Leader's Digest #84 (February 2024)

From the Editorial Desk

The passion for quality can be a driving force. When employees are passionate about the quality their work, they are more likely to come up with creative ideas, think outside the box, and take risks to find new solutions to problems. They are eager to learn, acquire new skills, and stay updated on industry trends, which can benefit both the individual and the organization. The outcome of this behaviour is often evident in the improvements in their work and drives them to invest in their own personal and professional development.

Researchers find that having the passion towards the quality of work can help employees weather challenges and setbacks. They are more likely to persevere in the face of difficulties and setbacks. They view challenges as opportunities to learn and grow, rather than as insurmountable obstacles.

This behaviour contributes to higher quality products and services, greater innovation, and a stronger brand reputation, all of which can give the organisation an edge.

One thing is sure, each one of us in the public service is responsible for it.

“Pleasure in the job puts perfection in the work.

– Aristotle

Source:

@pchvector

ARE YOU PICKING UP THE TRASH?

NAVIGATING COMPLEXITY, EMBRACING PERSPECTIVE, AND SETTING ETHICAL STANDARDS

inaccurately showing deficits. Instead of addressing the system’s defects, management charged hundreds of employees with fraud and embezzlement. Many were pushed to financial collapse, some were imprisoned, and at least four committed suicide.

The TV show is a four-part ITV drama series that chronicles the real-life scandal involving the British Post Office, where over 900 postal employees were wrongly prosecuted and convicted of theft and fraud due to an error with the company’s accounting software. The issue ran from 1999 to 2015.

It all started when the British Post Office rolled out Horizon, a new accounting software developed by Fujitsu. From the get-go, self-employed people running postal services (known as sub-postmasters and postmistresses) reported that the new system was

Despite increasing media attention, the organisation maintained that Horizon was dependable, yet it’s now known that they were aware of system defects as early as 2003. As this article in The Conversation outlined, “The bosses of a powerful institution simply didn’t believe and didn’t listen to its people”.

Many questions and issues surround this story, and if you want further detail it’s worth reading these two articles: BBC News and The Guardian.

There are multiple lenses through which to examine the systemic failures that led to this scandal, and a critical one is that of organisational leadership.

It can be easy for leaders to only see what they want to see or hear what they want to hear. Leaders can sidestep issues because it feels too hard. Leaders can apply one set of standards to themselves and another to those around them. They can fail to see how their experience of power has clouded how they think and act. They can stop listening or only listen to people they assess as important and relevant.

OPEN YOUR EYES

The writer Marcel Proust wrote, “The voyage of discovery is not in seeking new landscapes but in having new eyes.”

We think we are rational and objective. We’re not. We make decisions based on hunches, feelings, assumptions and gut reactions, which are formed from our past experiences. Research shows our brain discards information that doesn’t fit with its worldview. It takes shortcuts when making decisions and can be easily influenced.

Leaders need to go beyond what’s obvious and easy to make wise decisions. They need to be willing to challenge the assumptions and expectations underpinning the lens they use to view the situation.

As Harvard Business School researcher Tsedal Neeley said in the podcast interview with Brené Brown and Paul Leonardi, we “…lead in a pluralistic world where our perspective, our vantage point could be extremely limited and very different from those whom we are interacting with…”. She wisely advises that leaders need to understand perspective if they are to effectively serve, influence and get people to follow them.

BE WILLING TO CHANGE THE CHANNEL

Being open to different ideas and hearing opinions you disagree with is challenging.

I can be quick to judge and to see the world through the prism of ‘It’s this way’, rather than the myriad of colours and shades of grey in which we live and work. It is something I have to work on all the time.

It can help to have a trusted colleague or partner to discuss things with. This needs to be someone who will challenge your perspective on the issue and encourage you to see things differently.

As well, meditation will help. Meditating teaches you to slow your mind down, so you are better at ‘responding’, rather than ‘reacting’.

When you find yourself in a situation where you want to quickly shut down an idea or perspective, ask yourself two questions:

1. Am I shutting down the person or the idea?

2. If this idea was presented by someone else, would I hear the message differently?

When you take those steps, you will more easily discover when it’s time to change the channel and hear a different perspective and idea.

DO THE HARD WORK

Leaders need to tackle the issues that are hard and messy. It’s too easy to outsource it to consultants, delegate it to a team member or worse, hope it will disappear.

Qantas recently received much criticism for calling in the consulting firm McKinsey to review its operations and on-time performance. The engagement was reported in the AFR and copped a lot of flak on LinkedIn.

