary Anne Radmacher 4) Standing Up for What Is Right The greatest heroes stand because it is right to do so, not because they believe they will walk away with their lives. Such selfless courage is a victory in itself - N.D. Wilson, Dandelion Fire 5) Expanding Your Horizons; Letting Go of the Familiar Man cannot discover new oceans unless he has the courage to lose sight of the shore. - Lord Chesterfield 6) Facing Suffering with Dignity or Faith The ideal man bears the accidents of life with dignity and grace, making the best of circumstances. - Aristotle In other words, courage reveals what we care about. It reveals that which inspires us to overcome ourselves. And it is the selfovercoming character of courage that makes it so poignant. When we are witness to real acts of courage, we know immediately what matters most fundamentally to the courageous actor – and it is not herself, not her own physical well-being.’
‘Passion is what drives us crazy, what makes us do extraordinary things, to discover, to challenge ourselves. Passion should always be the heart of courage.’ - Midori Komatsu
DIANA MARIE
Diana Marie is a team member at the Leadership Institute of Sarawak Civil Service attached with Corporate Affairs who found love in reading and writing whilst discovering inspiration in Leadership that Makes a Difference.
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“Do not judge me by anything I’ve done at Virgin. If you want to judge the quality of my life, then you judge me by the quality of my children.” Sir Richard Branson, Founder of Virgin Atlantic Airway
Leadership Institute of Sarawak Civil Service KM20, Jalan Kuching Serian, Semenggok, 93250 Kuching, Sarawak. Telephone : +6082-625166 Fax : +6082-625966 E-mail : info@leadinstitute.com.my
