ISSUE 46
DECEMBER 2020
DIGEST
You Did It!
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 46 I DECEMBER 2020
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ONE HOUR IS ALL IT TAKES TO BE THE BEST
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YOUTH 52: EQUIPPING OUR TEENS WITH WISDOM BEYOND THEIR YEARS
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LEADING A BUSINESS THROUGH AND OUT OF CRISIS
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YOU DID IT!
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5 BIG IMPACTS OF UNRESOLVED INSECURITY LEADERS NEED TO KNOW
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LEADERSHIP IN 2021 AND BEYOND
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4 STEPS TO MANAGING CUSTOMER COMPLAINTS FROM HOME
Read this issue and past issues online at leadinstitute.com.my/ leaders-digest Scan the QR code below for quicker access:
LET US KNOW If you are encouraged or provoked by any item in the LEADERS DIGEST, we would appreciate if you share your thoughts with us. Here’s how to reach us: Email: diana@leadinstitute.com.my Content Partners:
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 Alone, faster; together, further Standing at the bottom of the mountain, with a heavy load on your back, the journey to your summit will have further, unpredictable challenges. Changes in weather, maybe the pain of blisters due to the new shoes you just got for the hike and fatigue may pause your goal, but not stop it: to reach the summit. While the end of the year could have such an analogy, and every month that we conquered had very personal implications and now memories, March 2020 became the point true audit of how we are as people, how organizations truly behave and most of all what leadership and management is all about. If we give our Leadership Digest a bird’s eye perspective, a new perspective could be the possible new guide for anything, anytime, anywhere. These were the titles of the monthly Leadership Digest issues: Jan Power of Gratitude, Compassion, Kindness Feb Collaborative Workplace Mar Social Intelligence Apr The Future of Work May Leading in a VUCA World Jun Choices Jul Frontline Aug Influence Sep Privileged Oct Pathway to Mastery Nov Courage Dec You Did It ! Was the daily performance targeted at the monthly achievement to reflect the meaning and purpose of having reached the summit of December? Let’s make a story of this year’s chapter out of the details. She entered the room. Her presence through the loud message of her silence. Only known from her CV, soon all who engaged with her were able to feel her sense of gratitude, reverberate through her compassionate communication skills and respect her acts of kindness. Without any formalised activities, common in other organisations, a more collaborative workplace emerged out of realisation. Everybody was doing something
different. It felt great. It didn’t need too much of intimacy between people and was defined by social intelligence from moments of social maturity. This made things happen harmoniously, even when timely critical issues had to be brought to the limelight. What came as a shock was the sudden global requirement of physical distancing, termed as social distancing, when it should have been called physical distancing. Alone word had a vast impact on all and not just the future of work, but the immediate process of work was in a state of panic. The aspects of science fiction such as Star Treck; Voyage to the Stars, had now a closer taste of reality. One could taste it. Leading in a VUCA world was not a new hypothetical scenario but a real new routine. Some Captain Kirk and Mr. Spock emerged, yet many leaders remained mentally paralysed. Choices, even the most personal and intimate ones came under the control of a few. A control that was determined and followed mostly by respect to authority rather than understanding the logic of the situation – maybe, because there was no logic. The frontline as we know it was invisible. The consequences: primary, secondary and so on, influenced that, that used to be autonomic actions such as eating, talking, washing your hands, etc. Nobody was privileged because we all were in the same boat on very rocky waters, with gusts of wind that changed direction at will. Yet, as everything that happens to us can be a point of reflection on the pathway to mastery. It just requires the courage to take it, deal with it rather than acting like an observer, waiting for somebody else to apply a responsible, focused and disciplined pre-active risk. We have reached this year’s chronological summit: December. At this peak in time, as you pause, who would you like to be with if you let an African proverb be the stage for your journey towards next year’s peak?: “Alone we may go faster, but together we will go further.” The guide-posts – the titles of this year’s months – could be those to align to, again. Sometimes we don’t have to add new goals to our todo list, just review, and repeat the old ones, improve on them and go beyond ourselves.
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ONE HOUR IS ALL IT TAKES TO BE THE BEST BY ROSHAN THIRAN
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Start small The American author Earl Nightingale wrote, “One hour per day of study in your chosen field is all it takes. One hour per day of study will put you at the top of your field within three years. Within five years you’ll be a national authority. In seven years, you can be one of the best people in the world at what you do.”