Why? Because it appeared that management was calling in an external organisation to do work that is part of their core business.

Good leaders roll their sleeves up. They do the hard work. They are not averse to getting in the trenches and really understanding what’s going on; something that is very hard to do if you encase yourself in your office (as I’ve written about before in my article, Are you Leading From the Front?).

You have to be visible and spend time – quality time – with your team and with people at all levels of the organisational hierarchy.

APPLY THE SAME STANDARD

I’ve seen people in organisations who considered themselves ethical and having high integrity do things that others would easily view as unethical. Often, the unravelling of a person’s integrity takes place little by little. For example, a small cheat on a work expense claim, that goes unnoticed, gets more significant over time.

In one organisation I worked in, despite the expense policy clearly showing that gifts for staff were not permitted, the senior leaders regularly bought Christmas gifts for staff on the corporate card. My peers saw nothing wrong with their behaviour because it was accepted practice. I paid for my team’s gifts at my own expense for two reasons. Firstly, I couldn’t say the gift was from me if I hadn’t paid for it. Secondly, and this for me was the crux, while this behaviour was accepted at senior levels, if I had been at a lower level, I would have been sacked for misuse of company funds.

To not hold yourself to the same standard you expect of your team or those in support roles is hypocritical.

And yet, it happens all the time. Consider the language we use when we position issues. For example, author Simon Sinek explained in a podcast, that when leaders do less work, “it’s balance”; however, when workers do less work, it’s couched as “disengagement”.

If you want to be a fair leader, and an honourable leader, the same rules must apply.

PICK UP THE TRASH

Ryan Holiday, one of my favourite writers and Stoic advocate, writes about how it is easy to complain about things, yet what’s better is to play your part in shifting the issue. The example he shares is about the rubbish he would see on the beach when walking.

He wrote: “But then one morning on my walk with my kids, a thought hit me that was both freeing and indicting. How many times do I have to walk past this litter, I thought, before I am complicit in its existence. Even if I moved to a place where this didn’t happen, I thought, it would still be happening here. Marcus Aurelius was right when he said that you can also commit injustice by doing nothing.”

This concept applies to leadership. What are you stepping over that needs to be addressed? Are you living your values at work? I mean, are you really living your values, or are you saying something matters to you but either doing the opposite or nothing about it?

So the last question to consider – What trash do you need to pick up today so you can set the standard at work?

This was first published on 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’.

5 Leadership Lessons from My Mum

BY DR. AVNESH RATNANESAN

LEADERSHIP GEMS FROM A MUM

As some of my network here knew her, my dear mother passed away in the final hour of 2023, following a terminal stage of illness. She went out with a bang of the new year’s eve fireworks, as is her style and sense of humour. All three of her sons, as well as her beloved grandchildren, were close to her on her last day.

While I have no words to describe how much she will be missed, as a tribute, I wish to honour her life by sharing precious lessons that she taught me through informal tutelage and observation in my half century of growth to shape me into the human being and leader I am today. I hope her wisdom can be of use to you as I return to my mission of developing great leaders in 2024.

3 1

Learn to communicate indiscriminately with everyone

My mother could speak engagingly with anyone. Whether it was the security guard at the grocery store, the vendors in the market stalls, the tailor, her grandchildren, or VIPs at a global medical conference, she could engage with them all with equal importance and without discriminating against their status in society.

Amma would make the time to value and acknowledge people, relating to and connecting to them in an easy and authentic manner, often jokingly. Sometimes it was just a word, a nod, or a look, but everyone felt they were seen by an important person, even if she was dressed in her shabbiest clothes for the morning market. The most inspiring leaders seem to have this ability to connect with and touch others, even with the smallest of gestures.

2

Live your priorities right and commit to them long-term

My mother was clear on her priorities and focused her time around them unashamedly. She made a brave move and took early retirement to focus on supporting her three sons and grandchildren as best as she could, mentally, emotionally, physically, and spiritually. For the last thirty years of her life, this was her complete focus; my brothers and I would agree that she did an extremely good job of raising us all.

Very few people dedicate themselves to one primary goal these days. We are so easily distracted by the less important, that is newsfeeds, app notifications, social media, gossip, and more. Yet even the biggest corporate leaders, like Bill Gates & Warren Buffet, swear by that fact and claim that their greatest successes came as a result of their incredible ability to focus on one thing and do it well.

