Leader's Digest #69 (November 2022)

The Leadership EDGE

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From the Editorial Desk

Edward Boudrot wrote about ways we can create an edge regardless of where we are in our career; a new leader, emerging leader, or existing leader. He explains three critical elements of mindset the leadership edge can be achieved by deep applied learning, shifting people’s mindset, and going super-fast.

1. Think differently, Do Deep Work & Experiment

Edward says it is good to set a goal to read a combination of business books, personal development, and leadership. It creates an edge: a personal edge and a business edge by leveraging on the deep work that someone has invested years of his or her life in creating, proving, and applying. This knowledge enables one to connect the dots, apply frameworks to situations, or put solutions on the table. It gives access to perspectives and ideas that we may not have arrived at by ourselves.

2. Fixation, Mind-shifting & Jedi Mind Tricks

Stanford psychologist Carol Dweck’s definition of a fixed mindset versus a growth mindset explains how having a growth mindset leads to a higher level of achievement. A few simple practices have consistently created this shift in thinking. One, get people together out of their day-to-day environment. Two, break down the normal pattern of meetings and create the teachable point of view where you are the recognized coach & leader in the room. Three, leverage frameworks to lead discussion and drive outcomes. All of these factors leads to a “Jedi mind trick” because, without knowing it, people have learned something new and achieved their desired results and outcomes creating a multi-dimensional win.

3. Drive Speed & Set Deadlines

Speed coupled with a deadline forces critical decisions and actions. The faster we go, the faster we can learn and adapt. This accelerated pace forces early critical decisions and having that mentality of speed coupled with deadlines in large enterprises is critical as well. We must force ourselves to say, “yes and”, instead of “no, but”. Just say yes, and figure out as we go. One framework called The First Mile, enables us to define where we are, but more importantly how we get to the next stage of learning. Applying the First Mile with deadlines is a great way to limit the perfectionist’s mentality and go super-fast with experiments. Going fast and learning faster enables a leader to execute with speed but make critical decisions as well.

Conclusion

To the best of our strive we need to constantly learn, have an insatiable growth mindset, and deliver with incredible speed that help us gain the leadership edge. The growth mindset teaches us that we don’t have all the answers and that’s okay. Learning at any level helps our leadership brain grow and ultimately make us better at what we do.

LINKING IDENTITY TO INTENTIONS

BY RAJU MANDHYAN

Source: Vector image is from freepik.com by @storyset

Can You Articulate Your Uniqueness As A Human Being?

Years ago, a friend of mine who had recently acquired lifecoach training and a certificate, offered to get me out of the life rut that I was in at that time. Side note: most all of us are in some kind of a rut at some time. Often these ruts root from our own state of mind, and the actions we may or may not be taking. Anyway, so Coach sits me down across a cup of coffee and begins with a ‘how are you?’ and moves into unpeeling my internal hurdles to growth.

Even though I was familiar with many similar processes, playing a true participant was fun. Incognisant of my knowhow, she trudged on with the process and I smilingly followed her simple but well-intentioned lead.

Halfway through the session, she said, “Raju now we’ve got to define your being.”

What do you mean?

We have to articulate your uniqueness as a human being in one sentence, she responded.

Okay.

As a person, what do you really and truly care for, she asked.

Well, I care for honesty. I care for courage. I care that people ought to be compassionate and kind to each other, I responded.

What else, she went on?

Uh, I also do like when people speak and say exactly what they mean and mean what they. That is important to me; I said and smiled.

And, what do you want to be doing in the coming five to ten years, she asked.

I would like to be reading, writing, studying the sciences and philosophies. I would like to be helping others get clarity then lead a happy and fulfilling life. Yes, that is what I would like to be doing, I replied confidently.

Right, she replied, so your uniqueness Raju is that you are a courageous, compassionate, authentic being who wants to help other beings get clarity then lead a happy and fulfilling life.

