Leader's Digest #77 (July 2023)

Photo by Mona Eendra on Unsplash

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.

Contents

ISSUE 77 I JULY 2023

WHAT PART ARE YOU PLAYING?

12 04

07 ARE YOU A CHANGE READY LEADER?

BREAKTHROUGH TO THE FUTURE: INSIGHTS FROM THE MALAYSIA LEADERSHIP SUMMIT 2023 (PART 1)

BREAKTHROUGH TO THE FUTURE: INSIGHTS FROM THE MALAYSIA LEADERSHIP SUMMIT 2023 (PART 2)

25

19 HOW

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.

Self-Awareness

Teams rely on a combination of self-awareness and trust to run like a finely tuned machine. If you have been part of a team whose members were all open and honest with one another, chances are you worked extremely effectively together. You and your colleagues likely knew everyone’s strengths and weaknesses and enjoyed high levels of trust. It is necessary to improve self-awareness and personal development among individuals whenever in a group. But how do you build those qualities?

THE JOHARI WINDOW COMMUNICATIONS THEORY

American psychologists Joseph Luft and Harry Ingham developed this model in 1955. The name ‘Johari’ came from joining their first two names. This model is denoted as the feedback and disclosure model of self-awareness. It is used to enhance the individual’s perception of others. It’s a simple and useful tool for understanding and training as it helps in understanding ourselves and our relationships with others as we interact with them. It emphasizes on “soft skills” such as behaviour, empathy, cooperation, inter-group development and interpersonal development. This model is based on two ideas- trust can be acquired by revealing information about you to others and learning yourselves from their feedback. While this can be a useful exercise, it’s best to apply it with sensitivity and avoid judgment and negativity.

THERE ARE TWO KEY IDEAS THAT UNDERPIN THE JOHARI WINDOW:

• You can build trust with others by disclosing information about yourself.

• With the help of feedback from other people, you can learn about yourself and deal with personal issues.

THE FOUR QUADRANTS OF THE JOHARI WINDOW INCLUDE:

Open Area things that you and others know about you.

Blind Area things that you know about yourself, but others do.

Hidden Area things you know about yourself but others don’t.

Unknown Area things that neither you nor others know about yourself.

Learning the Johari model can help in improving communications through the discovery of a much higher level of self-awareness and self-discovery. There are many ways to use the Johari model in learning and development. Through a process of disclosure and feedback, openness and understanding are encouraged. This, in turn, will improve communication, team development and group dynamics and equality.

WHAT PART ARE YOU PLAYING?

BY MICHELLE GIBBINGS

You don’t have to look too far to find stories about how an organisation’s poor culture has been the root cause of their malaise, poor performance, regulatory breaches or lousy customer service.

We all know that organisational culture matters. No doubt you’ll have heard culture referred to as ‘the way things are done around here’. It includes the unwritten rules of behaviour about what is acceptable and unacceptable.

It’s pervasive. Shifting an organisation’s culture from sub-optimal to optimal takes a long time; sadly, it can move from optimal to sub-optimal far more quickly. This is particularly so when effective leaders depart and are replaced by ineffective leaders.

NOTICE THE SHIFT

It’s crucial to know the part you are playing.

Consider – What part are you playing in cultivating a healthy organisation or team culture? Answering that question starts with you examining the impact the organisation’s culture is having on you.

As tribal creatures, we notice what other people are doing and often quickly adopt and accept the behaviour of those around us to help us adapt to our surroundings.

This adaptation often happens faster than we realise.

Source: Image by drobotdean on Freepik

In the early 1970s, a primatologist – Hans Kummer –worked in Ethiopia with two species of baboons. The first species were Savanna baboons which lived in large troops. The other species were Hamadryas baboons with a more complex and multi-level society. When confronted with a threatening male, the females of the two species reacted differently: a Hamadryas baboon placated the male by approaching him, whereas a Savanna baboon would run away to avoid injury.

Kummer took a female from each group and released them into the alternate tribe. He found that these two females initially carried out their species-typical behaviour. That is, they behaved the way they always have in the past – the way they were biologically wired to behave. However, it took only a short time for them to be socialised to new behaviours. How long? It took about an hour.

We want to think we are more evolved than baboons and therefore are more conscious of what is influencing our behaviour. Yet, we are often more affected than we realise.

This process of ‘culturalisation’ (as I call it) can happen to all of us. If you reflect on your first day at work (which may have been some time ago), you would have been acutely aware of the new environment and sought ways to adapt to make it work.

If you committed a social faux pas, someone would have pulled you aside to say something, or you would have gotten strange looks from colleagues. As tribal creatures, we can shun people who don’t conform to and adopt conventional behaviour. Consequently, it takes little time for the required social cues and behaviours to be adopted.

However, this can also lead to instances where difference is seen as a negative, so diversity is shunned.

DIVERSITY MATTERS

Recent research from global consulting firm DDI, released in their 2023 Diversity, Equity, and Inclusion Report, found that organisations with greater leadership diversity are 2.4X more likely to outperform their competitors. Companies that rank in the top 10% among their peers in financial performance have at least 5% more leaders who are women and from minority backgrounds than below-average performers.

It is very easy for leaders and business owners to want to hire people like them. The similarity makes a person feel comfortable. However, hiring people like yourself fills the team or workgroup with people with similar backgrounds, experiences and thought processes.

This homogeneity can negatively impact how decisions are made. The more alike people are, the more likely they are to think along the same lines, and therefore, there is less room for debate, discernment and disagreement.

Research from Kellogg University shows that diverse teams make better decisions. That diversity is not just about gender or ethnicity; it includes age, experience and background. The diverse groups outperform more homogeneous groups not because of an influx of new ideas but because the diversity triggers more careful processing of the discussed information.

Source: Image by tirachardz on Freepik

PLAY YOUR PART

There’s no doubt that culture is more extensive than one person.

Regardless of your role, you can have a degree of influence on the organisation’s culture.

You are not only in the culture and influenced by it, but you are part of the influencing forces in the culture – how you behave each day impacts your immediate work environment. The span of that influence may be narrow or wide, deep or shallow.

Obviously, the more senior you are, the greater your impact, but regardless of where you sit in the hierarchy, your actions impact the culture.

ELEVATE AWARENESS

Elevating your awareness and taking stock of the culture’s impact on you and your behaviour is essential.