Smile more at strangers, even when you don’t feel like it

On many of my evening routines, I would go for long walks to process the day that had just passed. I would muster over the problems at work and mull over ideas on how to solve them while processing my own emotions. I walk seriously and purposefully for miles, until one day my mother said I looked too serious and that people in my local area (both in Sydney and Kuala Lumpur) would likely feel intimidated by the speed and determination of my pace.

She suggested I smile more, even at random people, everywhere.

I soon did, with practice, despite having my most troubling days toward the end of her life. Some people smiled back. When they did, I felt part of a bigger community, which, in some ways, minimised the scale of my daily problems. I soon became more connected to my local community as people smiled back regularly, which brought a different perspective and clarity to what’s really important. You realise that the world strangely goes on with you, which in turn made my work life more at ease.

4

Deep Compassion sometimes requires Fierce Protection

My mum was a very kind, caring, and compassionate person who would go to great lengths to ensure we had everything we needed. Every meal at home was nourishing and to our preference, but she also nourished our souls by reminding us to sleep and rest often and that we had joy in our lives. With my intense work schedule and goals, she was often the backbone of my efficiency, delegating many daily life matters to her skillful diligence.

She planned for fun; she ensured her grandchildren had many games, entertainment, and activities that would fill them with joy. This went on consistently on weekends for years and was her purpose.

But my mother was also fiercely protective of her time with the people under her care, to a great degree. Much like a lioness protecting her cubs, my mother’s leadership also involved taking on a fight if she felt it was the right thing to do and making no apologies about it.

I learned that in order to lead & seek fairness, sometimes you need to stand up for what you believe is the right thing and have some ferocity about it. Over the years, I’ve learned to do fierce passion without anger as much as possible; this one is a work in progress ;-)

5

Leading with Love is leading for life (and work)

My mother was the most loved person I have known on the planet.

She was everyone’s favourite mother, sister, aunt, friend, and so much more. Hundreds of people came to her funeral, even though she held no formal title or authority for three decades. They cared about her because she cared for them and showed love in its many forms.

Several of her work colleagues from thirty to fourty years prior, in her career as a dentist, came to her funeral. I can’t imagine a colleague from that far back ever remembering me or even coming to mine. They still remember how much joy she brought to them at work, in the dental clinic, or teaching dental hygiene in schools or rural areas. She was just such a joy to be around. How great to have colleagues like that, to keep you engaged at work!

Love was the core value in which she touched so many lives so deeply in her 76 years on this earth. I wonder how many corporate leaders would benefit from leading with such an attitude.

Heaven has welcomed a new angel; may you have received a lesson or two from her grace.

What lesson in leadership did you learn from your parents?

This was first published on Dr. Avnesh Ratnanesan’s LinkedIn

DR. AVNESH RATNANESAN

Dr. Avi Ratnanesan is a leadership coach, speaker, and trainer to CEOs, entrepreneurs, leaders and managers, elevating leadership skills, business growth, and personal performance for breakthrough success. He also helps leadership teams execute strategy plans, tech roadmaps and motivates teams for higher engagement. Specialist areas include Leadership Development, Customer & Patient Experience Management and Resilience. Dr Avi is the Founder and CEO of Energesse, and author of “PEOPLE STRATEGY & WORKFORCE OPTIMIZATION” endorsed by thought leaders like Deepak Chopra ‘TIME magazine Top 100 icon’ and Dave Ulrich ‘Father of Modern HR’.

Source:

Photo by Anna Shvets on Pexels

The Kaleidoscope of Leadership

BY RABI’AH MUTALIP

LEADERSHIP ISN’T JUST ABOUT BEING AT THE TOP – IT’S ABOUT BRINGING OUT THE BEST IN OTHERS AND LIGHTING THE WAY FORWARD.

The concept of “coloured brain” refers to a metaphorical framework for understanding individual differences in thinking, communication, and behaviour. Developed by Arthur F. Carmazzi categorises individuals into four primary brain colours: red, blue, green, and yellow. Each colour represents distinct cognitive preferences and personality traits:

Red-brained individuals are typically driven by power, action, and results. They are decisive, assertive, and thrive in competitive environments. Red-brained leaders excel in making quick decisions, taking risks, and driving projects to completion.

Blue-brained individuals prioritise relationships, empathy, and harmony. They are collaborative, empathetic, and value-driven. Blue-brained leaders excel in building strong teams, fostering open communication, and creating supportive work environments.

Green-brained individuals are analytical, detailoriented, and logical. They excel in problemsolving, critical thinking, and data analysis. Greenbrained leaders are adept at strategising, planning, and implementing systematic approaches to complex challenges.

