Leader's Digest #76 (June 2023)

Photo by Pixabay on Pexels

Publication Team

Editor-in-Chief

Fang Tze Chiang

Editor

Diana Marie Capel

Graphic Designers

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.

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: corporate@leadinstitute.com.my

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.

A Time for Transition

What is and what triggers a leadership transition?

A leadership transition can be described as any significant change in a leader’s role caused by promotion, secondment, changing organisations, merger, acquisition, restructuring or returning from maternity/paternity/career leave. In these situations, most leaders would have the opportunity to experience a transition in various forms; a new team, a new environment, increases in responsibility, working at a higher level of leadership, or in an entirely new area of the enterprise. Research indicates that the timeframe for leaders to stay in transition ranges from 3 months to 18 months.

One thing is for sure, in all of these circumstances, the shift is capable of pushing the leader into a transition state and providing some or many of the challenges and stress we know exist during a leadership transition that may include understanding the business at hand, prioritize actions, engage others, and guide performance.

Why is this important?

When this definition is applied across organizations, including public service, we can begin to visualize the number of leaders who are currently being considered ‘in transition’. Some of them might encounter low levels of effectiveness, poor productivity and an increased chance of derailment. Some will fall into line and raise their performance.

Where are the opportunities?

Firstly, the opportunity is for organisations to look at leadership transitions away from what is traditionally thought of as merely a phase experienced by those promoted or new hires. We need to recognise that others in leadership positions will also be in transition and could benefit from increased transition support that also develops them to their full potential. Several studies have shown that this transition support, which ranges from leadership role onboarding programs to mentors, potentially reduces the timeframe that leaders stay in transition.

Secondly, to transition successfully, leaders have to become students of their own experience and have to remain open to adapting their mindset and behaviour. There are models of leadership transition framed around time, tasks, strategies and agendas.

Lastly, remember to persevere because; whenever any set of tactics or strategies is employed, more times, transition in leadership comes with the requirement to monitor what is working and adapt as you go along.

BREAKTHROUGH TO THE FUTURE

BY KIRAN TULJARAM

NAVIGATING THE WINDS OF CHANGE: Embracing Transformative Leadership for Thriving in the Evolving Business Landscape

Rapid technological breakthroughs, changing demographics, and increasing employee expectations are all driving significant changes in the workplace. The labour markets in Malaysia are experiencing unprecedented difficulties and it has altered how Malaysian workers view and approach their jobs. The following are some of the most important findings from the 2023 Randstad Employer Branding Report:

• In 2023, 16% more employees returned to an alloffice schedule compared to the previous year.

• Of the 87% of respondents who indicated that nonfinancial benefits are important, 96% of them said flexible working arrangements are valuable.

• One in two people stated they would think about quitting their employment to achieve a better worklife balance.

To succeed in this dynamic environment, organisations must adopt forward-thinking strategies that allow them to navigate and overcome the challenges ahead. These challenges include shifting work models, shifting employee expectations, accelerated digital transformation, and sustainability. Here are components that are crucial for success in the workplace of the future.

Source: Vector image is from storyest.com.

NAVIGATING AND BREAKING THROUGH THE DIFFICULT WORLD IN THE FACE OF CHANGE

Organisations must then learn to manage and overcome obstacles in the face of tremendous change. Prioritising components that encourage agility as well as providing employees with the ability to adapt and innovate is important if these organisations want to succeed in this ever-changing business landscape. Organisations can put themselves in a position to take advantage of opportunities and get through roadblocks in their quest of success by following these ideas.

Adaptability - Above all, adaptability is important. Agile businesses adapt constantly to stay ahead of the curve. They react swiftly to market changes, client demands, and advancements in tech. To stay relevant, they continuously track external trends and make proactive changes to their business models, procedures, and organisational structures and pivot where necessary.

Innovation - Another crucial component of agility is innovation. By fostering an innovative culture, agile companies encourage people to think outside the box, challenge assumptions and come up with original ideas. These companies value new ideas and encourage staff members to ask impactful questions to foster that environment for innovation and critical thinking. An innovative culture will allow organisations to act swiftly to market disruptions, adapt their strategies in real-time, and capitalise on emerging trends. In an era of rapid change, agility becomes a competitive advantage, enabling organisations to not only survive but thrive in dynamic markets. A classic example here is Netflix.

Learning and development - Agile organisations prioritise learning and development, and they recognise that knowledge is a strategic asset. They invest in employee training, skill-building programs, and knowledge-sharing platforms to ensure that their workforce remains up to date with the latest industry trends and developments. This then enables them to navigate the complex challenges of the future.

Experimentation - To truly embrace agility, organisations must also encourage experimentation. Organisations must put in place processes where employees are empowered, feel psychologically safe to take calculated risks, test new ideas, and learn from failures. Agile organisations understand that failure is not a setback but rather an opportunity for growth and learning. They promote a mindset that views failures as valuable lessons that lead to improvement and innovation.