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I said to him, “Wow, you spend two days’ worth of time each week on your phone – I can see why you don’t have much time to learn!” About a month ago, I was having coffee with a friend of mine who mentioned he wanted to learn more but didn’t have the time these days. “We hear a lot of talk about businesses being ‘future-proof’, but nowadays, with the economic climate so uncertain, we really ought to be focusing on future-proofing ourselves.” It’s a good point and one that came off the back of our discussion that much of what we learned in university all those years ago is now obsolete. As the world evolves, so does the knowledge required to understand it. It’s precisely why the phrase ‘lifelong learning’ is popular with successful people such as Bill Gates, Michelle Obama, and Warren Buffett who – at the age of 90 and a net worth of US$80 billion – continues to learn every day. Investing one hour As my friend and I were talking, a notification popped up on his iPhone telling him that his daily screen time for the past week averaged out at seven hours. I said to him, “Wow, you spend two days’ worth of time each week on your phone – I can see why you don’t have much time to learn!” Following a friendly debate back and forth, he suddenly said, “You realise that I do a lot of work-related tasks on my phone? If there’s a way to fit in one hour learning time each day, feel free to sign me up! There’s only one condition – I hate being tied to my laptop. If I have spare time to sit down with a coffee and learn something useful, I’m sold.” We worked out that, out of his seven hours per day on his phone, five of them were work related, and the remaining two hours were, in his words, “pretty much scrolling through YouTube and watching reruns on Netflix”.
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When I told him the pricing, his eyes widened. “Too expensive?” I asked. “No,” he replied. “I just realised that the price of one whole year’s subscription to Necole is less than I spend on Grab food in a month!”
Allowing for an hour of leisure phone time, that left one hour to learn every day – almost 30 hours of learning in a month. I said to him, “Let me introduce you to Necole”, showing him an amazing online learning experience that empowers people to learn, wherever they are, at their own pace, and in their own time. Necole invites keen learners to read, watch or listen to videos, articles, podcasts, webinars and interactive courses (one user I know really ‘learns on the go’, using Necole during his treadmill runs in the gym). Subjects and topics are delivered by world-renowned experts, and the best part about Necole, in my opinion, is that all of the learning is practical, applicable, and aligned to the Top 10 skills of the future as outlined by the World Economic Forum. As we find ourselves in the midst of a global pandemic, the need to improve our skills and knowledge has never been more urgent than it is now. The ability to adapt and develop an array of transferable interpersonal and practical skills is crucial if we are to ‘future-proof’ ourselves. Most of us have already needed to plod through figuring out some new skill as we adjust to working from home. Make the most of that hour If you’re anything like me, having to learn something without much guidance can feel like a painful slog. We get there in the end, but it would have been great to get some expert guidance to expedite the learning process and really make it stick. Necole is an amazing platform for several reasons, not least of all because it acts as a mentor and companion as you go through your learning journey. And with time being scarce, it really is a blessing to be able to learn on the go and at your own time. My friend was quite impressed as he looked through what Necole has to offer. “OK, so it looks good and I could definitely upskill in a lot of areas...but there’s always a catch. How much am I going to have to fork out to get full use of this app that I can use anywhere I go?” When I told him the pricing, his eyes widened. “Too expensive?” I asked. “No,” he replied. “I just realised that the price of one whole year’s subscription to Necole is less than I spend on Grab food in a month!” Quite literally, food for thought.
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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LEADING A BUSINESS THROUGH AND OUT OF CRISIS BY BRIAN SANDS
Experienced leaders know that around 70% of transformations fail. As a global economic proposition, we have been ‘holding-on’ for some time. COVID-19 has now tipped us over that edge into a deep chasm of recession and uncertainty, not quite 12 months since we endured the worst bushfire season in living memory in Australia.
A first mover mindset Often, ingrained thinking and traditional doing have got us to where we are today. However, it is the rapid pace of change that is slowing down our ability to learn, respond and adapt, to something different.
ASIC says that there were 10,748 insolvency appointments across Australia in FY2019. In round numbers that means 900 per month. Last month the AFR told us that “voluntary administrations across the country have fallen 60% compared to the same time last year (due to the temporary insolvency protections).”