I smiled, and she said, could you articulate that sentence and then write it down on a piece of paper, please?

I did.

Then she asked me to memorise that statement to remind me of who I was and what my intentions were. I must confess, that it felt good and uplifting at that moment but for the life of me, I could not ever remember those words as they were strung together. Though I kept that piece of paper, I could never recite that sentence from memory. Even as of this writing, those words sound beautiful but are a bit misty on my mind.

My Coach friend that day was trying to steel weld the link between my identity and my intentions. She was doing this because linking both these extremes integrates people. Knowing yourself correctly and knowing what you want precisely makes for a powerful partnership towards success.

Your identity is the sum total of all that you believe in and all that you value. These beliefs and these values, over your lifetime, have accumulated into a single entity…you. Your genetic structure, your environment, your influences, your education, and your experiences keep stacking up into becoming you. For a large part of your life, you have little control over these elements but over time you begin to take charge. You begin to choose and carve out your own self. You begin to become a Michael Angelo to your own David-you. Yes, it does matter how early on in your life you pick up the chisel and hammer and how consciously, courageously, creatively, compassionately, and constructively you begin to use these tools. Therein lies self-mastery. Therein, your identity morphs your intentions into destiny.

In my experience, there are many schools of thought and a variety of processes, which will equip you with the abilities to carve out your desired destinies. There are many methods, which help you connect your identity to your intentions. I believe my Coach friend was using one of the better ones, back in the day.

For you, may I offer five questions, which will walk you through a similar process? Reflecting upon these questions deeply will help you ‘know thyself’ better. Answering these questions with courage and precision will propel you towards your desired. I suggest, take paper and pen and write your responses in simple and succinct words. Sketch your thoughts if you can and prefer.

1. What are a few human behaviors that turn you on the most?

When I say, “turn you on” I mean, they either appeal or anger you massively. If they appeal to you then they are something you value. If they anger you then the opposite of those behaviors are what you value.

At this point, let me briefly define values. Values are strongly held beliefs about life, living; about what is right, wrong, or fair. Our values influence the choices we make and the actions we take. Some values are imposed and influenced upon us, while others are our true choices. It is possible that you may value wealth and it is possible that you will value commitment. The first is a terminal value, sometimes called a goal while the second one is an instrumental value.

Choosing a few from both types is fine as long as you reflect deeply, honestly and think through the pros and cons of each value. Do remember that who you are and what you want; your identity and your intentions are not stationary objects. They are in a state of constant flux; improving, growing, and evolving every day. For example, years ago, personal freedom was something I valued. Today, I value kindness and compassion.

2. What are those one or two things that most consume your time and energy daily?

What consumes my energy most is putting together sciences, philosophies, and practices of human behavior. Most of my time is spent in thinking, reflecting, writing, presenting, and publishing principles for people development. I value growth and emancipation.

What might be consuming your energies might be business ideas, news, literature, discussions, and studies. Thus, your values might be enterprise, productivity, wealth accumulation, or even service. You could be a parent whose life and times are filled with how to raise and nurture children. Thus, your values might be parental love or family.

Anything. As long as you know and recognise it as something, that occupies your mind and heart. That is what you value. There is no need to compare our values with others. This is not a contest. Everyone is unique. All we are doing here is acknowledging what we indulge in most of the time.

3. What do you dream about? More specifically, what do you daydream about?

What is that constant conversation that is going on in your head about the future? No, not about what happened in the past. What is it that you think about when you sit by a window and gaze into the clouds? What kind of reverie do you get lost in while you are wide-awake and calm?

When you reflect upon this question, be cautious of words like, ‘I should, I need to, I must, I have to, etc.,” Statements with words such as these are driven by values imposed and influenced by your environment and others. You want to listen to statements that lighten up your daydreams. Statements with words like, ‘I choose, I want, I love, etc.’

The thoughts during these quiet moments are a dance between your unconscious and your conscious mind. It is a challenging conversation to capture but when cued by this question it is possible to remember the essence of your daydreaming.