By embracing agility, organisations can position themselves to seize opportunities and overcome obstacles in the ever-evolving business landscape, especially after the pandemic.

LEADERSHIP IN THE DIGITAL WORLD

In the digital age, leaders must be able to leverage technological advancements to drive innovation, streamline processes, and enhance collaboration to stay ahead of the competition. The digital revolution has reshaped the way we work today, and it demands new leadership skills.

Mary Barra, the CEO of General Motors (GM), serves as a compelling example of digital leadership in the automotive industry. Recognising the need for GM to adapt to the changing landscape of mobility, Barra championed a digital-first mindset and embraced the power of technology to drive innovation and transformation.

Under Barra’s leadership, GM embarked on a digital journey that encompasses electric vehicles (EVs), autonomous driving, and connected vehicles. She understood the potential of electric and autonomous technologies early on and made significant investments in these areas. By prioritising digital literacy and data analytics, Barra positioned GM as a frontrunner in the future of the automotive industry.

Her example highlights the importance of digital leadership in navigating the challenges and seizing the opportunities presented by the digital revolution.

RENAISSANCE LEADERSHIP

In a world characterised by complexity and uncertainty, Renaissance Leadership is gaining recognition as a transformative approach. This leadership style draws inspiration from the historical Renaissance period, known for its interdisciplinary thinking, innovation, and exploration. Renaissance leaders possess a diverse set of skills, spanning multiple disciplines and domains, allowing them to navigate the complexities of the modern business landscape.

One example of Renaissance leadership can be observed in the late Steve Jobs, the co-founder of Apple Inc. Jobs was known for his ability to connect design, technology, and user experience, creating revolutionary products that transformed multiple industries. He embraced a holistic approach to product development, bringing together software, hardware, and aesthetics to deliver exceptional user experiences. Jobs’ visionary leadership and integrative thinking enabled Apple to become a leader in consumer electronics, changing the way people interact with technology. His ability to bridge disciplines and his relentless pursuit of excellence embody the spirit of Renaissance leadership.

What does it truly mean to be a Renaissance Leader in your organisation, and do you possess the qualities and capabilities required to embody this transformative leadership style?

MASTERING COMMUNICATION AND INFLUENCE

Research consistently demonstrates that effective communication and leadership by influence play pivotal roles in driving change and achieving breakthrough results in organisations.

One real-life example of the transformative power of communication and leadership by influence is Indra Nooyi, the former CEO of PepsiCo. Nooyi prioritised

effective communication and leadership by influence to drive change and achieve breakthrough results. She emphasised the importance of clear communication and alignment around the company’s vision and strategy. Nooyi led the transformation of PepsiCo’s product portfolio to include healthier options, responding to changing consumer preferences. Through effective communication, she inspired and mobilized employees, stakeholders, and consumers to embrace and support this strategic shift. Under her leadership, PepsiCo achieved significant growth and became recognised as a leader in the food and beverage industry.

BRAND LEADERSHIP

In today’s hyperconnected world, brand leadership has become a crucial factor in attracting top talent and engaging customers. Research reveals that particularly Generation Z, are highly discerning when it comes to brand leadership. They expect organisations to align their values with their actions, embrace authenticity, and create meaningful experiences. Building a strong brand is not just about marketing and visuals!

Howard Schultz, former CEO of Starbucks is widely recognised for his dedication to building a strong brand throughout his tenure. He actively embodied the Starbucks brand by immersing himself in the company’s culture, interacting with employees and customers, and personally championing the brand’s values.

Schultz’s dedication to the brand and his personal involvement in initiatives like the Starbucks College Achievement Plan, which provides educational opportunities to employees, further reinforced the authenticity of the brand and the organisation’s commitment to its values. This commitment translated into higher levels of trust and loyalty among employees. Leveraging on this, Starbucks established a brand that not only resonates with the customers but also set them apart from their competitors.

MALAYSIAN LEADERSHIP SUMMIT 2023

The future of work presents both challenges and opportunities. As leaders, it is your responsibility to guide your teams through these transformative times.

Are you doing enough to empower your teams to ride through these difficult times and provide them with an environment that encourages innovation, adaptability, and growth? The Summit, part of the Asian Leadership Series, is sponsored by Malayan Banking Berhad and SP Setia Berhad and organised by Leaderonomics and Global Leadership Network Malaysia in partnership with Together We Can Change The World, a non-profit organisation dedicated to improving the well-being of women and children in Southeast Asia.

The Summit, themed ‘Breakthrough To The Future’ is about inspiring and empowering leaders across organisations, unlocking their true potential, and achieving breakthrough success in the workplace. Global speakers at the Summit will share gamechanging strategies, compelling stories, and insights focusing on the evolving landscape of sales post Covid 19. It will be absolutely transformative for all.