This pace and complexity of change necessitate a first-mover mindset, a willingness to determine what your tomorrow will look like rather than wondering whether the sun will in fact rise.
Regrettably, an avalanche is building. In fear of rolling out well-worn ‘doom and gloom’ labels and whilst there are many exceptions to any rule, we are in a crisis – the turning point whereupon critical decisions are made and important change takes place leading to recovery, or not. Relentlessly chasing work, overloading internal resources, taking the knife to margins, and reconciling daily cash flows is hardly a compelling business proposition, is it? As a starting point to prioritise your response and to break the shackles of ‘holding-on’ – the inertia that disables effective crisis management – you need to 1. sharpen up your first-mover focus, before 2. co-creating your tactical response.
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Experienced leaders know that around 70% of transformations fail and will mobilise interventions to mitigate poor strategic planning, internal capability gaps, incorrect organisational structure, irrelevant business models and outdated thinking – the usual suspects of unsuccessful strategy.
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They will abandon the delusional safe harbour of ‘holdingon’ to a new version of an old strategy. They will focus on customer-centric data-driven external insights driven by Aligned, Capable and Engaged – or ACE – internal people. They know that sustainable business transformation is not simply a cost-cutting and margin-thinning exercise. Crisis management cannot simply become another operational initiative reported ‘back up the line’. As the leader you must be the activist at the front of the picket line, because sitting behind a desk is a very dangerous place from which to lead a business.
A Tactical Response Plan Before worrying about how to change, businesses need to figure out what to change and, in particular, what to change first.
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When faced with a crisis, your turnaround strategy needs to be specific, high impact and without delay.
Crises conjure up pictures of critical decisions and immediate action. An environment of do or die, even. It is because of this urgency that you need to move fast, that ever-pressing leadership imperative of yet another thing that needs to be resolved yesterday!
I.nformation. The ability to collect, manage and analyse real-time, relevant data is critical to decision-making and turnaround success. How do you really know that you are making business fundamental decisions with the right information? S.upport. Tap into the capability of others in order to relieve the pressure cooker that is building inside of the business, yourself and your people. You need your best internal team and external advisors. It is not about you. I.nnovation. This is the ‘all bets are off’ process of different thinking creating different doing - whatever technology, tool, infrastructure, or idea that will enable the disruption you need. Remember, ingrained thinking and traditional doing got you to where you are now so it’s time to move on. S.trategy. This is the documented plan - the objectives, actions, accountabilities and metrics. The most successful strategies start with the end in mind, focusing on the solution rather than the problem. The problem is simply a lesson. Assuming you prioritise empowering the right internal people first; then you have sleeves-rolled-up external support, collect the right information, optimise constrained cashflows and bring innovative thinking to your doing; you will now have in place the ‘foundation’ crisis management plan – the initial point from which you will progressively ratchet up activity, and accelerate turnaround.
When faced with a crisis, your turnaround strategy needs to be specific, high impact and without delay. Using the acronym of C.R.I.S.I.S there are 6 proven simple interventions that will co-create the minimum viable product enabling you to quickly build and act upon a picture of what success must look like: C.ashFlow. This is not about turnover, it’s about what is left over. Spending less doesn’t mean you are creating less but you need new thinking to deliver low-cost and differentiation, to deliver value and create scale. Do more with less. R.ight People. You need ACE people alongside you, those that can, know and want. People that have a very clear picture of what success looks like for them firstly will usually deploy discretionary effort in favour of the business, and for their benefit.
BRIAN SANDS
Brian Sands is a strategy advisor and interim executive. As an advisor to Boards and Executive teams designing strategy, implementing change and developing people his insights originate through managing largescale, high-risk, low-margin construction and property businesses. He is also the author of Stop The Bleeding – A Mind Shift Through Business Crisis Management … Thinking and Doing Everything Differently.
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BIG IMPACTS OF UNRESOLVED INSECURITY LEADERS NEED TO KNOW BY JAEMIN FRAZER
If it's a problem, it's probably an insecurity problem. The spillover effect The demands facing many business leaders in the current economic climate can leave little time for the overall wellbeing of the leader themselves. This can cause a backlog of personal challenges that go unaddressed. When time is made for personal growth, most leaders typically try and solve their problems on the same level that the pain shows up. Because they experience pain with their health, they imagine it is a health problem. When they feel pain in their finances, it is assumed to be a money problem. At other times, when the pain manifests in their relationships with others, it is natural to believe it is a relationship problem.