Consider:

• What do you like and not like about the organisation’s current culture?

• What are the organisation’s rituals, customs, traditions and norms?

• What are the rules of the game, written and unwritten (i.e. policies, procedures and guidelines), and how are they implemented or enforced?

• What do you observe when you look at the behaviour of the leadership team? Are they consistently living up to the stated organisational values and behaviours?

• Are you living up to the organisation’s values, and do they align with your personal values?

• How is the organisation’s culture influencing your behaviour?

• Is that influence positive or negative, and what do you need to do more or less to have a more positive impact?

• Are you proud to work for the organisation, and would you recommend it to your friends and family?

• What role are you playing in shaping the culture of the team in which you work?

• Could you do more to enhance the culture of your immediate work environment? If so, what would that involve?

It’s easy to sit back and think it is someone else’s responsibility to create a healthy and dynamic organisational culture. It’s not. You get to play a part too!

As the former CEO of Starbucks, Howard Schultz, said:

MICHELLE GIBBINGS

“The only thing we have is one another. The only competitive advantage we have is the culture and values of the company. Anyone can open up a coffee store. We have no technology, we have no patent. All we have is the relationship around the values of the company and what we bring to the customer every day. And we all have to own it.

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’.

Are You a Change Ready Leader?

BY MICHELLE GIBBINGS

If you’ve worked in any organisation for a while, you’ll likely have experienced some form of organisational change. Sadly, it’s also likely that your experience of the change may have been sub-par.

The history of organisational change is littered with examples of projects and initiatives that didn’t go to plan. Never finished. Descoped. Poorly implemented or partially implemented….I could go on.

There may be a lack of vision and strategic alignment, insufficient employee involvement and engagement, poor communication, inadequate resources, and poor planning; all elements that can lead to a lack of progress, employee resistance and change stagnation.

At the root of most of those factors is a lack of leadership. If you want to increase your odds of success, it’s imperative to focus on the leadership style accompanying the change.

The research backs this up:

• McKinsey’s research found that organisations with effective change management programs, which include a specific focus on leadership, are 1.7 times more likely to outperform their industry peers regarding financial performance.

• Prosci’s Best Practices in Change Management research consistently shows that active and visible executive sponsorship is the top contributor to successful change initiatives.

• Towers Watson’s research revealed that companies with highly effective communication practices were 3.5 times more likely to outperform their industry peers.

There’s a well-known saying (often attributed to the philosopher Aristotle, but in fact a derivation of his words): “We are what we repeatedly do therefore, excellence is not an act, but a habit”.

Source: Image by Freepik

The more we do something, the more ingrained it becomes in our behaviour. In fact, eventually, it becomes a habit.

So if you are a leader who needs to be at the forefront of change and leading from the front, what leadership habits do you want to cultivate?

Countless leadership books offer long lists of the attributes of effective leaders. However, the most effective leadership style is often situationally driven –with circumstances dictating the best approach.

For example, if you are leading a crisis, you must make decisions quickly and, at times, with limited consultation. Whereas, if you are leading an organisation through a large-scale transformation, you’ll need to be more consultative.

Leadership is contextual, and during times of change, what’s needed from leaders changes too. For a change to succeed, the leader must be prepared to accept that it’s not just the team members around them who need to change, but they must change too.

From my experience, the best change leaders exhibit six essential qualities.

DISCOVERY FOCUSED

Change leaders are curious and focused on discovering what needs to change within them. They know they must embody the change they seek to inspire and lead by example, demonstrating the behaviours and attitudes expected from their team members.

They remain open to new ideas, take calculated risks, encourage experimentation, and know they set the standard, and their actions create a ripple effect throughout their team, and potentially organisation (depending on their level). They foster a growth mindset within themselves and their teams, encouraging a willingness to embrace new ideas, challenge the status quo, and view setbacks as learning experiences rather than failures.

DELIBERATE

They are deliberate about what they do, when, and where they spend their energy.

Skilled change leaders know they can be pushed and pulled in many directions and are adept at managing the flow of ideas, insights and information. They know how to effectively allocate time to be ‘in the detail’ and ‘above the detail’ and when to focus on tasks or what team members need.

DISCIPLINED

Change leaders continuously monitor progress, assess the impact of the change, and make necessary adjustments. They track metrics, measure outcomes, and provide feedback to employees. They also drive continuous improvement by actively managing and adapting the change strategy and approach when needed. They don’t become locked into ways of working that aren’t working.

This means leaders must be able to generate insights from a wide range of sources and use these sources to gain perspective. This breadth of view helps them explore alternative ideas, analyse options and make effective decisions whilst always striving for progress towards the end goal.

Source: Image by tirachardz on Freepik

DECISIVE

Successful change leaders involve employees in the change process, empowering them to contribute their ideas and perspectives. This means the leader knows when to delegate, debate, direct and decide.

They know how to seek input and make decisions. They are not afraid of taking action and are happy to correct course when needed. This means they are adaptive and flexible without being wishy-washy and ineffectual.

DETERMINED

Change leaders anticipate and address resistance and obstacles proactively. They listen to employee concerns, support, and address misconceptions or fears. They also accept that change can be complex and is never a straight line. There will be ups and downs and a few detours along the way. Consequently, they use their resilience and bounceforward approach to learn from mistakes – fail fast and meaningfully – and persist despite setbacks. Most importantly, they know how to inspire confidence in their teams to take calculated risks, try things, improve and progress.

DEDICATED

Trust is essential during times of change. Leaders build trust by being transparent, actively listening to employee concerns, and addressing them appropriately.

Effective change leaders are dedicated to their team and understanding what each person needs to progress through the change. They realise their team members are critical stakeholders in the change process. They involve them early, seeking their input, ideas, and feedback. By empowering their team members to take ownership and contribute to the change initiative, leaders tap into their collective intelligence and foster a sense of ownership and commitment.

The leader is committed to the vision and making the organisation a better workplace due to the change. They can balance organisational, team and personal needs.

WHAT’S YOUR GO-TO STYLE?

There may be other qualities that you would add, and this list isn’t intended to be exhaustive. It’s intended to get you to think about your leadership style.

If you are leading a change, it’s critical to be conscious of your leadership style during the transition and to know what’s working or not working.

In doing this, think about how your leadership style is received by those around you. Ask yourself:

• What are people saying or not saying to me?