KIRAN TULJARAM

Kiran Tuljaram, the Lead Editor at Leaderonomics, brings a wealth of experience to her role. With a background as a trained lawyer, she dedicated nearly a decade to the banking industry before embarking on her entrepreneurial journey. Following her tenure as a Legal Manager at a bank, Kiran founded and successfully ran multiple businesses, including the establishment of her own fashion accessories label. Balancing her entrepreneurial endeavours, Kiran is also a devoted mother to three girls. Her varied background in banking, motherhood, employment, occasional social work, and managing director in her business has provided her with invaluable insights and a unique perspective on the critical importance of leadership within organisations.

Source: Image by Tara Winstead from pexels.com.

You Should Master To Advance Your Career 7 Soft Skills

BY WILLIAM ARRUDA

MASTERING SOFT SKILLS: The Key to Career Success in a Technological Era

While technology continues to revolutionise the workforce, business remains a human endeavour that relies on strong relationships to achieve success. This means that mastering soft skills is crucial for anyone who wants to excel in their career.

Soft skills are behavioural and interpersonal attributes, like being a collaborative member of a team. Dictionary. com defines soft skills as “personal attributes that allow individuals to communicate effectively and get along with others.” Since people are what make business happen, building and using soft skills is the key to achieving goals. They’re also essential for bolstering your personal brand and for getting noticed, acknowledged, and promoted.

Hard skills are technical skills that are learned through formal education and on-the-job experience. When it comes to looking for a job, hard skills such as data analysis or language proficiency are the minimum qualifications that get you considered. However, soft skills are often what will tip the scales in your favour over other equally technically qualified candidates.

Unfortunately, the term “soft skills” often makes them seem less important than the so-called hard skills (which is also a poor descriptor for the technical skills required to do a specific job). But soft skills are becoming even more critical as technology enters the workforce. You might be great at crunching numbers or coding like a pro, but if you can’t work well with others, you won’t get very far.

Soft Skills Are Hard Won

Developing your soft skills isn’t always easy. It takes deliberate effort and practice to master these essential work skills. But it’s worth the effort because they can’t be replicated by robots. While ChatGPT and AI bots can ace the bar exam and accurately complete most tax forms, they can’t offer something that humans canour humanity, our ability to build relationships, think creatively, innovate, influence, and inspire.

As you progress in your career, soft skills become even more crucial. Mastering them early on can help you prepare for the transition from being an individual contributor to a management role, while expanding them can enhance your leadership abilities and inspire your team.

According to a Harvard Business Review article “Why Do So Many Managers Forget They’re Human Beings?” by global leadership expert Rasmus Hougaard, about 70% of leaders rate themselves as inspiring and motivating. However, employees perceive their leaders quite differently. McKinsey’s 2022 Great Attrition research found that uncaring and uninspiring leaders were one of the top three reasons why employees chose to quit their jobs, says Emily Field, co-author of The Power to the Middle: Why Managers Hold the Keys to the Future of Work.

Whether you’re just starting out or you’re already a boss, you need to have killer soft skills to get ahead. With hybrid and remote work becoming more common, there are some specific skills you must master.

The 7 Most Important Soft Skills

1) SELF-AWARENESS. This is the most important soft skill because it’s foundational for many of the soft skills essential for career success. Knowing your values, purpose, strengths, challenges, and blind spots helps you interact with others more authentically.

2) FEEDBACK. Both giving and receiving feedback are essential for keeping relationships on solid ground and for making meaningful performance improvements.

3) EMOTIONAL INTELLIGENCE. The ability to manage your emotions and the emotions of those around you is essential for nurturing relationships. EQ trumps IQ in the workplace.

4) LISTENING. Arguably the most challenging of all communication skills, listening is essential for understanding others and showing them that you value what they have to say. Listening in the virtual world, where visual cues can be hidden, takes even more effort and practice.

5) INCLUSIVE LEADERSHIP. With less in-person connection, people are feeling untethered. Leaders must make their people feel included and a sense of belonging to the organisation. This requires getting to know people on a deep, emotional level.

6) COACHING. Adopting a coaching mindset helps you engage with your employees and colleagues in productive and non-confrontational ways. Coaching is a high EQ way of enabling your people to be their best, without being directive, demanding or demeaning.

7) VIRTUAL PRESENCE. While mastering the technical aspects of Zoom is not a soft skill, showing up as confident and leading captivating hybrid meetings when you have fewer visual clues and are competing with a suboptimal meeting environment (such as a 13” computer screen) is a soft skill that is particularly relevant now. With loneliness increasing and connectedness waning, being adept and facilitating meetings from a people perspective pays dividends beyond the action items that are doled out.”

Soft Skills Are Social Skills

To give soft skills the import they deserve, let’s all agree to start calling them the more accurate and descriptive term: social skills. With strong social skills, you can thrive in any work environment, expand your personal brand and advance your career to new heights.