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Insecurity makes you give all your best effort to serving someone else’s vision or to invest heavily in projects that make you look good but are not an embodiment of your true purpose in life.
The issue here is that because this surface level pain is merely the symptom of deeper dysfunction. Time, money and effort spent solving the problem at this level is wasted.
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Often people imagine their behaviour is somehow disconnected from any other area of their life. It somehow exists on its own, in a vacuum. This belief is bolstered by the cultural proclivity for behaviour management strategies as the best way to do personal change.
But they’re wrong Any level of clear thinking about this idea shows how deeply flawed it is. Behaviour is simply the byproduct of belief. Behaviour never lies. It is an accurate reflection of our map of the world and always proves what we believe to be true. Behaviour is simply the product at the end of the assembly line. Your behaviour is not weird, mysterious, or anomalous. To view your life in this way is such a lazy observation. While most people are either insecure about being insecure, or pretend not to be insecure, the fear of not being good enough is a universal human challenge. If left unaddressed, it causes us to show up at our worst in every area of life and undermines our capacity to function in our true potential. Every cell in our body is hardwired for self-preservation. It is our most basic human instinct. If the greatest threat to your safety is to be found out as not good enough, then for as long as this fear is unaddressed, you will be protecting yourself from this perceived danger in every area of life – whether you are conscious of it or not. To show up to life present and unguarded would lead to inevitable exposure. No one would act against themselves so callously. Therefore, all energy is directed to staying safe instead. Here is how this plays out in 5 key areas of life: 1. Health When you are insecure, it serves you to be unhealthy. Extra weight, patterns of sickness, low energy and poor sleep are all a cop out to lower what is expected of you. What looks like a health problem is often an insecurity problem. Your body craves health. When you have eradicated the fear of not being good enough, then it is safe to show up healthy and attractive because there is no longer anything to prove or defend
3. Work If you are insecure, it serves you to stay safe in a job that you hate but are good at. Insecurity also causes you to buy into the idea that you are weaker than you think so going out on your own would only lead to being found inadequate. However, what looks like a work problem is just an insecurity problem. Eventually your job is supposed to suck. That pain is there to remind you to keep growing your capacity to bring your unique contribution to the world in your own unique way. 4. Relationships
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Your ability to give and receive love with others flows directly out of a loving relationship with yourself.
Being insecure causes you to tolerate dysfunctional relationships and allow people to treat you poorly. Needing others to validate and accept you in order to feel good about yourself means they also have the power to withhold these things from you if you don’t play their game properly. Therefore, what looks like a relationship problem is an insecurity problem. Your ability to give and receive love with others flows directly out of a loving relationship with yourself. 5. Purpose Insecurity makes you give all your best effort to serving someone else’s vision or to invest heavily in projects that make you look good but are not an embodiment of your true purpose in life. Your purpose in life cannot be to prove that you matter. Your adult work is to discover your inherent worth separate from what you do, so that you are then free to show up to life with your cup full and connect with a purpose that is bigger than you and not even about you!
2. Money Insecurity causes you to either seek to cover your inadequacies with whatever will make you more money, or consistently undervalue yourself and experience lack and financial pressure. What looks like a money problem, is often just an insecurity problem. Money is the reward you get for accurately understanding your value to the world. When you fully own your value and worth internally, it is immediately reflected in your relationship with money.
JAEMIN FRAZER
Jaemin is a renowned life coach, TEDx speaker and author of ‘Unhindered -The 7 essential practices for overcoming insecurity’. He is the founder of the Insecurity Project and specialises in helping entrepreneurs, leaders and business owners eradicate insecurity so they can show up to life.