Yellow-brained individuals are creative, spontaneous, and imaginative. They thrive on innovation, experimentation, and thinking outside the box. Yellow-brained leaders inspire creativity, embrace change, and encourage innovative solutions.

The coloured brain framework acknowledges that while individuals may exhibit traits from multiple colours, they often have a dominant brain colour that influences their leadership style, communication preferences, and decision-making processes.

Understanding the coloured brain concept can enhance leadership effectiveness by:

• Improving Communication: Recognising and respecting the diverse communication styles of team members based on their coloured brain preferences can foster clearer communication and minimise misunderstandings.

• Enhancing Team Dynamics: By assembling teams with a diverse mix of coloured brains, leaders can leverage the strengths of each brain colour to promote collaboration, creativity, and problemsolving.

• Tailoring Leadership Approaches: Leaders can adapt their leadership styles to accommodate the preferences and strengths of individuals with different coloured brains, thereby maximising team performance and engagement.

Incorporating the coloured brain framework into leadership development programs and organisational culture can foster a more inclusive and effective leadership culture where individuals are valued for their unique strengths and contributions, regardless of their brain colour.

In the dynamic world of leadership, understanding the intricacies of human cognition isn’t just a bonus – it’s a game-changer. Imagine a world where your team communicates seamlessly, your decisions are spoton, and your projects flow with effortless efficiency. That’s the promise of coloured brain leadership – a vibrant tapestry of personalities, perspectives, and possibilities.

So, what exactly is this coloured brain phenomenon, and why should you care? Well, let me take you on a journey through the kaleidoscope of leadership, where reds, blues, greens, and yellows shine bright like stars in the night sky.

Picture this: you’re in a high-stakes boardroom meeting, grappling with tough decisions and tight deadlines. Enter the red brain leader – bold, decisive, and driven by a hunger for success. They cut through the noise with razor-sharp clarity, rallying the team with their infectious energy and unwavering determination. Think of Malala Yousafzai, fearlessly advocating for education and women’s rights in the face of adversity, leading with the courage of a modern-day warrior.

But leadership isn’t just about calling the shots; it’s about building relationships, fostering empathy, and inspiring greatness in others. Enter the blue brain leader – the heart and soul of the team, who leads not with authority, but with authenticity. They’re the ones who remember birthdays, lend a listening ear, and make everyone feel valued and heard. Think of Nelson Mandela, whose unwavering commitment to reconciliation and forgiveness transformed a nation and inspired the world with his compassion and resilience.

Source: Image by Gordon Johnson from Pixabay

Now, let’s shift gears and dive into the world of green brain leadership – where logic reigns supreme, and problem-solving is an art form. These analytical minds thrive on data, details, and systematic thinking, dissecting complex problems with the precision of a surgeon’s scalpel. Think of Marie Curie, whose groundbreaking discoveries in radioactivity paved the way for modern science, leading with a meticulous dedication to research and innovation.

But let’s not forget the yellow brain leaders – the creative visionaries who dare to dream big and think outside the box. They’re the ones who see opportunities where others see obstacles, infusing every project with a sense of wonder and possibility. Think of Leonardo da Vinci, whose insatiable curiosity and boundless imagination revolutionised art, science, and engineering, leading with a spirit of exploration and innovation.

Now, you might be wondering:

“What does all this mean for me and my team?

Well, dear reader, it means everything. By understanding the coloured brain framework, you can unlock the full potential of your team, harnessing the unique strengths and perspectives of each individual to drive innovation, collaboration, and success

So, the next time you find yourself facing a leadership challenge, remember the spectrum of possibilities that lies within you and your team. Embrace the reds, blues, greens, and yellows, and watch as your organisation blossoms into a symphony of success.

In the end, leadership isn’t just about being at the top – it’s about bringing out the best in others and lighting the way forward. And with coloured brain leadership as your guiding star, the possibilities are truly endless.

RABI’AH MUTALIP

Rabi’ah Mutalip is an extroverted-introverted bookworm trying to find her place in this world. She loves basking in the commentaries and think-pieces. Her witty touch of sarcasm and puns are her forte.

Source: Image by Mohamed Hassan from Pixabay

Embracing the Brain Update “

BY KIRAN TULJARAM

Thriving in an AI-Dominated World

As artificial intelligence (AI) continues to infiltrate nearly every corner of our lives, many are left pondering the future. Will machines inevitably surpass humans?