This article was originally published in Forbes

WILLIAM

ARRUDA

William Arruda is the bestselling author of the definitive books on personal branding: Digital YOU, Career Distinction and Ditch. Dare. Do! And he’s the creative energy behind Reach Personal Branding and CareerBlast.TV – two groundbreaking organizations committed to expanding the visibility, availability, and value of personal branding across the globe.

The Evolution of Administrators: Embracing AI and Honouring Human Skills

BY ROXANNE CALDER

UNLOCKING THE POWER OF SKILLS: NAVIGATING THE CHANGING LANDSCAPE FOR ADMINISTRATORS IN THE AGE OF AI

Around 1440, the first moveable-type printing press was invented. Before that, books were handwritten by scribes and accessed only by the elite and educated, who really were the same people. Gratefully, the printing press revolutionised education and our human evolution. Imagine relying on the limited elite for the universe’s progress. A disheartening thought.

Scribes, also known as secretaries, were likely concerned, and wondering where to from here. Originating from the Latin word ‘secretum’, meaning secret, a secretary was a highly regarded profession of well-educated men. They took dictation as scribes and acted as trusted advisors. Today, they are otherwise known as the administrator.

Fast forward to 2023, and like the Printing Revolution and the scribe, the administrator job is changing. But there is a difference. Our fourth industrial revolution revolves around connectivity through cyber-physical systems, and the fifth industrial revolution, well, that is to do with our relationship with machines and artificial intelligence. These revolutions are fast and the speed of breakthroughs have no historical precedent. To evolve, administrators must keep pace and learn to love or at least embrace their AI colleagues.

THE GOOD

The Printing Revolution increased literacy and education levels. It allowed ideas and news to be shared quickly, helping to usher in the Renaissance Reformation, the Age of Enlightenment, and the scientific revolution.

The fourth and fifth industrial revolutions are said to be the world’s saviours. Both are tech-focused; however, the fifth is values-driven, concentrating on the systems and processes to serve people and the planet first. Solutions to preserve resources, ensure social stability and address climate targets will see us thankful in years to come. It affects all industries and sectors, from healthcare to manufacturing, and there is a role to be played by administrators.

Source: Image is from Simplilearn

ADMINISTRATION EVOLVING AS A BY-PRODUCT OF AI?

Not to be cheeky, but I thought to put AI to the test. According to one AI writer/program, when asked the above, ‘AI is making administration work more efficient. Tasks and customer service can now be automated, freeing up time for administrative professionals to focus on more complex and strategic work’. Not bad for 2 minutes. In fact, it’s impressive!

Overlay the speed and efficiency of AI functions in our current global talent shortage, and the value is apparent. Factor in the burnout and employee churn from overworked and stressed employees and the worth becomes priceless to all. Administrator roles morph from task focus to strategy, enterprise thinking, problem solving and management. Add checking accuracy, data analysis, managing workflows, outputs and more and most importantly, the moral compass guidance.

What of our latest colleague and new hire, ChatGPT? They have a place at the administrator’s table. All administrators should encourage the collegial collaboration of any AI. The quicker you are across such functions and benefits, the faster you will be up-skilled and keeping pace with emerging changes and trends.

ChatGPT can assist with basic queries, scheduling appointments and more, freeing up time substantially. And they won’t quit, a bonus after the fallout of last year’s great resignation! But ChatGPT can’t replace the real human element. Administrators skilled in communication, negotiation, listening, and emotional intelligence, with self-awareness, will always thrive. Every business needs these skills. Customers and stakeholders expect it.

REDEFINING ADMINISTRATORS: NURTURING HUMAN SKILLS IN THE AGE OF AI

Roles such as word processing operators, typists and telephonists don’t exist now, but their skills do. Efficient, proficient, high attention to detail, accuracy and dependability are skills required in our current workplace. Equally, administration roles of today, such as Chief of Staff, executive assistant, operations manager, business assistant, or personal assistant didn’t exist then. But I bet your typist in the 50s possessed the attention to detail and adept mind to analyse, proofread, and check data quickly and operate as today’s nimble, bright administration assistant.

Preindustrial revolution, before the alarm clock, there was the knocker-up. Tapping on your window with a long stick, their job was to wake you in time for work. Some industrious workers had a team of people, who were coordinated with precision to be on time, every time. In another age, the organisers of these workers, with their critical thinking, would make phenomenal project managers, office managers, executive assistants and more. All administrators have the transferable skills to flow with the ever-evolving roles and the new jobs yet to be discovered.

As we become increasingly reliant on and seek out technology, we coequally crave the personal touch. The relationship between machines and human is here to stay, but there will always be a place for our human skills. Embrace technology, machines, and AI, and at the same time, appreciate, honour and work on your unique human skills. You will become more efficient and skilled at your job, but our human evolution is critical for society.