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4 Steps
to Managing Customer Complaints From Home BY MONIQUE RICHARDSON
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While the skills of managing a complaint are similar whether you are in an office or home environment, the location of where you manage the complaint is having an impact on customer service professionals. Through multiple workshops and coaching conversations, team members have shared with me the difficulties of dealing with complaining customers in their own homes. The greatest challenge shared is the missing physical support of colleagues normally present in the office. When an issue escalates, it certainly isn’t easy having no team members physically nearby to assist and de-brief with as well as having no immediate access to a leader to rely on for support. In addition, having to work in shared spaces where others may overhear the call or having to manage complaints from a more personal space such as a bedroom, is all having an impact. When faced with a complaining customer, it can be helpful to have a way to structure the conversation. The HEAT method is a four step, practical technique equally applicable for an office or home environment.
Step 1 - Hear the customer out
The first step when managing complaints is focusing on your breathing to allow you to slow down and focus your thoughts. Let the customer vent their frustration and listen attentively without interrupting. While acknowledging it can be challenging, try not to take it personally and remind yourself that the customer is normally complaining because of the process or issue.
Step 2 - Empathise
Empathy is one of the most powerful ways to connect with a complaining customer. Acknowledge their level of emotion and show you are looking at the problem from their point of view. Use sincere empathy statements such as “I can appreciate you are upset…,”.
Step 3 - Apologise, Ask Questions
Apologising is another way of connecting with the customer. Ensure that apologies are meaningful, personal, and neutral. For example, “I am sorry there has been a delay with our response”. A timely and sincere apology can move the customer to a rational state where it is easier to deal with them and prevent further escalation. Move to problem solving by asking questions through seeking permission, for example, “Do you mind if I ask you a few questions about…?”. Continue to ask as many questions as necessary to fully understand their complaint.
Step 4 - Take Ownership
There are three ways to take ownership of the customers complaint. 1. Presenting an immediate solution. 2. Committing to further investigate the complaint. 3. Delivering an outcome that is not in their favour. If this is the case, • Focus on potential options or alternatives. • Educate the customer by explaining why you cannot deliver on their expectation. • Empathise – a statement such as “I am so sorry there is nothing further we can do” can at least provide acknowledgement. Advise of any internal or external recourse available to them. As part of a complaints service recovery process, follow up after the complaint can be greatly valued. All data from the complaint should continue to be logged to ensure root cause analysis and prevent future complaints. Tips for taking care of yourself while managing complaints from home Without the clear delineation between home and work and the physical isolation of your team, the stress of dealing with complaints can be heightened. It can be beneficial to: • Examine your work environment. Is it working for you? If you find that you are taking things more personally than before, reflect on where you are working and if necessary and possible, find an alternative workspace. If you can, remove your work from your bedroom. • Pack your work away or close the office door at the end of each day if feasible. • Change your physical state. Stand up, move around or have a cup of tea. • Utilise peer and leadership networks to gain support and ideas. Don’t be afraid to check in with the team or your leader via phone or chat. • Use personal debriefing. After a complaint, ask yourself, “What was positive about the way I managed the complaint? What would I do differently next time? What can I learn from this?” Acknowledge the complaints you have managed well. • Focus on self-care strategies that work for you. Walk the dog at lunchtime, engage in yoga or meditation and focus on doing something you love and enjoy at the end of the day. Managing complaints is one of the most challenging aspects of working with customers and has proven for some to be even more difficult when working from home. By engaging the skills to manage complaints and implementing strategies to take care of yourself, it will assist in supporting both the customer and yourself as we all adapt to our new ways of working.
MONIQUE RICHARDSON
Monique Richardson is the author of ‘Managing Difficult Customer Behaviour – A Practical Guide For Confident Conversations’ and is one of Australia’s leading experts in Service Leadership and Customer Service.
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YOUTH 52: EQUIPPING OUR TEENS WITH WISDOM BEYOND THEIR YEARS BY EVA CHRISTODOULOU
Useful lessons are never taught in class As a working professional, I am certain of one thing: that the challenges our youth will face in their professional lives will extend far beyond college degrees. Rather, they will be tests of adaptability, resourcefulness, and self-belief, among other things. I would go so far as to say it will be about leadership competency. Formal education certainly opened doors to my career – but never defined it. From where I started to where I am now, the nature of my work has changed so completely that very little of what was taught in the classroom remains relevant. Instead, what continues to serve me are life lessons that shaped my identity, sense of worth, and worldview. New skills could always be learnt when needed, but without my own personal values to guide me, would I have had the strength to try at all?
