3 WAYS LEADERS CAN REGAIN TRUST

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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COLOURING OUTSIDE THE LINES

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5 LEADERSHIP SKILLS TO PROTECT TEAMS IN TIMES OF UNCERTAINTY

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5 LIFE LESSONS FROM JUSTICE RUTH BADER GINSBURG

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RAISING LEADERS AT WORK USING THE PRINCIPLES OF PARENTING

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COURAGE

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Editorial Desk From the

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. Yes, this is very linked to leadership and defines its

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. Courage is about overcoming our subjective experience/

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 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. 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.

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.

subject matter is above and beyond the intellectual grasp 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.

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 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?

3 WAYS LEADERS CAN REGAIN TRUST

BY ZOË ROUTH

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.