• Am I the last person to find out ‘bad news’, or are people comfortable bringing forward issues to me?

• How engaged is my team? Is it working as a highperforming team where there is strong connection and cohesiveness?

• How productive is the team? Is there good progress being made?

• Are there unresolved issues or high levels of conflict in the team which I am turning a blind eye to?

Answering these questions will provide early insights into elements of your leadership style. But you need to go further. You need to be:

• Open to feedback from those around you – and at different hierarchical levels. Get direct feedback from people and be willing to reflect, and where required, act on that feedback.

• Prepared to self-reflect – so that you can take the time to see how you are feeling, thinking, and ultimately reacting to what is going on around you

• Open to trying new things – as the circumstances may require you to step forward in a different way.

• Ready and willing to change - recognise when your leadership style isn’t hitting the mark and when you need to step up in a different way.

Remember, change happens. So make it work for you and for those around you.

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’.

How To Develop LEADERS Within Your ORGANISATION

BY LEE NALLALINGHAM

Leadership is an essential aspect of any organisation, and developing effective leaders is crucial to achieving success. Unfortunately, many people in leadership positions are leaders in title only, lacking the skills to inspire, empower, and serve their team effectively. To help HR/Business leaders ensure that their managers and leaders are effective, here are five key areas to focus on:

DEFINING LEADERSHIP

To start, it’s crucial to define what leadership means within your organisation. Consider what values and behaviors are important to your team and develop a leadership model that reflects those values. For instance, if you value innovation, you might develop a model that emphasizes creativity, risk-taking, and open-mindedness.

THINK OF OTHERS’ NEEDS BEFORE YOUR OWN

To be an effective leader, you need to prioritize the needs of your team members. This might involve actively listening to their concerns, providing constructive feedback, and recognising their accomplishments. For example, a manager could start team meetings by asking each member to share something positive that happened to them that week. This shows that the manager cares about the team’s well-being and helps create a positive and supportive work environment.

Source: Image by Drazen Zigic on Freepik

SET HIGH STANDARDS AND HOLD PEOPLE ACCOUNTABLE TO THEM

Leaders need to set high standards for themselves and their team, then hold everyone accountable to those standards. This could involve developing clear performance metrics, providing regular feedback, and offering opportunities for professional development. For instance, a sales manager could develop a sales goal for each team member and monitor their progress through regular check-ins. By holding team members accountable, the manager creates a culture of accountability and promotes high performance.

ADMIT YOU DON’T KNOW ALL THE ANSWERS

No leader has all the answers, and it’s essential to recognise this and seek out support when needed. Encourage managers and leaders to build a strong support network within the organisation, including peers, mentors, and other leaders. This could involve seeking out advice on challenging situations, collaborating with others on projects, and providing feedback and support to others. By admitting when they don’t have all the answers, leaders can create a culture of openness and collaboration within the organisation.

COME UP WITH A MANTRA THAT MOTIVATES AND INSPIRES OTHERS

A powerful mantra can inspire and motivate team members to achieve their goals. Encourage managers and leaders to develop a mantra that reflects their team’s values and aspirations. For example, a team working on a new product might develop a mantra like “innovate, iterate, and deliver.” This mantra reminds the team of their shared goals and helps them stay focused on what’s important.

DEVOTE TIME EVERY DAY TO THE DEVELOPMENT OF LEADERSHIP SKILLS

Developing strong leadership skills requires continuous learning and reflection. Encourage managers and leaders to take time each day to reflect on their leadership style, learn from others, and seek out professional development opportunities. This could involve reading books on leadership, attending conferences or workshops, or seeking out mentorship from more experienced leaders within the organisation. By prioritising learning and development, managers and leaders can continually improve their skills and stay up-to-date with the latest trends and best practices.

Developing effective leaders takes time and effort, but it’s an investment that pays off in the long run. By defining leadership, focusing on others, setting high standards, devoting time to development, admitting weaknesses, and inspiring others with a motivating mantra, HR/Business leaders can help their managers and leaders become effective and inspiring leaders. Remember, leadership is a journey, not a destination, and it takes dedication and hard work to become an effective leader.

This article was first published on leenallalingham.com

LEE NALLALINGHAM

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.

Source: Image by tirachardz on Freepik

BREAKTHROUGH TO THE FUTURE: INSIGHTS FROM THE MALAYSIA LEADERSHIP SUMMIT 2023 (PART 1)

BY KIRAN TULJARAM | IRFAN RAZALI

NAVIGATING PARADOXES AND EMBRACING CHANGE: INSIGHTS FROM MALAYSIA LEADERSHIP SUMMIT 2023

The lobby of Setia City Convention Centre was a vibrant hub of activity on the morning of 20th of June 2023. Throughout the lobby, small groups of delegates were seen huddled together, engaged in passionate discussions and exchanging business cards. This year’s Malaysia Leadership Summit 2023 (“Summit”) once again brought together distinguished speakers and thought leaders who shared valuable insights on navigating through these transitionary times and achieving breakthrough success. Leaders from institutions, businesses and non-governmental organisations gathered at the Summit to discuss how we can ‘Breakthrough to the Future’.

The Malaysian Leadership Summit 2023 was 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.

In the midst of rapid technological advancements and societal transitions, individuals and organisations find themselves grappling with the absence of standards and leadership across various domains. In this article, we will explore the key highlights from the Summit.

Source: Image by Leaderonomics

THE ABSENCE OF STANDARDS AND MANAGING PARADOXES

Transitionary periods call for leaders who can guide and influence change. Instead of passively waiting for progress, individuals must find their voices and articulate their visions. Despite the absence of standards, breakthroughs are essential. This applies not only to careers but also to personal growth and organisational advancement.

Transitionary times are characterised by paradoxes that leaders must navigate skillfully. Roshan Thiran, explored the concept of paradox by highlighting how seemingly 2 incongruous actions can be congruous. Leaders are expected to be both humble and assertive, know when to love yet be assertive, or know when to carry out a task himself/ herself or delegate it and also know when to break rules while understanding the potential consequences. Citing the example of Ken Matsumoto, who defied policies to create the PlayStation and save Sony, Roshan’s speech prompted reflection during this complex time we live in.