4. What exactly, unconditionally do you want?

Yes, this requires a bold response. A very bold, clear, and perhaps even a radical-to-your-environment response. Do note that as an individual in the game of life with another 7.5 Billion people, you do have to make certain adjustments; you have to abide by the rules of society.

Yet through all those demands, all that noise and traffic you need to pin your destination so you can chart out a map. If you will not be able to spell out the exact coordinates of your destination then there is no way that the map will take you to where you want to go.

Yes, at a later stage, a strategy will have to be devised and goals will have to be set. For now, it is important to sit back, run through all the knick-knacks that make up for your life, and decide on what in heaven’s name do you really want.

At this stage, the conversations between your conscious and unconscious mind need to be taking place in the cerebral cortex without the irrational fears that lurk in the unconscious.

5. What are the things, in your current state of affairs, which you are willing to let go of?

An eagle atop a cliff, when she wants to reach a higher point, needs to leap off the cliff. She needs to let go of safety, security, and comfort.

All our ideal, future states are always a distance away in time and in space. Thus, the travel from here to there has a cost, effort, and time involved.

Think about this very carefully and logically. The things that you may have to let go of may not be ‘things’ in the literal sense. They might be hard-held beliefs, habits, or affections to safety and comfort. It is best to diligently list down ones you must part with.

Many years ago, I wanted to be more involved in my work in the other parts of the world but I kept hovering around and getting involved in India. The reason was that my affections towards an elder sister kept drawing me there. I knew what I wanted. I also could not let go. It was a value clash between what my heartfelt happiness with and what my head knew was better for my professional growth.

Answering this question carefully will let you leap off a cliff and land you onto the echelons of your choice.

Questions one to three will give you clarity into your own identity and self-knowledge. Questions three to five will solidify your intentions.

When these two sides are established and you dig in your heels with resolve then building a bridge between your identity and intentions will become an intuitive, automatic process. Every single moment, every single day, every little action you take will be a fruitful one.

It will be like laying bricks between two well-aligned pillars.

All through this process, your values and visions gain higher resolution. You become emotionally calm, confident, brave, authentic, and even compassionate towards all others who are on journeys of their own. The difference will be that you will ‘know thyself’ and know why and where you are headed.

Here are the five questions, all over again,

1. What are a few human behaviors/factors that turn you on the most?

2. What are those one or two things that most occupy your energy and daily time?

3. What do you dream about? More specifically, what do you daydream about?

4. What exactly, unconditionally do you want?

5. What are the things, in your current state of affairs, which you are willing to let go of?

Indulge and immerse yourself in these questions. Put your heart and mind into answering them such that you will never have to memorise stuff like, “so your uniqueness Raju is that you are a courageous, compassionate, authentic being who wants to help other beings get clarity then lead a happy and fulfilling life.”

Have a good flight!

RAJU MANDHYAN

Raju is an author, speaker and coach at Inner Sun. His deep passion and gift for motivating and inspiring people automatically drew him into the profession of coaching and developing others. He consults with large business heads and business owners, and provides executive and cross-cultural coaching to expatriate and global leaders.

Does Group Decision-Making Have to

Be So Hard?

BY JULIET FUNT

HOW “EXIT STRATEGIES” GET BETTER RESULTS

FOR EVERYONE WHEN DECISION-MAKING

When armed forces enter a tricky situation, they always have an exit strategy. That is, they have a plan to get in, and a plan to get out. They also have a plan for who will do what, and who is empowered to make in-themoment decisions on the ground.

This wise protocol has been tested in the heart of battle, and it has much to teach those of us civilians who enter complex decision-making processes together. Too often teams get stuck in the trenches without a clear plan to figure out how to get out (i.e., to make the best decision possible and move on).