“Are we about to be burnt by AI?

– Dr. Justin Cohen

Recently, I had the opportunity to discuss this very topic with Dr. Justin Cohen, author and futurist, when he visited our office to promote his thought-provoking book, What the Future – 7 Updates to Thriving in an AI World.

Dr. Cohen’s exploration of this topic stemmed from a very personal experience. As an author, coach, consultant, and speaker, he faced a moment of existential threat. With the rise of AI tools like ChatGPT, he began to question his own value and place in society. Seeking guidance, he even asked ChatGPT, “How can I maintain my self-worth?” The response will blow you away, “You are more than the tasks you perform,” This response sparked a profound realisation: this is the fundamental difference between humans and AI. While AI excels as a tool, humans possess a depth of consciousness that transcends mere task completion.

Source: Image by KATRIN BOLOVTSOVA on Pexels

Understanding the Human Advantage

“

New technology does not replace humans as much as it replaces humans who don’t use new technology

– Dr. Justin Cohen

So how can we capitalise on these challenges, and leverage on new opportunities like AI?

Cohen’s central argument is that humans don’t simply need to adapt to an AI-dominated world, they need to fundamentally upgrade their brains to thrive. This software update or “brain update” is not about merging with machines, but about fostering a set of core skills and attitudes to help us navigate the turbulent waters of the AI revolution.

Before outlining his ‘updates’, Cohen dissects the very nature of what makes us human. The ability to innovate, feel empathy, understand nuance, and exhibit consciousness are just a few of the characteristics that set us apart from even the most advanced AI systems. While AI excels at tasks that are structured and datadriven, humans retain a distinct advantage in creativity, emotional intelligence, and abstract reasoning.

But for humans to retain their edge, they cannot afford to become complacent. Cohen stresses the concept of a ‘growth mindset’—the embrace of lifelong learning.

In a world where knowledge is rapidly evolving, humans must become continuous learners, embracing discomfort and venturing beyond their intellectual comfort zones. Neuroscience backs this up; our brains remain plastic, constantly forming new neural connections, and challenges promote this growth.

7 Essential Updates

Cohen introduces seven critical updates centered around taking personal responsibility, fostering positive mindsets, and optimising mind and body alike:

Agility. Leading change means becoming a continuous learner who actively seeks out new knowledge and skills while embracing discomfort as a catalyst for personal growth.

“

When it comes to agility, there’s another bug in our operating system: our resistance to discomfort

- Dr. Justin Cohen

Cohen inspires readers to embrace challenges and step outside their comfort zones, whether it’s by learning a new skill, striking up conversations with strangers, or even pushing themselves physically with a marathon.

Personal Responsibility. We can’t always control external events, but we can control our response. This includes carefully curating our digital environments and consciously choosing information sources rather than passively scrolling through algorithm-fed content. Round the clock connectivity can turn us into slaves of our phones.

“

Let’s just make sure we’re in control, not the apps

- Dr. Justin Cohen

Positivity. Positivity doesn’t mean expecting to get the best of everything. Whilst Cohen has been teaching the virtues of positivity, science shows that our brains are wired for negativity, that is, our brain is prone to more negativity that to positivity. Why are we faster to single out a frowning face than a smiling crowd? Have you noticed that? Dr. Cohen urges us to overcome this bias by practicing gratitude, to appreciate what we have to seek out the positive aspects of challenging situations.

“The brain needs an update. We need to actively cultivate more positivity, particularly in an age of exponential change when so much is uncertain

- Dr. Justin Cohen

4.0 Update

Physiology. In our rapidly changing world, managing stress takes center stage. While some stress is essential for focus, creativity, and action, unchecked stress can quickly spiral into debilitating anxiety. Understanding that stress fuels performance only up to a point is crucial; beyond that threshold, our abilities and well-being begin to suffer. Managing stress through breathing techniques, exercise, and reframing events as exciting rather than threatening is vital for mental clarity.

5.0 Update

Purpose. Discovering our ‘why’ provides a guiding light when navigating challenges. Purposedriven individuals are shown to be more resilient and experience greater well-being.

Studies reveal a fascinating connection between stress and altruism: individuals who consistently help others demonstrate remarkable resilience, with no increased risk of stress-related health problems. So, the next time you feel overwhelmed, try reaching out to someone in need – it might just be the best antidote for your own stress.