Roxanne Calder, author of ‘Employable – 7 Attributes to Assuring Your Working Future’, is the founder and managing director of EST10 – one of Sydney’s most successful administration recruitment agencies. Roxanne is passionate about uncovering people’s potential and watching their careers soar.

ROXANNE CALDER

THE TRAP OF THINKING IT’S TOO LATE FOR BIG THINGS IN OUR LIVES

BY GREGG VANOUREK

EXPLORING THE PURSUIT OF DREAMS AND THE GOOD LIFE: IS IT EVER TOO LATE?

Are we living a good life?

Have we been pursuing our dreams?

If we were to die tomorrow, would we be happy with our life, knowing we’ve lived well?

Or are we thinking it’s too late to live a good life and pursue the things we want in life—our goals, dreams, or adventures?

These questions may be uncomfortable, but they’re essential in informing our quality of life and whether we experience a sense of fulfilment.

THE STATE OF OUR DREAMS

Most of us have goals and dreams. Common examples include having a family, traveling around the world, building a dream home, running a marathon, writing a book, living abroad, learning a language, climbing a mountain, achieving financial security or independence, starting a new venture, and things like visiting every state (or continent) or every national park.

With 11.6% of the U.S. population (37.9 million people) living in poverty in 2021, about half the world population living on less than $6.85 (USD) per person per day, and about 9.2% of the world population (719 million people) living in extreme poverty, on less than $2.15 a day, even having these dreams is a privilege.

According to the 2016 Global Dreams Index Survey, polling 5,484 women aged 18 and older in 14 countries across six continents, about half the world’s female population isn’t satisfied with their current lives and has given up on their dreams. But of the women who did pursue their dreams, 82% were satisfied with life.

According to a 2021 Moneypenny survey, only 7% of Americans reported that they were working in their dream career, and 54% overall report that they’re happy in their job (with 19% unhappy and 27% neither happy nor unhappy).

According to a survey of more than 2,000 Americans, 22% reported that they pursued one of their childhood career aspirations, while 78% reported that they didn’t. Of those who ended up in a childhood dream job, 88% reported that they’re happy with their current job, versus 70% for those who didn’t (but 70% is still high).

Source: Image is from freepik.com by @freepik.

When it comes to our views of the good life, recent data shows that they’ve been changing recently. Today, more people focus on good health, a simple and balanced life, and meaningful connections with people. Meanwhile, insufficient income is the top obstacle to the good life, with 62% of respondents noting that as a top hindrance.

CHANGES IN LIFE EXPECTANCY AND RETIREMENT PATTERNS

As many people consider whether it’s too late to pursue goals and dreams, the context has changed significantly when it comes to life expectancy and retirement. For starters, people are now living longer on average. In 1960 (the first year the United Nations started tracking global data), average life expectancy was 52.5 years. Today, it’s up to 72 years. Average life expectancy for U.S. children born today is about 76 years.*

What’s more, the concept and practice of retirement are also changing rapidly. According to 2022 Gallup research, the average retirement age among U.S. workers is currently up to age 61 from age 57 in the 1990s. Today’s workers report that they expect to retire at age 66, on average. Meanwhile, the percentage of people aged 55 to 74 who are retired is declining, because people are working longer.

THINK IT’S TOO LATE? NOT SO FAST

Given that context, let’s revisit the question of whether we think it’s too late to pursue our goals and dreams. My friend Karin has been a teacher, real estate broker, stockbroker, sales manager, and vice president at a global financial services company. At age 60, she chose to pursue some new endeavours that called to her heart and spoke to her core values.

Karin earned a degree in spiritual psychology and became active with writing, photography, hospice, counselling prisoners, camps for children with cancer, coaching, and travel. The depth and joy she’s added to her life since making those changes are incalculable.

She’s not alone. Consider these examples of people who have proven that we have incredible potential to do things—sometimes big things—later in life:

• At 61, Mahatma Gandhi led the Salt March to protest the British salt tax imposed on the people of India, walking about 200 miles (320 kilometers).

• Colonel Sanders started Kentucky Fried Chicken when he was 65.

• At age 65, Laura Ingalls Wilder published the first book in the Little House on the Prairie series.

• Noah Webster published his first dictionary when he was 70.

• Peter Roget published the very first thesaurus when he was 73.

• At 75, Barbara Hillary, a cancer survivor, became one of the oldest people and the first black woman to reach the North Pole.

• Grandma Moses, the American folk artist who was featured on the cover of TIME magazine, started painting when she was 78.

• Japanese skier and alpinist Yuichiro Miura climbed to the top of Mount Everest at age 70 and then again at 80.

• At age 85, German classical scholar Theodor Mommsen received a Nobel Prize in Literature.

Source: Image is from trade-schools.net

• At 92, Glady Burril ran a marathon.

• Australian country and western artist Smoky Dawson composed, recorded, and released a new album at age 92.