THE REALITY OF COMPETING MOTIVES

Why are decisions so hard to make in groups? While each situation has its unique challenges, constraints, and complexities, those are not the cause of the difficulty. In my experience with hundreds of team members and leaders, group decisions are difficult because competing motives collide.

A cohesive work team typically has motivations that include getting great work done, optimising the team’s time, and being efficient and decisive.

But additional goals might include making everyone feel included, being open-minded, fostering camaraderie, elevating less bold team members, giving every idea a chance and, finally, being nice to each other.

This second set of thoughtful intentions are wellmeaning and desirable, but they can lead to hypercollaboration, a type of quicksand that can pull people into hours and hours of wasted time—not to mention hard feelings—regardless of how a matter is finally resolved.

Source: vectorjuice on Freepik.com

THE EXIT STRATEGY MODEL FOR DECISION-MAKING

There is certainly some deep work to do to make decisions flow more easily in meetings, but one technique—the use of exit strategies—gives you a quick start toward moving faster and smarter. In this helpful and simple model, you have three choices—and only three—when you need to make a group decision. You choose just one of the following three to help you and your troops make every operation more effective:

Option 1: Leader Calls It

After a prescribed amount of discussion time, the most senior person in the room will make the choice.

Option 2: Assign a Chooser

A member of the group is preselected based on the member’s knowledge base or unique experience with the topic, or because the member is the closest to the work and its impact. Howard Behar, former president of Starbucks and author of It’s Not About the Coffee, calls one version of this concept, “Letting the person who sweeps the floor choose the broom.” After a prescribed amount of discussion time, that person will make the choice.

Option 3: Guaranteed Vote

After a prescribed amount of discussion time, a vote is taken that all agree to abide by. A tie can be broken by fifteen minutes of dialogue and then a single revote.

GUIDELINES FOR PRACTICING EXIT STRATEGIES

Although choosing an exit strategy sets up a clear plan for “getting in and getting out” with a decision, it doesn’t mean the process is rushed, top-down, or superficial. Here are some guidelines to keep in mind:

Get Buy-In Early: Do not utter the first sentence of a rich decision-making process before deciding which of the three exit strategies you will be using and making sure everyone is aware of the choice. It’s also helpful to explain your rationale to ease participants into the plan.

Allocate Enough Time: With a prescribed period of time, you are going to be spared the endless whirlpool of hyper-collaboration, but choose that amount of time carefully. Make sure you have allotted enough for a thorough discussion.

Pause the Devices: Digital multitasking can lower your team’s ability to execute by 17 percent. During the section of the meeting when the decision is being made, tighten the limits on digital play.

Tune Up Your Antennae: You will know if this is working only by sensing the unspoken communication of your team. Pay attention to body language and eye contact with cameras on if you are on a video call. Look and listen for dissatisfaction.

Be Tough with Tangents: If people go off track, reel them back in firmly. Do this as many times as necessary to protect the goal of the discussion.

Circle Back to the Quiet Ones: In the last moments of debate before making a decision, create space for less verbal members of the team to chime in. Give them a loving push into the spotlight for the good of all.

Table with a Deadline: After your prescribed amount of discussion time, if a decision feels truly premature, you can pull out this option. Have the group convene again—no sooner than one week later—and attempt to make a choice using one of the three exit strategies.

Take this framework and go into your next decision armed and ready. Your team will thank you for the clarity, and your calendar will appreciate the time you regain. Let me know how it goes. Good luck!

This article was also published on Juliet Funt’s LinkedIn.

JULIET FUNT

Juliet Funt is the founder and CEO at JFG (Juliet Funt Group), which is a consulting and training firm built upon the popular teaching of CEO Juliet Funt, author of A Minute to Think.

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The ‘Sarawak First’ direction aims to develop a quality human capital through technical and vocational education, building and upgrading dilapidated schools, and providing avenues for Sarawak students to continue their higher education. We want to make Sarawak a global supply chain hub for the development of the digital economy, hydrogen economy and green technology.