Roshan drew parallels between parental dilemmas and leadership paradoxes. He is of the view that parents also face challenges during these transitory and complex times. The parenting journey evolves as children grow older, demanding a delicate balance between visibility and invisibility. While younger children require direct intervention and guidance, older children benefit from empowerment and mentorship. The paradox lies in knowing when to be visible, inspiring confidence, and when to be invisible, allowing children to develop and gain experience.

Another critical paradox explored by Roshan is the delicate balance between control and freedom. Determining the right time to grant children independence while simultaneously providing guidance and support is a complex task. Parents must also strike a balance between being a parent vs being a friend, being present and focused vs preparing them for the future, realism and encouragement, allowing children to make mistakes and learn from them. Similarly, leaders and managers face the challenge of fostering a culture that embraces innovation while staying true to organisational values.

Navigating Complex Times

In an era characterised by technological advancements and societal shifts, the absence of standards across various domains presents significant challenges. Whether in the realm of cryptocurrencies or generative AI, the need for standards becomes apparent. By embracing paradoxes, and fostering a culture of innovation while maintaining values, individuals can navigate these complex times and achieve meaningful breakthroughs

BREAKTHROUGH TO SUCCESS: TIME TO UPDATE OUR INTERNAL SOFTWARE

At the Summit, Justin Cohen, the programme manager and emcee, shed light on the keys to achieving breakthrough in our lives. Cohen emphasised the importance of understanding the context within which laws operate, highlighting that leadership entails embracing paradoxes. To effectively navigate these complexities, he suggested leveraging the power of stories, case studies, and the nuanced layers they offer, which can provide invaluable wisdom.

Cohen asserted that we are currently experiencing the most significant acceleration of change in human history, resulting in a revolutionary shift in our work and lifestyle. The accessibility of information through mobile devices and the advent of advanced AI technologies, such as ChatGPT, further accentuate the extent of this change. With the immense changes unfolding around us, how can we ensure we not only succeed but also thrive? The answer lies within the most remarkable computer known to the universe: our brains.

Cohen emphasised the significance of the software driving our brains which is learning. It is through continuous learning that humans have progressed throughout history. He challenged the crowd to update their ‘internal software’ to activate excitement, curiosity, and wonder. He is of the view that by downloading a new software of leadership and skills, we can equip ourselves to thrive amidst these unprecedented times. Cohen encouraged a conscious effort to cultivate a mindset that embraces growth and adaptation. Just as technology undergoes updates, so too must our own capabilities evolve.

CREATING BRAND CULTURES: GROWING YOUR BRAND FROM WITHIN

To truly establish a brand that resonates with customers and sets a company apart, organisations must focus on cultivating a brand culture from within. In a captivating presentation, Dr. Jerome Joseph offered valuable insights into how businesses can align their employees with their brand values, transforming them into brand advocates.

Dr. Joseph emphasised the significance of aligning the brand with the actions and behaviours of the employees. He shared an anecdote about how a senior executive at Disney who went above and beyond to create a memorable experience for a young boy. The executive returned the boy’s lost teddy bear and included a heartfelt letter with it. This story exemplified how employees have the power to shape a brand’s perception, either positively or negatively. It highlighted the importance of investing in building a strong brand culture within the organisation.

In an ideal scenario, employees would effortlessly align themselves with the organisation’s vision, mission, and purpose. However, Dr. Joseph acknowledged that in the real world, challenges arise. Often, employees lack awareness of the brand’s values, and the organisation fails to understand its employees. This lack of connection can hinder the establishment of a cohesive brand culture.

Three Tips for Building a Brand Culture

Dr. Joseph provided three key insights into building a brand culture that fosters employee alignment and engagement:

1. Clarity: Understanding the brand is crucial for employees to represent it authentically. Dr. Joseph shared an experience during his travels where he encountered a brand campaign promoting ‘service with a smile’. However, he noticed that none of the employees were actually smiling. This observation underscored the importance of organisations researching their stakeholders and ensuring that their employees fully embrace the brand message. Clarity about the brand’s values and expectations is vital for consistent brand representation.

2. Connection: Establishing connections within the organisation plays a pivotal role in building a brand culture. Dr. Joseph suggested several strategies for fostering these connections, such as recognising and rewarding employees, conducting performance reviews that assess how employees embody the brand, engaging in internal marketing activities, and sharing success stories. He cited the example of Tan Sri Tony Fernandes, who displayed a ‘wall of champions’ in his office at AirAsia, showcasing employees who had exemplified the brand values. Additionally, Dr. Joseph emphasised the power of rituals. An example of a ritual carried out by one of his clients, is where employees regularly share stories of how they have delivered, lived, and uplifted the brand to their customers. Finally, training programs also contribute to fostering connections and empowering employees to become brand champions.

3. Champion: To create a robust brand culture, organisations must cultivate a sense of ownership and advocacy among their employees. Dr. Joseph highlighted the importance of training and empowering employees to become brand champions, enabling them to influence both internal and external stakeholders. When employees are passionate advocates for the brand, they contribute to its growth and success.

Every action or gesture can have a profound influence on colleagues and customers. The stronger the brand, the greater the chances of thriving in the current business landscape.

INSIGHTS ON HUMANISING CHANGE MANAGEMENT

The COVID-19 pandemic brought about a whirlwind of changes, creating a VUCA (Volatility, Uncertainty, Complexity, Ambiguity) environment like never before. These changes encompassed various aspects of life, including the way we work, such as the emergence of hybrid working models. Amidst this crisis, a noticeable shift towards inclusivity has taken place, particularly driven by the younger generation’s desire to be actively involved in discussions and decisions.

Nadiah Tan Abdullah shared insights on humanising change management, while incorporating the renowned change management framework developed by John Kotter. Kotter’s framework comprises eight stages that provide a systematic approach to change management:

1. Create a Sense of Urgency: Leaders must communicate the need for change and build awareness of the challenges and opportunities it presents.

2. Build a Coalition: Leaders should assemble a team of influential individuals who support the change and can drive it forward.

3. Create a Vision for Change: Leaders need to develop a clear and compelling vision that inspires and guides the change effort.

4. Communicate the Vision: Leaders must effectively communicate the vision to employees, ensuring understanding and buy-in from all levels of the organisation.

5. Empower Others: Leaders should empower employees to contribute to the change by removing obstacles and providing the necessary resources and support.

6. Create Quick Wins: Celebrating and recognising early successes helps maintain momentum and build confidence in the change process.

7. Build on the Change: Leaders must avoid complacency and continuously drive progress by reinforcing the change and addressing resistance.