“Hug someone. Help someone. Seek or give social support

- Dr. Justin Cohen

6.0 Update

People. Human connections are essential. Cohen stresses that even in a tech-saturated world, our most significant achievements and support systems arise from collaboration and community, like the wellknown saying in South Africa – ‘A person is a person because of other people’.

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The story of human progress is the story of connecting with and learning from one another

- Dr. Justin Cohen

7.0 Update

Performance. Knowledge without action is useless. Each step towards a better future requires turning new information into habits — effectively rewiring our brains for consistent action that drives our goals.

The Path to Thriving

Dr. Cohen’s book “What the Future - 7 Updates to Thriving in an AI World” offers a sobering, yet ultimately optimistic view of the future. AI poses both potential threats and incredible opportunities, and it’s up to humans to choose the direction they want to take. By understanding our unique strengths, taking charge of our mental and physical well-being, and embracing these new ‘brain updates’, we can not only survive but also truly thrive alongside the machines we have created. Are you ready to update your software to embrace the changes, or will you be left behind? Have you taken steps to prepare yourself for the future and the changes Dr. Cohen outlines above?

How you decide to live and thrive in this world depends on you!

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.

The Power of

Unconventional Leadership

BY RABI’AH MUTALIP

EMBRACING DIVERSITY AS A STRATEGIC ADVANTAGE AND CHAMPIONING INCLUSIVE LEADERSHIP PRACTICES!

In the garden of leadership, there often stands a thorn among the roses – the unconventional leader, a leader who disrupts the status quo, challenges norms, and embraces the beauty of diversity. This thorn among the roses is not a flaw to be overlooked but a unique asset that propels organisations towards innovation, resilience, and success. While traditional leadership models emphasise conformity and adherence to established norms, the thorn among the roses defies convention, standing out with its unique approach and remarkable effectiveness.

So, who is this thorn among the roses in the realm of leadership? They are the outliers, the mavericks, the ones who dare to question, challenge, and pioneer. They may not always conform to traditional leadership archetypes, but therein lies their strength—the ability to see beyond the ordinary and envision the extraordinary.

See their noteworthy traits below:

Embracing Individuality

Unorthodox Thinking: Instead of following the herd, the thorn among the roses dares to think outside the box. Jack Ma, the founder of Alibaba Group, exemplifies this trait by challenging conventional retail models and pioneering e-commerce in China, transforming the country’s economic landscape.

Risk-taking: They embrace calculated risks, understanding that innovation often requires stepping into the unknown. Sara Blakely, founder of Spanx, took a risk by introducing a new product category to the market, revolutionising the fashion industry and empowering women worldwide.

Source: Photo by SIA Art on pexels.com

Source: Image by Freepik

Authenticity and Vulnerability

Transparency: Rather than hiding behind a facade of perfection, they embrace authenticity. Reed Hastings, co-founder and CEO of Netflix, openly acknowledges the company’s past failures and learns from them, leading to continuous improvement and growth.

Empathy: They connect with others on a human level, fostering trust and loyalty. Patagonia’s CEO, Rose Marcario, prioritised environmental sustainability and social responsibility, demonstrating a genuine commitment to making a positive impact beyond profit margins.

Visionary Leadership

Big-picture Thinking: They possess a clear vision for the future, guiding their actions and decisions. Reed Hoffman, co-founder of LinkedIn, envisioned a world where professional networking would transcend geographical boundaries, revolutionising the way people connect and collaborate globally.

Adaptability: They navigate uncertainty with agility, adjusting their course when necessary without losing sight of their long-term goals. Mary Barra, CEO of General Motors, led the company through the transition to electric vehicles and autonomous technology, positioning it as a leader in the future of mobility.

So, how can organisations cultivate diverse leadership and harness its full potential? It begins with a commitment to inclusion at all levels of the organisation. From recruitment and hiring to talent development and succession planning, leaders must prioritise diversity as a strategic imperative, not merely a box to be checked.

Additionally, organisations must foster a culture of openness, respect, and collaboration, where diverse perspectives are not only welcomed but celebrated. By creating opportunities for meaningful dialogue, crosscultural exchange, and mentorship, organisations can unlock the collective genius of their teams and drive innovation forward.

In conclusion, the thorn among the roses symbolises the power of diversity in leadership—a power that transcends boundaries, challenges norms, and transforms organisations from within. By embracing diversity as a strategic advantage and championing inclusive leadership practices, businesses can unlock new opportunities, drive sustainable growth, and shape a brighter future for all.