The Right Honourable Datuk Patinggi Tan Sri (Dr) Abang Haji Abdul Rahman Zohari Bin Tun Datuk Abang Haji Openg Premier of Sarawak | 6 November 2022

6 Ways To Power Productivity In The Workplace

BY JANE BROWN

Source: Photo by Alex Kotliarskyi on Unsplash

Improving productivity

isn’t always easy to accomplish, but it’s never impossible.

A productive workplace has many benefits. It doesn’t only increase profitability, but it also improves business and customer relationships and lowers production costs. In addition, the more productive a workplace is, the easier it is to achieve organisational growth and build a healthy work environment.

Whether you’re just starting your business or you’ve been in the industry for years, there are ways to power productivity in the workplace. Sometimes, a few small changes can make a difference. There are also instances when a complete overhaul of working practices and procedures is necessary.

To start, here are some of the ways to boost productivity in your workplace:

Acknowledge And Reward Your Employees

One of the ways to power workplace productivity is by acknowledging and rewarding your employees when they do a good job. For example, if your employees have done an excellent job in handling the common help desk IT issues, recognising their efforts and rewarding them is always a great idea. Doing so can help boost their work morale and make them work extra harder.

Rewarding and motivating your team may also cultivate a sense of fulfilment and inspire everyone to do their job better and be more productive. Rewards can be anything. For instance, you can surprise your employees with a personal gift or offer them a pay rise. Any reward may help motivate them to put in the extra effort.

Use Technology Responsibly

In today’s digital world, refusing to leverage technology can be considered a huge mistake for any business. If you want to level up productivity in your workplace, it only makes sense to use technology to your advantage.

At present, there are tools you can use to boost workplace productivity. For example, you can introduce collaborative apps to your employees. Such apps can help make your employees more productive, particularly if your company has a hybrid working environment.

Pay Importance To Communication

You must ensure each of your employees is aware of your business expectations and how they must act. You’ll be met with a productive and engaged workforce by successfully and actively communicating clear responsibilities and expectations. However, communication should be a two-way channel for the best results.

You must ask for feedback from your employees to know what changes they want to see and how your organisation must run. It won’t only make them feel more valued and motivated to do their duties. As a result, it can improve productivity in your workplace over time.

Source: Photo by Sebastian Herrmann on Unsplash

Set Realistic Targets And Individual Goals For Employees

Pushing your employees to the limit of their ability is never a bad idea, but don’t overdo it. Remember that your employees are also humans. They get tired and may need to recharge from time to time.

Enhance Workplace Conditions

A comfortable working environment can make a difference in improving productivity in the workplace. Besides, an environment that’s too cold or hot may make it hard for your employees to concentrate. So, ensure your airconditioning and heating systems are in good running condition to make your employees feel comfortable while working.

There are other ways to improve workplace productivity, and these include the following:

Rethink Workplace Design

One of these is to transform your workplace design. Your workplace design should have a blend of style and comfort. Well-designed office space is a gift that your employees will surely appreciate. It also speaks volumes about your company’s working culture and values. Besides, it’s the first impression that anybody entering the workplace has.

Being overburdened by countless daily tasks can be the reason employees procrastinate. It may result in unproductiveness and frequent delays. As an employer, you have to assign achievable tasks and let them complete such tasks without pressuring them. This way, your employees will feel motivated while doing their jobs without feeling burdened.

Unachievable deadlines and burnout are major motivation killers. To prevent that, set realistic goals or targets for your employees. Doing so will help you maintain the productivity of your workplace while allowing your employees to be more effective and aware of their impact on your organisation.

Your workplace design must focus on comfort. Your employees spend more hours in your office, so comfort must be a primary criterion in the design. Ensure you provide proper amenities, such as leisure rooms, comfortable furniture, a kitchen, nap rooms, and good washrooms.