8. Embed the Change: Leaders should embed the change into the organisation’s culture and practices to ensure long-term sustainability.

Nadiah Tan Abdullah opines that to successfully humanise and drive change, these crucial factors must be considered : Leadership, Empathy, Agility, and Prioritisation and Planning (L.E.A.P).

Leadership: When it comes to driving change, effective leadership plays a paramount role. Leaders must genuinely believe in and be passionate about the mission behind the change. It is vital for leaders to exhibit unwavering energy and pride that resonates with the employees. Despite facing exhaustion and vulnerability, leaders must not succumb to spiralling down. Instead, they need to show up and be the cheerleaders for their teams. By being present and actively engaged, leaders can inspire and motivate employees to embrace change wholeheartedly.

Empathy: Understanding the dynamics and intricacies of a new environment is crucial for successful change management. This requires leaders to be empathetic and truly grasp the perspectives of their employees. It is important to recognise that equity is not synonymous with equality.

Each individual walks a unique path, and their experiences shape their views and responses to change. By taking the time to connect with employees on a personal level, leaders can gain valuable insights into what they are going through. This empathy enables leaders to tailor their approach and communication to address individual concerns effectively.

Agility: Being adaptable and flexible is another essential quality for driving change. Leaders must be chameleons, capable of adjusting their approach and communication style to match the needs and understanding of their employees. By speaking in a language that resonates with the workforce, leaders can foster better comprehension and engagement. This agility allows leaders to bridge the gap between themselves and their teams, facilitating smoother change management processes.

Nadiah Tan Abdullah sharing Insights on Navigating and Driving Change

Prioritisation and Planning: To effectively manage change, a well-defined roadmap or framework is indispensable. Leaders need to prioritise and plan their change management initiatives carefully. This includes setting clear objectives, milestones, and metrics to measure progress and success. Having a commitment to follow through with the planned changes is crucial, as it instills confidence in the employees and demonstrates the organisation’s dedication to the transformation process. With a comprehensive plan in place, leaders can navigate the complexities of change more efficiently and address potential obstacles along the way.

By embodying these qualities, leaders can foster a positive and inclusive work environment that embraces change and empowers employees to contribute to the organisation’s success.

LEADERSHIP IN A DIGITAL AGE: EMBRACING NEW POSSIBILITIES AND THINKING DIFFERENTLY

In life, we often come across moments that challenge our preconceived notions and push us to explore new paths. It is during these times that we must remember the power of thinking differently and embracing the opportunities that lie before us. This collection of insights aims to shed light on the importance of pursuing our passions, working hard, loving our customers, and, above all, thinking outside the box.

Frank Furness shared his personal journey at the Summit. At the age of 17, while his friends pursued traditional careers in medicine and law, he followed his passion for drumming and became a drummer. Although it didn’t bring much financial success, the speaker emphasises the immense joy he experienced. However, circumstances eventually led him to seek a more stable career, and he decided to sell financial services. Despite facing rejections, his persistence and passion for selling eventually paid off.

Frank spoke about the ability to think differently. He share an anecdote about a friend who challenged him to learn about social media, which led to a successful

business collaboration. The friend’s story exemplifies how success often comes not from sheer intelligence but from a willingness to embrace new ideas and perspectives.

Frank also spoke about ChatGPT and artificial intelligence (AI), expressing his fascination with the possibilities these technologies offer. He encouraged the participants to embrace these advancements, as they have the potential to enhance productivity and efficiency in various aspects of life. Throughout his sharing, he introduced various software and tools he has found useful in his business endeavours.

“You will never be replace by AI, but you might be replaced by somebody using AI.

- Frank Furness

Frank stressed the importance of thinking differently and approaching challenges with an open mind, as it is through this mindset that we can unlock our true potential and thrive in a rapidly evolving world. In summary, this collection of insights serves as a reminder to embrace our passions, work diligently, and foster strong connections with customers. It emphasises the significance of having fun, thinking differently, and being open to new possibilities.

Frank Furness speaking at the Summit

EMBRACING RENAISSANCE LEADERSHIP: UNLEASHING CREATIVITY, CURIOSITY, AND CONNECTION IN THE WORKPLACE

In today’s rapidly evolving marketplace, a new kind of leader is emerging, one who embodies the qualities of creativity, curiosity, and care. These insights were shared by Jean Marie at the Summit.

Employees no longer seek mere employment; they yearn for meaningful work and purpose. They desire to be valued for their holistic contributions, not just the specific tasks assigned to them. They long to be recognised for their individuality and diverse perspectives. This new era, what Jean Marie DiGiovanna calls the “next renaissance,” parallels the historical Renaissance, a time of profound rebirth for humanity.

Reflecting on the Renaissance, one name stands out: Leonardo da Vinci, the quintessential Renaissance leader. Though renowned for his artistic prowess, da Vinci’s talents extended far beyond painting. He was an architect, an engineer, a scientist, and a philosopher.

Jean Marie poses a thought-provoking question: If Leonardo da Vinci were present today, seeking employment, how would he be received in a job

interview? She emphasises that in our pursuit of finding the perfect candidate with a specific skill set, we often overlook the hidden talents of individuals like da Vinci. Jean Marie envisions an alternative approach, one that embodies the spirit of a Renaissance leadershift from fitting candidates into predetermined boxes to recognising and harnessing their unique talents.

Stop telling, start asking

The essence of Renaissance leadership lies in asking great questions. Jean Marie asserts that questions have the power to unlock hidden talent, spark innovative ideas, and encourage individuals to think deeply. By fostering a culture of curiosity and acknowledgement, leaders can create an environment where employees feel seen, heard, and understood.

The quality of answers depends on the quality of questions

- Jean Marie DiGiovanna

Jean Marie challenges her audience to consider how many undiscovered talents might be present within their teams and organisations. How many “Leonardos” are waiting to be given a seat at the table? She emphasises that asking questions is essential for unleashing this untapped potential and developing future leaders.

Curiosity

Curiosity is a key element in cultivating Renaissance leadership. Jean Marie explains that children naturally possess this trait, asking an average of 300 questions per day. However, as individuals grow older, they tend to lose their sense of wonder and become fixated on acquiring knowledge. Once an individual is an expert, they cease to question, hindering their ability to adapt, innovate, and lead effectively.