• At 100, Teiichi Igarashi climbed Mt. Fuji in Japan. And remember: even Scrooge made some big changes later in life.

(3) We feel like it’s not practical or even a bit crazy to pursue some big goals and dreams. They may appear out of reach. And we may not be in the habit of pursuing them.

(4) We feel comfortable on our current path. It may feel like a heavy lift to resurrect some of those aspirations and get to work. We may be weighed down by inertia or complacency.

We should be careful here. These may be fun and inspiring examples, but the point of life isn’t achievements and world records.

For some, those kinds of adventures and accomplishments are motivating and meaningful. Others are interested in savouring life and spending time with their loved ones, books, or hobbies—or giving back in ways that are meaningful to them. The point isn’t adopting someone else’s dream or trying to impress people. Rather, it’s to live our own good life—and be sure we don’t play small and abandon the things we want to do for lame reasons that won’t stand the test of time.

7 REASONS WHY WE FALL INTO THE TRAP OF THINKING IT’S TOO LATE

There are many reasons we can fall into the trap of thinking it’s too late for important things we want to do. For example:

(1) We’ve been so busy living and managing our daily responsibilities that we haven’t carved out enough time and energy to work bigger things.

(2) We feel trapped by financial commitments or constraints. According to a 2023 CNBC/Momentive survey, 58% of Americans report living paycheck to paycheck. Sometimes lack of financial resources is a major impediment, but for some, it can be a rationalisation.**

(5) We may feel pressure from family, peers, or others to remain on our current path or to fit into a more traditional definition of success. It may be that we’re letting ourselves get boxed in by others and what they want for us (or what we think they want for us)—or by conventional views

(6) We fear going out of our comfort zone and failing in the attempt. Fear is indeed the great inhibitor, not just in this case but also with most hard things in life. But in many cases, our fears are phantoms conjured by the ancient part of our brain stem and no longer relevant for the modern world and our current circumstances.

(7) We may lack confidence. It’s likely that doubts will creep in when we think about big things we’d like to do. So we may abdicate and retreat. Needlessly.

THE PROBLEM WITH THINKING IT’S TOO LATE

These beliefs and rationalisations have real consequences. Feeling that it’s too late to pursue our deeper ambitions or live the life we want has big downsides.

“Most people don’t do what they love. It’s true…. And the older you get, and the more you look around, the easier it becomes to believe that you’ll end up the same. Don’t fall for the trap.

-Nicolas Cole, writer and gamer

According to researchers, as we contemplate our lives, we typically regret the things we didn’t try or do the most (more than the things we tried that didn’t work out) in the long run. According to Dan Pink’s American Regret Project survey, “inaction regrets outnumbered action regrets by nearly two to one.”

“I knew that if I failed I wouldn’t regret that, but I knew the one thing I might regret is not ever having tried.

-Jeff Bezos, founder and CEO, Amazon In their book, Who Do You Want to Be When You Grow Old? The Path of Purposeful Aging, Richard Leider and David Shapiro note that it’s not uncommon as we age to look back on our lives and regret things we haven’t done. Many people are living what they call the “default life,” which can prompt some tough questions:

“Where did all the time go? How did my life pass so quickly? Why did I squander my one precious opportunity for living?

When Richard asks older people about their biggest challenges, one of the common themes is “the fear of having missed out on life’s opportunities with no time left to catch up.” Enter the “late-life crisis”. In the book, Leider and Shapiro note that the “late-life crisis… really is a thing”—and that it affects both men and women. They cite recent research that about a third of people over age sixty experience it and that it’s “characterised by dissatisfaction; a loss of identity; an expectations gap and the feeling that life has peaked.”

HOW TO STOP THINKING IT’S TOO LATE: 12 STEPS

How to interrupt these unhelpful thought patterns and the sense of futility that accompanies them? There are several things we can do to escape this wasteful trap:

(1) Pay attention to whether we have limiting beliefs that are holding us back. Examples of such common beliefs: we’re not smart or talented enough; we lack the confidence or creative capacity to do what’s needed; we’re stuck; we’re not ready; we’re damaged goods.

(2) Get clear on what we want in our next chapter. It helps to know our purpose, core values, and vision of the good life. Talk to friends and loved ones about our goals and dreams. Brainstorm and journal about our future possibilities. Revisit those childhood aspirations and revel in the enchantment of dreaming again.

(3) Recognise that our capacities and potential in many areas increase as we age. Although we were stronger and faster when we were younger, we gather more knowledge, experience, wisdom, and insight as we age — as well as more connections. These are powerful assets when it comes to doing big things. When we’re older, we’ve shed some naive habits and beliefs from our wide-eyed youth, and we’re better at discerning patterns and understanding what it takes to navigate complexity and overcome challenges.

(4) Let go of outside expectations — of caring too much about what others think. Focus instead on who we really are, what we really want, and where we want to go in the coming years.