Source: Photo by Kelly Huang on Unsplash

Source: Photo by Ronnie Overgoor on Unsplash

Remember that your workplace design must have room for flexibility and personalisation. Instead of employees being stuck to an area, have a co-working space within your workplace where employees can work in teams or alone to change their usual setting. An open office is also becoming more popular these days.

Upgrade Your Workplace Lighting And Colour

Colour affects one’s mood. The physical environment of your workplace, which usually includes ceilings, walls, and lighting, has a significant impact on the ambience of your workplace.

Adding colourful and vibrant elements can change the aura. The colours green and blue are associated with innovation and creativity and have been a preferred choice for most office walls. Red, on the other hand, may help improve one’s concentration. Depending on your preferences, you can add red elements to your product room or in walls for better focus.

Your office must be well-lit. With proper lighting, you can avoid shadows or glare that can cause headaches and fatigue to some employees.

Let Your Employees Breath

Most employees prefer a workplace that offers flexibility or flexible working opportunities. Having a meticulous boss about working styles isn’t good for employees. If you want your workplace to be productive, you should have a flexible working environment.

Therefore, let your employees have a break to rest, call their loved ones, and take a sip of coffee.

This way, your employees can recharge to accomplish more every day, improving productivity in your workplace over time.

Conclusion

Improving productivity in the workplace isn’t always easy to accomplish, but it’s never impossible to achieve. Try implementing the above strategies in your workplace, and stick with them. Once you’ve done it right, success will be inevitable.

JANE BROWN

Jane Brown is an entrepreneur and a digital marketing expert. She also writes blogs and other articles related to business and digital marketing. During her free time, she enjoys baking pastries with her family.

Source: Photo by Priscilla Du Preez on Unsplash

Source: Image by brgfx on Freepix

ARE YOU OUTSOURCING WHAT YOU LOVE?

BY MICHELLE GIBBINGS

FINDING ENJOYMENT IN YOUR WORK

As someone who loves to get things done, I am always looking for ways to save time and make the most of it. I’m not alone on that front.

There are productivity hacks, mantras, books, gurus, and many messages telling us to be productive. There’s even a Productivity Commission. Productivity in all these guises is positioned as a good thing, and in many situations it is.

However, this massive focus on productivity can make you think that productivity is always good for us. But what if your drive for productivity meant you were sucking the joy out of your work?

I was reminded of this recently when listening to Steven Levitt of Freakonomics fame. He was interviewing the legendary filmmaker Ken Burns.

[Sidebar – if you’ve never watched Ken Burns’ work, you should set aside some of your summer holidays to do so. His documentary work is incredible].

In the interview, Steven talked about how, as his career advanced, he could delegate aspects of his work. As a researcher, the easiest part to delegate was the data analysis rather than the writing. However, it was the data analysis that he most enjoyed. He explained how he ended up delegating away what he loved in the pursuit of higher productivity.

This can happen in all fields. The technical expert is told that to progress they must take on a people leadership role, and yet, that’s not what interests them. Many times I’ve had people tell me I should outsource the writing of my weekly blog so I have more time for other things. And yet, if I did that, I’d be outsourcing my voice to someone else and giving up something I love to do.

Finding enjoyment in the work we do isn’t a bad thing. Like everything in life, it’s a trade-off.

The question to ask: What are you not doing by spending time on this activity?

You are likely to have already heard of the Eisenhower Matrix, which is a model invented by the then US President, Dwight D Eisenhower, during World War II. It’s designed to help you distinguish and prioritise between activities and you ultimately select from four options: Do First, Schedule, Delegate, or Don’t Do.

It’s a helpful approach. However, I’d suggest you go a step further.

Academics and researchers talk about the concept of ‘Job Crafting’. This is where you take your role and craft more meaning into your work. When we have meaning in our work, we derive more satisfaction.

Amy Wrzesniewski and colleagues at Yale School of Management found that no matter your job, you can try and craft more meaning from it. The researchers ran an interesting study with hospital janitorial staff. They discovered that cleaners who could build meaning into their work enjoyed it more, resulting in improved well-being. In this context, more meaningful work meant the cleaners didn’t see their work as cleaning floors but as connecting with patients or trying to help the doctors achieve better care.