Leonardo da Vinci serves as a prime example of the power of curiosity. Despite being commissioned for art pieces, he consistently delivered late because he believed there was always more to learn. Curiosity, Jean Marie asserts, is the deep desire to continually learn and expand one’s horizons.

Jean Marie DiGiovanna speaking on being Renaissance leaders

She acknowledges that it is impossible to be both judgemental and curious at the same time. To embrace curiosity fully, we must open our minds and let go of judgments. Switch words from “Why” to “I wonder”. Jean Marie urges leaders to practise being fully present when interacting with others, setting aside preconceived notions and actively engaging in curiosity.

Finally, Jean Marie introduces the concept of connecting to innovate, drawing inspiration from the practices of Lorenzo de Medici during the Renaissance. By bringing together individuals from various domains, industries, and backgrounds, Medici fostered collaboration and harnessed the power of diverse perspectives. Jean Marie encourages leaders to seek connections with those who possess different skills, experiences, and perspectives, recognising that these interactions can spark innovation.

Remember:

1. Ask new questions;

2. Respect diversity of thoughts and skills; and

3. Connect to innovate.

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.

Irfan is a creative individual, who believes that there is something new to learn everyday. His curiosity is piqued at various fields, and his value of continual learning leads him to make connections with those different fields and with different people too. He is interning with the editorial team at Leaderonomics while pursuing a degree in Psychology.

“Leadership is not a title or designation. It’s about impact, influence and inspiration

- Robin Sharma

Scott Friedman, co founder of Together We Can Change The World, interviewing the refugees on MSRI and their growth.

IRFAN RAZALI

BREAKTHROUGH TO THE FUTURE: INSIGHTS FROM THE MALAYSIA LEADERSHIP SUMMIT 2023 (PART

2)

BY KIRAN TULJARAM | IRFAN RAZALI

STRATEGIES FOR STANDING OUT AND ACHIEVING SUCCESS

The highly anticipated Malaysia Leadership Summit 2023 (“Summit”), 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, marked a significant milestone in the realm of leadership development. In this second part of our two-part series, we delve deeper into the captivating highlights and impactful takeaways from this Summit.

LEADING WITH HEART: A NEW WAY TO LEAD IN A HIGHLY CONNECTED DISCONNECTED WORLD

In today’s fast-paced, highly connected world, humans are hardwired for connections. However, despite having hundreds of connections on social media platforms, we often feel less connected than ever before. This lack of meaningful connections has a significant impact on our overall well-being. A survey conducted by EY in 2022 revealed that a staggering 85% of employees feel disconnected at work, leading to negative consequences such as decreased engagement and productivity. In fact, the cost of employee disengagement amounts to a staggering $406 billion in the United States alone.

Source: Image by Leaderonomics

In light of this critical issue, Ms. Delphine Ang proposed a framework to help leaders navigate the challenges of leading in a disconnected world. This framework emphasises the importance of leading with heart and cultivating authentic connections with employees. By following these principles, leaders can transform their organisations into thriving, interconnected communities.

1. Be Vulnerable: To build genuine connections, leaders must be willing to share their own stories and vulnerabilities. By doing so, they can create an atmosphere of trust, belonging, and empathy. When leaders openly share their personal experiences, employees no longer perceive them as distant authorities but as individuals with real-life struggles, balancing various roles and responsibilities.

2. Be Authentic: Emotions play a significant role in our lives, including the workplace. Leaders are encouraged to embrace and acknowledge their emotions rather than suppressing or categorising them as good or bad. The “F.R.I.E.N.D.S” framework provides a simple process for dealing with emotions effectively:

• F - Find out the emotion you are experiencing by labelling it;

• R - Recognise and acknowledge the specific emotion that is ‘showing up’ or present;

• I - Invite the feeling and allow yourself to experience it fully;

• E - Explain and have a conversation with the feeling, understanding its message and gift or purpose;

• N - Determine what needs have been met and take appropriate action if not;

• D - Depart from the feeling, recognising that emotions are transient. Discover the message or the gift it has brought. Embrace curiosity instead of anxiety; and

• S - Start taking actions using the message and gift received.

3. Be Humble: Leaders are encouraged to ask for help and support when needed. By establishing reciprocity circles within their teams, leaders can create an energised work environment that engages everyone. Recognising that collaboration and mutual support are essential, leaders can foster a sense of unity and shared purpose.

4. Be Curious: Leaders demonstrate their interest in their employees by asking thoughtful questions. By being genuinely curious about their team members’ experiences, ideas, and aspirations, leaders show that they value their input and perspectives. This approach encourages open communication, learning, and growth within the organisation.

The Importance of Emotional Culture

For far too long, emotions have been seen as separate from the workplace. However, studies have shown that 65% of workers believe that displaying more emotions at work has increased their productivity. It is imperative to conduct an emotional audit in the workplace and intentionally shape the emotional culture we want to cultivate.

Our mirror neurons allow us to mimic the emotions and actions of those around us, making it crucial for leaders to consider the emotions they project onto their teams. Leaders serve as the corporate thermostat, setting the tone for the organisation. To foster a culture of love and trust, leaders must be mindful of their emotional influence and project the emotions they wish to see reflected in their employees.

Delphine Ang speaking at the Summit

In a world where genuine connections are often overshadowed by superficial interactions, leaders have a unique opportunity to make a difference. By adopting the principles of vulnerability, authenticity, humility, and curiosity, leaders can build heart-toheart connections that positively impact employee engagement, well-being, and productivity.

REIMAGINE LEADERSHIP FOR BREAKTHROUGH SUCCESS

The journey of a leader can be likened to an exhilarating roller coaster ride, complete with its ups and downs, unexpected twists, and challenging turns. This analogy holds particularly true when considering the last few years, which have presented leaders with unprecedented challenges and uncertainties. In light of these circumstances, it is imperative to reimagine and redefine the concept of leadership. How will leadership be different in this new era? How can we leverage the VUCA (Volatility, Uncertainty, Complexity, Ambiguity) framework to foster vision, understanding, clarity, and cultivate agility? Addressing these questions, Mr. Jonathan Low, introduced a comprehensive framework known as G.R.I.T. This framework comprises four essential elements: G (growth mindset), R (resilience), I (influence), and T (tenacity). Together, these attributes serve as a guiding compass to successfully navigate through the uncharted territory of changed times.