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By equipping a young person with leadership skills that typically only came later in life, that person could start making the right decisions much earlier on – both personal and professional.
Trends in the workplace seem to support this. According to the World Economic Forum’s 2020 Future of Work report, among the skills that employers value most in today’s market are critical thinking, problem-solving, self-management, and communication.
Age really is just a number We are used to associating stages of personal and professional achievement with a certain age range. The truth is that age is simply a medium – the longer you live, the more of life you experience, and the wiser you become.
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But we live in a time where it is no longer unusual to hear of successful CEOs in their 20s. A career change used to be a big deal, but today it’s become almost expected – in fact, it’s expected to happen anywhere between five to seven times in one’s lifetime. By equipping a young person with leadership skills that typically only came later in life, that person could start making the right decisions much earlier on – both personal and professional. It would be a powerful head start to a very long race.
The fundamentals At Leaderonomics, we have a framework called the Science of Building Leaders (SOBL), which outlines the various aspects of development a leader must go through. We studied the areas of the SOBL linked to teenagers, then looked at how we could create a comprehensive syllabus that would help the youth develop themselves. The result of this research is what we call our Youth 52 competency skills, also known as Y52. It consists of fifty-two topics over 52 weeks, covered in a specific sequence that starts simple and gradually increases in complexity. Together, they form a holistic learning plan that addresses every aspect of youth leadership. . The journey begins with Forming Yourself, where we cover the development of character, values, and mindsets. Next, youth arrive at Discovering Yourself, where they will learn how to form self-awareness and vision as well as developing a healthy view of role models. The final stage, Applying Yourself, teaches decision-making, how to learn from mistakes, and serves as general preparation for adult life. The competencies taught through these three stages can be clearly linked back to the WEF report on in-demand employee skills. The combination of a correct mindset, self-awareness and confidence will allow one to thrive in any circumstance. The actual learning content has also been curated in-line with modern-day learner preferences. We keep it bite-sized,
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mobile-friendly, and easily accessible. We also serve our content in a variety of mediums ranging from articles to videos and podcasts, catering to different learning styles.
1. Forming Yourself
Perhaps most importantly, Youth 52 is powered by Necole, our Learning Experience Platform where users can interact with each other and share content pieces. Being part of a community can be the most motivating aspect of any learning experience, and has been shown to keep learners engaged and accountable. In short, we believe it works.
On a more personal note In addition to, and above, being a working professional, I am also a mother. I know I can’t protect my son from making mistakes. That doesn’t matter though, because I’m not here to stop him from making mistakes. I’m here to make sure he learns from them as quickly as possible.
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2. Discovering Yourself
I’d like to provide my son with the knowledge to meet these challenges better prepared than I was, in the hopes that he makes better choices than I did.
When I reflect on my past, the poorly thought-out decisions never stemmed from a lack of hard skills. Neither did they have to do with not having the right degree – within reason, many jobs are truly open to anyone willing to learn. No, the mistakes have always involved a gap in my leadership capability, at least at the time. Had I known then what I know now, things might have turned out very differently. That’s not to say I’m not grateful for where I am and what I have. My son, however, still has his whole life ahead of him. I’d like to provide him with the knowledge to meet these challenges better prepared than I was, in the hopes that he makes better choices than I did.
3. Applying Yourself
Through Youth 52, that is what we hope to provide to teens everywhere: the power of decision-making with wisdom beyond their years. For the visually inclined, here is a visual breakdown of the three dimensions of Y52: If you’d like to know more about Y52, please contact us at youth@leaderonomics.com or check out our LinkedIn page.
Eva Christodoulou
Eva is the Research & Development leader at Leaderonomics. She believes that everyone can be the leader they would like to be, if they are willing to put in the effort and are curious to learn along the way, as well as with some help from the people around them.