It reminds me of the story of when President Kennedy visited NASA headquarters for the first time in 1961. While touring the facility, he introduced himself to a janitor who was mopping the floor and asked him what he did at NASA. He said, “I’m helping put a man on the moon”.

Now, all jobs have their dreary parts, so this isn’t to suggest that you never do things you don’t enjoy doing. That’s an impractical and unrealistic suggestion. It’s about balance.

So, when you are thinking about the work you do, how you prioritise and what you delegate or don’t do, I’d add these questions to your list:

• If I stop doing this work, how will it impact my job satisfaction?

• Does doing this take me away from the work I am good at (or love)?

• What am I trading off when I decide to do this?

• How can I craft more meaning in the work I do?

• Does this task align with my overall purpose?

As the Sufi poet, Rumi wrote:

“

Republished with courtesy from michellegibbings.com

MICHELLE GIBBINGS

Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is ‘Bad Boss: What to do if you work for one, manage one or are one’. www.michellegibbings.com.

Let yourself be silently drawn to the stronger pull of what you really love.

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Like A Pencil

BY DIANA MARIE

The times when a pencil

is all you need…

Although we are related through our grandparents who were farmers in Teku, I only got to know Linggi in secondary school. Few years older than me, he was the typical village boy; awkward in his behaviour, always playful but a genius when it came to his studies. Soon after his SPM results came out, I heard that Linggi received an offer to study in England. Those days such announcements were made on the radio. I remember our conversation about him telling me that the offer required him to go for an interview with the sponsor and that he needed a pair of formal shoes. Linggi said, it took his rubbertapper parents a week to sell enough rubber to get the money to buy those shoes, but that was the point of his life when everything changed. He graduated, had a good career, a home and a small family. For many of us at the longhouse, Linggi was an inspiration. He came from a family that had no fixed income and relied mainly on resources from the forest, but he was the first to graduate with a degree. Just like Linggi, we too, wanted to be successful academically, and we, too wanted our lives to evolve to become a better one. Most importantly, we wanted the simple things that the rest of the world had. Clean water, electricity and infrastructure for us to be able to get to our source of income, travel to educational institutions or seek help in the case of emergencies. Linggi is just one of the examples I can share as an illustration of how the lives as Sarawakians have changed, especially through education.

Many of us began our journey in education with a pencil. A pencil does not look classy or important and yet it has its own special uses. When was the last time you used a pencil? If you have not, perhaps you take some time to look at one. We know that for a pencil to be useful, it has to go through re-sharpening from time to time. Imagine that if the pencil could ‘feel’, surely resharpening is painful, but that is what it takes to be a useful pencil. Life can be like that. Painful experiences and challenges come to us all, but it is through these opportunities that we build character and we grow. Deborah Settle gives an interesting description of how pencils make great analogy on life.

• With a pencil, each time you use it, you leave a mark on something. The same with the choices we make in life. Each one leaves its mark for good or for evil.

• When you make a mistake with a pencil, you can always correct it. In life it requires great humility and sometimes hard work to correct our mistakes, but it can usually be done.

• A pencil does not look classy or important and yet we can hardly do without them. What that little pencil is made of is what really counts.

• Pencils must be sharpened in order to be useful. If we do not submit to the sharpening (hard times) in our lives, we will not continue to grow and be useful either.

• Most important of all, a pencil cannot be an effective or helpful tool unless it is held in capable hands. We too must be guided by wiser and stronger hands than ourselves if we are to be the best people we can possibly be in this world.

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.

Source: Photo by RoonZ nl on Unsplash

Leadership Institute Team Building 2022

To foster camaraderie and better the interpersonal ties and relationships of employees, the Leadership Institute had its team building activity this year in Damai Beach Resort, Kuching.