Growth Mindset

To be successful in leadership, embracing change and challenges is vital. The concept of a growth mindset, popularised by Carol Dweck, emphasises five essential elements. It encourages leaders to persist, view effort as a path to mastery, learn from criticism, and find inspiration in others’ success. Jonathan, shared his own journey on becoming a professional speaker, highlighting the importance of courage, personal growth, and investing in oneself.

Resilience

Emotional intelligence, identified as a top 10 skill for the future of work by the World Economic Forum, plays a crucial role in leadership. The equation “Event + Response = Outcome” underscores the significance of our responses to life’s events. Developing resilience involves understanding personal patterns, navigating emotions, and adapting to changing circumstances. Resilient leaders create opportunities even in the face of adversity.

“If you are resilient you will have the right opportunities.

Influence

Influence is built upon trust and respect. To earn these, leaders must exemplify the 4Cs:

• be competent,

• commit to what you have to do,

• be consist,

• have the ability to care.

Building trust requires establishing credibility, reliability, and forging meaningful connections.

Credibility + Reliability + Connection Trust = Self Focus

Today, authenticity, empathy, and adaptability are traits that teams seek in leaders, according to Gartner reports.

Jonathan Low speaking on frameworks on leadership today

Tenacity

Drawing inspiration from Kobe Bryant’s “mamba mentality,” leaders are encouraged to focus on the process of hard work rather than relying solely on talent. Putting in extra effort and trusting the work one has invested in is essential when it’s time to perform. Leaders must identify their driving forces, evaluate personal areas for improvement, and strive to elevate their lives to the next level.

Belief in oneself and the ability to power through transitionary times are critical. The need for leaders who can instill this belief in their teams becomes paramount. As we reimagine leadership, let us remember the importance of these core principles and strive to become authentic, empathetic, and adaptable leaders who can make a positive impact in the world.

AMPLIFY DIFFERENTIATION TO STAND OUT

Stan Phelps spoke about the power of embracing flaws and standing out from the crowd. Through three captivating stories, he emphasised the importance of recognising and capitalising on what makes a company or individual different. Stan explored the strategies employed by Buckley’s cough syrup, REI, and the art form of kintsugi.

Embracing Flaws: Buckley’s Cough Syrup

Most cough syrup companies strive to improve the taste of their products but Buckley’s embraced its uniquely horrible taste. Instead of attempting to correct it, the company doubled down on its flaw.

Buckley’s went as far as conducting taste test contests, comparing their cough syrup to unappealing items like sweaty gym socks, trash bag leakage, and unpleasant public restroom puddles. By owning their distinctive taste and acknowledging that “it tastes awful, but it works,” Buckley’s established a genuine connection with their customers. This authenticity resulted in a significant market share increase, skyrocketing from 2% to 11% in less than a year, showcasing a remarkable growth of 550%.

Withholding: REI’s Opt Outside Movement

Phelps then turned to REI, an outdoor-focused company that deviated from the traditional approach on Black Friday, the biggest day in retail. While other retailers offered fantastic deals and extended opening hours, REI took a bold stand against the consumer frenzy. They closed all 150 of their stores and even shut down their website for the entire day.

REI’s refusal to participate in the chaotic shopping experience resonated deeply with their employees and members. By prioritising outdoor activities and advocating for a healthier balance between work and nature, REI created the “opt outside” movement. Contrary to expectations, this unconventional strategy did not hinder their sales. On the contrary, the company experienced increased membership and sales, thanks to the viral publicity garnered by their unique stance.

Kintsugi: Embracing Imperfections

To underscore the power of embracing flaws, Phelps recounted the story of Ashikaga, a Japanese Shogun who cherished his tea bowl. When the bowl accidentally broke, Ashikaga sought craftsmen to repair it. Dissatisfied with the initial outcome that concealed the flaws with black glue and metal staples, he called upon the best artisans in the Osaka region.

The craftsmen, practicing the art form known as kintsugi, meticulously disassembled and cleaned the bowl before reconstructing it using lacquer and gold. The result was a tea bowl that surpassed its original perfection. By highlighting and accentuating the flaws, the craftsmen created a masterpiece that celebrated the uniqueness and history of the bowl.

Stan Phelps speaking on differentiating yourselves from the crowd

Embrace Uniqueness: Stand Out and Thrive

By sharing these unique anecdotes, Phelps urged the participants to embrace their flaws and unique qualities. He encouraged them to avoid blending in with the crowd and instead stand out by recognizing what sets them apart. By acknowledging and owning their individuality, both companies and individuals can cultivate stronger connections, attract attention, and drive success.

Hugh McLeod, a trusted friend of Phelps, provided valuable insight on this:

“Don’t try to stand out from the crowd; avoid crowds altogether.

This advice highlights the importance of carving one’s path and embracing what makes each person or organisation extraordinary. Your flaws have the potential to make you awesome. By paying attention to and illuminating these flaws, you can create something truly remarkable and extraordinary. Embrace your uniqueness, celebrate your differences, and watch as you thrive in a world that values authenticity and individuality.

EMBRACING BREAKTHROUGHS IN YOUR CAREER: REFLECTIONS ON RESILIENCE AND OUTWARD FOCUS

Datuk Nora A Manaf inspired the participants on the topic of career breakthroughs by drawing from her personal experiences and reflections. She emphasised the significance of resilience and an outward focus in navigating the ever-evolving professional landscape.

Resilience - The Key to Overcoming Challenges: Datuk Nora highlighted the importance of resilience which encompasses courage and determination, enabling individuals to withstand obstacles and rebound from setbacks. In the context of today’s uncharted waters, Datuk Nora urged the participants to recognise the need for resilience as they navigate the rapidly changing world. Reflecting on her own experiences,

she acknowledges that challenges she faced while growing up shaped her resilience, which ultimately became her greatest asset.

Embracing Uniqueness and Standing Out: Recalling her childhood and growing up in a mixed-race family, she learned early on about biases and societal norms. This, together with other experiences taught her the importance of being different. Her competitive nature drove her to be unique, which eventually caught the attention of managers and led to numerous career opportunities.

The Value of Taking Opportunities and Embracing Change: Datuk Nora further discussed her professional journey, emphasising that for most of her 14 jobs, she had no prior experience or relevant qualifications. One notable instance was when she was unexpectedly offered a position in human resources (HR) despite her background in accounting. Initially hesitant, she took the job and resolved not to disappoint the person who had opened the door for her. Datuk Nora’s story underscores the importance of embracing opportunities, even when they seem unfamiliar or outside one’s comfort zone.