RABI’AH MUTALIP

Rabi’ah Mutalip is an extroverted-introverted bookworm trying to find her place in this world. She loves basking in the commentaries and think-pieces. Her witty touch of sarcasm and puns are her forte.

Rediscovering Life’s Joy through the Schulzian Philosophy

BY RABI’AH MUTALIP

Source: Image by Juan from Pixabay

MISSION: FIND THE KEY TO UNLOCKING LIFE’S GREATEST MYSTERIES AND REDISCOVERING THE MAGIC THAT LIES WITHIN.

In a world often tangled in the complexities of existence, Charles Schulz, the creative genius behind Peanuts, beckons us to rediscover life’s simplest yet most profound pleasures. His philosophy, woven intricately into the fabric of his comic strip, resonates with a raw authenticity that touches the depths of our souls, urging us to embrace the beauty in the mundane and the magic in the ordinary. As we welcome the new year, let’s embark on a journey through Schulz’s world and unravel the compelling lessons that have the power to transform our lives and rediscover life’s joy.

Embrace Your Quirks:

In a society obsessed with conformity, Schulz’s characters dance to the beat of their own drum. He reminds us that it’s our idiosyncrasies that add colour to the canvas of life, making us uniquely beautiful in our imperfections.

Think about your friend Sarah, who’s always been a bit unconventional in her style and interests. While others may have raised eyebrows at her eclectic taste in music or penchant for vintage clothing, Sarah remains unapologetically herself. It’s precisely these quirks that make her so captivating and endearing. Just like Susan Boyle, who defied stereotypes and wowed the world with her talent, Sarah teaches us to embrace our uniqueness and celebrate the things that make us stand out.

Find Humor in Adversity:

Amidst the storm clouds of life’s trials and tribulations, Schulz’s characters stand as beacons of resilience, armed with a potent weapon – humour. Charlie Brown’s unwavering ability to laugh in the face of adversity serves as a poignant reminder that even in our darkest moments, laughter has the power to illuminate the path forward.

Remember that time when you accidentally spilt coffee all over yourself right before an important meeting? Instead of letting embarrassment consume you, you laughed it off and turned it into a funny anecdote. Your ability to find humour in life’s mishaps, much like Charlie Brown’s resilience, is a testament to your strength and optimism. Just as John Oliver uses humour to tackle serious issues, you use laughter as a coping mechanism, reminding yourself that even in tough times, there’s always something to smile about.

Cherish Friendship:

At the heart of Peanuts lies a tapestry of friendships, woven together with threads of loyalty, understanding, and unwavering support. Schulz reminds us that true friendship is not merely a fleeting acquaintance but a cherished bond that withstands the test of time. Like Charlie Brown and his gang, we are called to cultivate relationships that nurture our souls, bringing laughter, comfort, and companionship into our lives.

Think back to your childhood friend Alex, who’s been by your side through thick and thin. From late-night chats to spontaneous adventures, your bond with Alex has stood the test of time. Like Matt Damon and Ben Affleck, you and Alex have weathered life’s ups and downs together, supporting each other through every twist and turn. Your friendship is a cherished treasure, a constant source of laughter, comfort, and companionship.

Source: Image by eommina from Pixabay

Appreciate the Little Things:

In a world consumed by the pursuit of grandeur, Schulz’s philosophy beckons us to pause, breathe, and revel in the beauty of life’s simplest treasures.

Take a moment to reflect on the simple pleasures that bring you joy—a warm hug from a loved one, the smell of freshly baked cookies, or the sound of rain tapping against the window. Just as Thich Nhat Hanh encourages mindfulness and appreciation for life’s small moments, you find solace and contentment in the beauty of everyday experiences. By slowing down and savouring these simple pleasures, you cultivate a sense of gratitude and inner peace.

Be True to Yourself:

Schulz’s characters, with all their flaws and foibles, stand as testaments to the power of authenticity. Through Charlie Brown’s vulnerability and Linus’s unwavering faith, Schulz implores us to embrace our true selves, unapologetically and unabashedly.

Consider the story of your colleague Michael, who never shies away from speaking his mind and standing up for what he believes in. Despite facing criticism and resistance, Michael remains steadfast in his authenticity, unapologetically embracing his values and principles. Like Malala Yousafzai, who fearlessly advocates for girls’ education, Michael’s unwavering courage inspires you to stay true to yourself and live with integrity, even in the face of adversity.