(5) Map how we spend our time. Too often, we waste large swaths of our days on things that are either questionable, trivial, or even counterproductive. If we stopped those things (or even some of them) and swapped in planning, preparation, and action on our aspirations, we could make good progress on things that matter. Also, identify what we must stop doing to free up margin for the new endeavors.

(6) Calendarise the most important things we must do. Take the things we really want to do, break them into preparatory actions and steps, and then place those actions onto our calendar and integrate them into our daily and weekly routines.

(7) Start small and build from there. Too often, we let the perfect be the enemy of the good. We talk ourselves out of even trying. We’re intimidated by the unknowns and what may seem like an insurmountable climb. The problem is that we’re discounting the compound effect of daily, disciplined action and the motivation it provides.

(8) Form new habits that support our big ambitions. When we develop new habits and repeat them often, we not only re-wire our brain but also change our identity—our conception of ourselves. Create systems and routines that support our progress toward the things we want to do and keep making improvements.

(9) Be mindful of who we spend time with. The people we hang out with influence us deeply. There’s a big difference between being around people who encourage and inspire us versus people who criticise and belittle us. Some lift us up while others hold us back. Too often, we’re complicit in remaining oddly loyal to people who are only using or abusing us.

(10) Revel in the excitement of doing something big and bold. Something that touches our heart. A rousing adventure. Bold endeavours, uncertain initiatives, and daring ventures stir our souls and bring us back to life.

(11) Recall that we’re all mortal — and with an uncertain expiration date on this planet. Nobody knows when their time is up, so we should take full advantage of the time we have now.

Keep death daily before your eyes.

-St. Benedict

(12) Note that this business about pursuing goals and dreams doesn’t have to be a solitary or selfish endeavour. Far from it. We can team up with like-minded dreamers and seekers. And we can build service and impact into our plans and commitments. By pursuing our dreams, we may very well inspire others to do so as well.

CONCLUSION

It’s a cliché to say it’s never too late and, of course, that’s not entirely true. Sometimes it is too late. Like when we’re dead and gone. But that doesn’t mean that the sentiment behind it is wrong. It isn’t.

The key is distinguishing between when it is truly too late and when it isn’t. And the point is that way too many people think it’s too late when in reality they’re deluding themselves or hiding. Here’s to snapping out of that delusion and honouring the gifts we’re given. Right now.

-Kate Owen

REFLECTION QUESTIONS

1. Have you fallen into the trap of thinking it’s too late to pursue your goals and dreams?

2. If so, which ones? What aspirations are lying dormant within you?

3. How has that thought prevented you from bringing more excitement, meaning, and fulfilment into your life?

“4. What will you do about it, starting today?

The only calibration that counts is how much heart people invest, how much they ignore their fears of being hurt or caught out or humiliated. And the only thing people regret is that they didn’t live boldly enough, that they didn’t invest enough heart, didn’t love enough. Nothing else really counts at all.

-Ted Hughes, Letters of Ted Hughes

This article was also published on Gregg Vanourek’s LinkedIn

GREGG VANOUREK

Gregg Vanourek is an executive, changemaker, and awardwinning author who trains, teaches, and speaks on leadership, entrepreneurship, and life and work design. He runs Gregg Vanourek LLC, a training venture focused on leading self, leading others, and leading change. Gregg is co-author of three books, including Triple Crown Leadership (a winner of the International Book Awards) and LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion).

Ultimately, if you give up on your dreams, you teach your children to give up on theirs.

ADAPTIVE MANAGEMENT: Navigating Change and Fostering Agility

BY LEE NALLALINGHAM

In the world of business management, leaders have a wide range of styles that they can adopt to inspire, motivate and manage their teams. One such style is the adaptive management style, which involves the leader being responsive to changing circumstances and adjusting the management approach as needed. In this article, we will explore what an adaptive management style is, how to use it, and its good and bad points, including relevant examples.

WHAT IS ADAPTIVE MANAGEMENT STYLE?

The adaptive management style is a leadership approach that emphasizes the importance of being responsive to changing circumstances and adjusting the management approach as needed. This style is suitable for organisations operating in uncertain environments where flexibility and adaptability are critical. It fosters agility by providing leaders with the tools and strategies they need to navigate change successfully.

HOW TO USE ADAPTIVE MANAGEMENT STYLE?

The adaptive management style can be effective in situations where the leader is willing to be flexible and adapt to changing circumstances. Here are some ways to use the adaptive management style effectively:

1. Be Responsive to Change: Adaptive leaders must be responsive to change to identify opportunities for growth and development.

2. Embrace Risk-Taking: Adaptive leaders must be willing to take risks and experiment to succeed in dynamic environments.

3. Foster Creativity: Adaptive leaders must foster creativity by encouraging the sharing of diverse perspectives and ideas.