Resilience and Mental Health: Addressing the topic of mental health, Datuk Nora acknowledged the toll that the current landscape has on individuals’ well-being. She highlighted the alarming statistics related to mental disorders and anxiety, urging her audience to prioritise resilience and find sources of energy. Recognising the impact of mental health on productivity, Nora emphasises the need to support and care for one another in this challenging world.

Datuk Nora Manaf sharing on breakthroughs in careers

Outward Focus and Collaboration: Datuk Nora highlighted the importance of an outward focus in one’s professional growth. She shared her transformation from being competitive and solely focused on winning to realising the value of collaboration and building relationships. Through an encounter with her mentor, Chris Labiche, Nora discovered the significance of relaxing and embracing an outward focus. This shift enabled her to appreciate the importance of teamwork and collective success.

CONCLUSION

The Malaysia Leadership Summit 2023 has truly been a transformative event, providing leaders with the tools and inspiration to lead with heart, navigate uncertainties, and embrace their individuality. By applying the insights and strategies shared at the Summit, leaders have the potential to create positive change in their organisations and make a lasting impact in the world.

The Evolving World and Environmental, Social, and Governance (ESG) Considerations: Datuk Nora underscores the significance of environmental, social, and governance (ESG) considerations in the rapidly changing world. She highlights the need to rebuild and emphasised that an outward focus and commitment to societal well-being are essential for personal breakthroughs. Nora mentions her own career shift from retrenchment to supporting diversity, inclusivity, and remote work. She stressed the importance of embracing the changing landscape and aligning personal and professional values with the greater good.

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.

Irfan is a creative individual, who believes that there is something new to learn everyday. His curiosity is piqued at various fields, and his value of continual learning leads him to make connections with those different fields and with different people too. He is interning with the editorial team at Leaderonomics while pursuing a degree in Psychology.

say cheese!

KIRAN TULJARAM

IRFAN RAZALI

What Custom Labels Can Do For Your Brand

BY BRYCE FISHER

TOP ADVANTAGES OF CUSTOM LABELS FOR YOUR BRAND

Custom labels are the easiest and simplest way of getting your products to a professional level. They help to build a unique brand identity just for you and create a memorable impression for customers every time they see or use your products.

95% of large corporations have a formal brand guideline visible throughout their products. If you want to build a successful and sustainable business, you need to be able to replicate this in all areas of your model, including labelling and packaging. The good news is that many high-quality label printing companies are ready and waiting to turn your creative ideas into tangible branding tools.

Source: Image by Milada Vigerova on Unsplash

CREATIVE FREEDOM

When you initially created your products, you made items that were uniquely yours. You had a vision you brought to life, hoping it would appeal to others in the same way it struck you. When creating custom labels and packaging for your brand, you extend this unique marker to the first thing a customer sees when looking at your products in stores.

It is the perfect way to create a long-lasting identity with your customers and portray a brand of high-quality and well-designed ideas and items. In addition, it gives you the complete freedom to develop and design a label that perfectly fits your vision. From the right colouring to font usage, additional imagery, product statements, and company information, you ultimately control what you put out into the world.

You will also have better control over the materials used when creating your labels, ensuring they are environmentally friendly or adequately equipped to withstand different application environments.

CREATES AN IDENTITY

Before diving deep into marketing strategies for your products and brands, giving yourself a business identity is essential, allowing the public to recognise your labels and make the correct associations with your brand.

If you are a new company or an existing one hoping to reinvent yourself, your packaging and labels are a good place to start. It is the first thing customers see and instantly becomes your company’s defining and recognisable aspect. Creating something eye-catching and visually appealing will have an enormous impact at first sight, setting you apart from the competition.

In today’s world, having an eco-friendly or environmentally conscious company plays a significant role in attracting new buyers and potential stakeholders or investors. You can use your labels to convey this message and align yourself with these values.

INCREASES BRAND VISIBILITY & MARKETING

Product branding is a vital factor in the growth of a company. Having the items you sell be easily recognisable builds trust between your company and the consumer, allowing it to stand out on the shelf and draw in new customers while continuing to appeal to existing ones. For example, with their signature white cursive writing on a red background, a company like Coca-Cola has built itself a brand that is easily identifiable by almost anyone.

With the creative freedom the custom labels give you, you can ensure that the right colours, packaging, and imagery are used to portray your brand’s message. Considering labels are critical to your brand identity, ensuring they convey the message you want to portray is imperative.

Source: Image by pmv chamara on Unsplash

ADDS VISUAL APPEAL TO PRODUCTS

To run a successful business, you need to make product quality a focal point of your business model. After all, good quality is what will bring customers back time and time again. While the product itself is the most important place for this quality to exist, it needs to extend to the smaller details, like labelling and packaging, to create a well-balanced aesthetic appeal.

Investing in branding and packaging is a costly expense but can yield significant rewards in the long run when done correctly. Customers look for quality when out shopping, and spending that extra money now to achieve that distinguishing factor can translate to more business and sales.

Furthermore, when people talk about your company to their friends and family, your quality feature may be the factor that helps generate more business and increase marketing success.

GUARANTEED PERFECTION

When you create labels that are specifically meant for your products, they are guaranteed to be exactly what you need in terms of the correct sizing, placement, imagery and colouring. Not only will this allow you to avoid any issue with incorrectly designed labels and poor label application, but it will help you reduce unnecessary waste and the additional costs that come with it.

This is especially useful for companies that produce items that largely vary in size, shape or materials, as they will likely need multiple different types of labels to suit each individual item.

CLEAR COMMUNICATION

Labels are essential for any product to convey necessary and important information to customers. For some products, there are specific regulations that must be followed in regard to what is included on these labels.

Working with an experienced label manufacturer and creating custom labels specific to your company will ensure you have the best quality to stand up to whatever it may encounter and remain legible throughout the life of the product.

BRYCE FISHER

Bryce Fisher is an accomplished Sustainable Business Writer with a passion for environmental stewardship and a deep understanding of sustainable business practices. With several years of experience in the field, Bryce has established himself as a leading authority in communicating the importance of sustainability and its impact on the business world.

Source: Image by J.luis Esquivel on Unsplash