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BY DIANA MARIE
BY DIANA MARIE
Gosh. What a year it has been. 2020 is a year for the history books. Which memories from this momentous year will we be talking about to future generations? How was it for you? This news shocked me. In late February of 2020, The World Health Organization increased its risk assessment of the novel coronavirus to its highest level. The virus, first reported in Wuhan, China in December 2019, had by that point spread to dozens of countries, killing more than 500,000 people (John Hopkins University of Medicine, Coronavirus Resource Centre). The novel coronavirus has put much of the world on hold. People were asked to avoid crowds and limit their travel. Air travel scaled back dramatically. The use of face masks has become ubiquitous in many countries. Many governments including us in Sarawak have issued stay-at-home orders. Many of the State Civil Service employees began the new normal of working remotely. Undoubtedly there were day when what’s left behind was an eerie silence and emptiness. For Malaysia it all began in March when the whole country, every single person was told to stay home, it was the only way to stay safe. That was the beginning of the Movement Control Order. Was I afraid? Of course. How long will this go on? That was the question I had, apart from the day-to-day fear of the danger of COVID-19 itself. When will I see my parents again? Will I be able to travel and see other parts of the world again? Yes, MCO ended, three months later. As the world is reshaped by COVID-19, it is clear that this will be a year for historians to make sense of. How will people tell the story of the tumultuous times that we’re living in today? One thing for sure, with coronavirus isolation, digital media has become enormously important for our interactions with colleagues, friends and loved ones. In a matter of weeks, the pandemic turned video conferencing into the backbone of our lives and it was not just for work. The New York Times explained that Zoom’s daily meeting participants in the United States went from 10 million in December to 300 million in April and citizens scrolled through social media feeds before bed. “The virus changed the way we internet.” I would like to share with you, thoughts from an article I read, written by a physician cum blogger Dr Christina Lau which talks about impacts from the pandemic and 2020 in general. If anything, perhaps these are some life lessons to take away from 2020.
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1. Our world is interconnected. We often think of each community as a separate entity and being very different from one another. Within a few months the virus spread to nearly every state and country, and a global pandemic was declared. Despite the differences and distance between places, we are battling the same virus and having the same struggles. It is a reminder of just how our economy and society are interconnected on many levels, including supply chains, communications, technology, and travel. 2. Humans are social beings, and we need social interaction and human contact. The COVID-19 pandemic has highlighted the importance of social interaction and human contact within almost every aspect of our lives, including education, employment, entertainment, and recreation. Efforts to reduce the spread of the virus, including physical distancing, quarantine, and stay-at-home orders, have prompted and exacerbated social isolation and loneliness. This pandemic has made me realize how much many of us miss social interaction and things as simple as a hug or just coffee with a friend at the cafĂŠ. 3. There is goodness and humanity, even in the hard times. At the start of the pandemic, there was a shortage of personal protective equipment (PPE) among hospitals and health care facilities, and many health care workers were reusing the same disposable mask for days or weeks at a time. Immediately, community members gathered together to procure masks, 3D print face shields, and hand sew masks and scrub caps for health care workers. Restaurants were donating food to hospital workers and first responders. And people were volunteering to bring groceries to the elderly. These acts of kindness and appreciation from the community has helped many frontline workers going, working day after day during the pandemic.
If you are fortunate to have opportunity, it is your duty to make sure other people have those opportunities as well. - Kamala Harris -
4. Life is valuable. Be grateful for what we have. The pandemic has made many of us re-think our priorities and remember how precious life is. It has been a reminder to appreciate the smaller things in life, the things often taken for granted. With so many deaths each day, I am grateful for my family and friends, even if it means video calls and text messages while we cannot see each other in-person. With so many people falling ill, I am grateful for my health. With so many people losing jobs and becoming homeless, I am grateful for the food in my fridge and a place to call home. 2020 has really been a challenging year in more ways than one, this has been a tough year, but it could have been, worse. For all serving the State in one way or another, it is an Honour to Serve and endeavour to Make a Difference to our Society and State. Stay safe. 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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LEADERSHIP IN
BY BERNARD LEE INVIGORATE CONSULTING
AND BEYOND
2020 has been an unprecedented year in history. The pandemic has accelerated tomorrow’s future into today. Somehow, we have survived the year (some have thrived!) and we’re at the doorstep of the next 365 days. I am convinced more than ever that “Everything rises and falls on leadership” (Maxwell). Whether you are a corporate leader, civil servant, employer, employee, home-maker or student - your ability to lead yourself and others will determine how the next 365 days will look like. Over and above the functional and technical competencies required for leadership roles, leadership in 2021 and beyond requires the Leadership PATCH:
1. Purposeful Leaders in 2021 and beyond must be purposeful.
2. Authentic Leaders in 2021 and beyond must be authentic.
Purpose is the reason for your existence. Being purposeful is being intentional about living out that purpose. Purpose is not a series of fluffy statements strung together and hung on a wall, but it is something that leaders are focused and geared towards.