4. Build Resilience: Adaptive leaders must build resilience to withstand and overcome challenges.

Source: Image by vectorjuice on freepik

THE GOOD AND BAD POINTS OF ADAPTIVE MANAGEMENT

STYLE

Like any management style, adaptive management has its good and bad points. Here are some of the advantages and disadvantages of this style of management:

Advantages:

1. Fosters Agility: Adaptive management style fosters agility by providing leaders with the tools and strategies they need to navigate change successfully.

2. Enhances Innovation: Adaptive management style enhances innovation by encouraging the sharing of diverse perspectives and ideas.

3. Builds Resilience: Adaptive management style builds resilience by helping leaders withstand and overcome challenges.

Disadvantages:

1. Can Be Chaotic: Adaptive management style can be chaotic, as it requires a high level of improvisation and risk-taking.

2. Can Be Inefficient: Adaptive management style can be inefficient, as it can take longer to make decisions when there are more variables and uncertainties involved.

3. Can Be Risky: Adaptive management style can be risky, as it requires leaders to take chances and experiment to succeed in dynamic environments.

RELEVANT EXAMPLES OF ADAPTIVE MANAGEMENT STYLE

There are several well-known examples of successful organisations that have adopted an adaptive management style. One such example is Amazon, which is known for its focus on innovation and experimentation in response to changing market conditions. Another example is Google, which is known for its emphasis on creativity and risk-taking in its product development processes.

In conclusion, the adaptive management style can be an effective way to navigate change and foster agility by providing leaders with the tools and strategies they need to succeed in uncertain environments. However, this style of management requires careful planning and management to ensure that it is not too chaotic or inefficient. Leaders who adopt this style must be willing to be responsive to change, embrace risk-taking, foster creativity and build resilience to succeed in dynamic environments. By balancing adaptability with efficient decision-making, adaptive leaders can create a dynamic and innovative workplace that is capable of achieving success over the long term.

This article was first published on leenallalingham.com

Lee is an International Best Selling Author, Speaker & Leader and has been leading teams for nearly 20 years. He has a proven track record across HR, Technology and Business Transformation. He has led teams in excess of 60 people, delivered over $250m in annual cost savings, efficiencies, and revenue generation, successfully delivered 5 integrations following mergers / acquisitions and worked across 6 continents, 70 countries and with over 100 MNC clients.

LEE NALLALINGHAM

Book Review

BY DIANA MARIE

Every action you take is a vote for the type of person you wish to become. No single instance will transform your beliefs, but as the votes build up, so does the evidence of your new identity. This is one reason why meaningful change does not require radical change. Small habits can make a meaningful difference by providing evidence of a new identity. And if a change is meaningful, it is actually big. That’s the paradox of making small improvements.

(Atomic Habits, page 38)

Using a framework called the Four Laws of Behaviour Change, Atomic Habits explains to readers a simple set of rules for creating good habits and breaking bad ones. This book presents three (3) key lessons on how to build a habit in 4 simple steps.

3 KEY LESSONS FROM ATOMIC HABITS A BUILDING BETTER HABITS IN 4 SIMPLE STEPS

Lesson 1: Small habits make a big difference

If you can get 1 per cent better each day for one year, you’ll end up thirty-seven times better by the time you’re done. It doesn’t matter how successful or unsuccessful you are right now. What matters is whether your habits are putting you on the path toward success. Focus on getting 1 per cent better every day.

Lesson 2: Focus on your system instead.

Bad habits repeat themselves again and again, not because you don’t want to change but because you have the wrong system for change. You do not rise to the level of your goals. You fall to the level of your systems. Halt the repetition of bad habits in your system as you begin to adjust to better ones.

Lesson 3: Build identity-based habits

Your current behaviors are simply a reflection of your current identity. In this book the author says that, what you do now is a mirror image of the type of person you believe that you are (either consciously or subconsciously). Start building the positive identity you aspire to be.

BThe process of building a habit can be divided into four simple steps: cue, craving, response, and reward. The cues trigger a craving, which motivates a response, which provides a reward, which satisfies the craving and, ultimately, becomes associated with the cue. Together, these four steps form a neurological feedback loop that includes; cue, craving, response and reward, which ultimately allows one to create automatic habits. James Clear calls this cycle the ‘habit loop’.

The STEPS to create a good habit:

• The 1st law (Cue): Make it obvious.

• The 2nd law (Craving): Make it attractive.

• The 3rd law (Response): Make it easy.

• The 4th law (Reward): Make it satisfying.

James Clear, on page 22, says that “all big things come from small beginnings. The seed of every habit is a single, tiny decision. But as that decision is repeated, a habit sprouts and grows stronger. Roots entrench themselves, and branches grow. The task of breaking a bad habit is like uprooting a powerful oak within us. And the task of building a good habit is like cultivating a delicate flower one day at a time.” Go ahead. Transition to be a better you.

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.