Followers understand times have changed. We have seen the level of uncertainty rise like never before. No one can be certain of how 2021 (and beyond) will look like. Many have offered views, but the fact remains that no one really knows.
Purposeful leaders deliver value. Leaders have the responsibility to ensure that people and organisations are aligned and steered in the right direction. That is the purpose of leadership. To exercise influence and bring people to the desired destination.
Authentic leaders are real. They display vulnerability. They admit they don’t know it all. They too have questions. They are equally concerned about the future. Authentic leaders do not hide from these realities.
Purposeful leaders lead with conviction and clarity. Without purpose, one will be merely doing things out of convenience. Without purpose, leaders give-up when the going gets tough. Without purpose, there is no context to grit, resilience and agility. 16
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Authentic leaders are wise. Wise to be vulnerable, yet confident to lead. Their confidence stems from the collective wisdom and courage, not just their own. Wise leaders are selfless. They understand it’s not about me, but WE.
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Authentic leaders are inclusive. They create space for co-creation and ownership. They leverage and build on the synergies of others. They value people. They realise that their role is one of a conductor, not a soloist. 3. Trustworthy Leaders in 2021 and beyond must be trustworthy. Trust is built over time, but can be dismantled overnight. Trust takes years to build but can be lost in a brief moment. Trust is the leadership currency every leader must continue to have. Without trust, it is impossible to lead. To be a trusted leader, leaders must be consistent. Their audio must match their video. Their words and deeds must be aligned. What they say and what they do is synchronised. Failure to do so creates confusion and diminishes trust. To be a trusted leader, leaders must be competent. They must have the functional and technical competencies to do the job. They demonstrate capabilities that enable them to be placed in the role. They are positioned by meritocracy and not favouritism. A trustworthy leader is credible because they are consistent and competent. When leaders have credibility, trust is easily accorded. Trust is the oil that enables the leadership engine to function smoothly. 4. Compassionate Leaders in 2021 and beyond must be compassionate. Compassionate leaders understand what it feels like to be in the shoes of others. They think and feel together with their heart and head. Pragmatic objectivity allows them to combine knowledge and apply experience to varied leadership situations. Compassionate leaders go beyond empathy. Empathy allows leaders to experience what others are going through. Compassion moves them to do something about it to alleviate the situation.
Compassionate leaders understand the difference between quick-fixes and long-term help. They maintain a delicate balance of ‘giving others fish’ and ‘teaching them to fish’ - enough help to get them going with the aim of creating independence. 5. Humble Leaders in 2021 and beyond must be humble. Humility is a virtue, a value that is caught as much as it can be taught. A humble leader does not think less of themselves, but rather they think of themselves less. Humility allows leaders to grow in wisdom and stature. A humble leader is always learning. They value what others think and seek to gather diverse thoughts and experiences to enrich everyone’s learning. They are not threatened by others. They have a growth mindset that acts as a catalyst for development. A humble leader understands servant-leadership. They seek to serve others and not themselves. They are not self-seeking nor self-serving. Their role in leadership is to facilitate the journey for others. A humble leader seeks to serve the generations. They view themselves as stewards who are responsible for the lives of many. Not just those under their direct influence, but also those whom their followers serve. Leadership in 2021 and beyond requires us to be purposeful, authentic, trustworthy, compassionate and humble. Take a moment as we close out the year to reflect on the Leadership PATCH. Where have you done well? What areas may require some attention? How can we do better in 2021 and beyond? In 2021 and beyond, the world is looking for leaders who humbly serve others compassionately, someone whom they can trust and is authentic in their leadership purpose. Be that leader!
BERNARD LEE
Bernard is the Founder of Invigorate Consulting, a firm seeking to connect people and organisations to their purpose. He has over 20 years of management consulting and corporate experience with global organisations. He is also a seasoned facilitator. He enjoys travelling and is excited about the second half of life.
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“No matter how hard the past is, you can always begin again.” - Jack Kornfield
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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