In conclusion,

Charles Schulz’s philosophy is not merely a collection of words on a page but a call to action, a summons to rediscover the beauty, joy, and wonder that lie dormant within us all. Through his timeless wisdom, Schulz invites us to embark on a journey of self-discovery, to dance in the rain, to laugh in the face of adversity, and to cherish the bonds that unite us. So let us heed his call, for in the embrace of Schulz’s philosophy, we may just find the key to unlocking life’s greatest mysteries and rediscovering the magic that lies within.

RABI’AH MUTALIP

Rabi’ah Mutalip is an extroverted-introverted bookworm trying to find her place in this world. She loves basking in the commentaries and think-pieces. Her witty touch of sarcasm and puns are her forte.

Source: Image by Juan from Pixabay

THE MOST COMMON MISTAKES IN GOAL-SETTING AND GOAL-PURSUIT

BY GREGG VANOUREK

Navigating the Minefield of Goal-Setting and Pursuit: Understanding Missteps and Finding Success

Though researchers have examined goals and goalsetting for more than a century, the practice of setting and pursuing goals is still widely misunderstood and often badly misapplied.

There are dangers of not getting it right. When we don’t set and pursue goals properly, we can experience frustration, stress, burnout, and disillusionment.*

In this article, we’ll first address the most common mistakes in goal-setting and then turn to the most common mistakes in goal-pursuit.

The 7 Most Common Mistakes in Goal-Setting

There’s no shortage of advice and opinions on setting goals. Unfortunately, much of the advice gets some things wrong or falls short on at least a few key factors.

Given how little training we’re given in goal-setting (if any), perhaps it should be unsurprising that there are many things we’re missing. Here are seven common mistakes:

Not identifying and focusing on the most important goal.

Getting overwhelmed with too many goals.

When we have too many goals, it risks diluting our efforts. (More on this in my next article on the best practices in goal-setting.)

Adopting other people’s goals.

We’re social creatures prone to extensive influence from others, but taking on the goals we think we should have or ones that others will admire can take us away from our own aspirations and aims. This mistake often results from the trap of caring too much about what others think.

…to let another man define your own goals is to give up one of the most meaningful aspects of life— the definitive act of will which makes a man an individual.

-Hunter S. Thompson, letter to his friend Hume Logan

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Setting goals out of ego.

We may set goals from a place of wanting or needing to attain status or prestige from others if we achieve certain things they value. (This can lead us down the trap of excessive materialism, which can be a drain on our ultimate happiness because of “hedonic adaptation”—our tendency to return quickly to our baseline level of happiness even after experiencing major changes or events.)

Setting goals only in one area.

Many people leap right into goals about a promotion or target weight but overlook the importance of setting goals for their relationships, education, or community. Why not set goals in a few different key areas (perhaps choosing from these categories: quality of life, health, relationships, education, work, service, or finances), while also being careful not to have too many goals? Researchers have found that relationship goals tend to bring greater wellbeing than achievement goals.

Assuming that achieving our goals will make us happy.

Naturally, many positive emotions tend to accompany goal attainment, from satisfaction or relief to excitement or elation. But the effect is often more short-lived than we imagine. Most goal attainment only changes things temporarily, and we humans have a tendency to adapt quickly to the new normal (again, “hedonic adaptation”). There’s more to life than achieving goals.

It’s often the pursuit of the goal that really engages our motivation (writer Chris Guillebeau calls it the “happiness of pursuit”). Many people struggle with the doldrums or low motivation after achieving a big goal because their animating focus has suddenly disappeared. Also, lasting happiness is much more about close personal relationships, purpose, and contribution than it is about goal attainment or material status.

Thinking too much about the end result we’re after and not enough about whether we’re willing to endure the pain and sacrifice to achieve our goals.

Dreaming of marvellous scenarios of goal attainment is the easy part, but only a small fraction of the process. The real question is what we’re willing to do and give up to make our goals a reality.

The major reason for setting a goal is for what it makes you do to accomplish it. This will always be a far greater value than what you get.

-Jim Rohn, entrepreneur and author

Focusing too much on the goal and not enough on developing the habits, systems, and practices needed to achieve the goal and measure our progress along the way. We can dream or visualise all we want, but in the end we need to roll up our sleeves and get cracking with the sometimes boring but always important grind of goal-pursuit.

The 6 Most Common Mistakes in Goal-Pursuit

What do many people get wrong when it comes to pursuing their goals? A lot. Here are six common mistakes:

Lowering goals if we fail to achieve them.

It may be tempting to lower the bar after hitting the first hurdle, instead of redoubling our efforts. Ratcheting goals down should not be the kneejerk response to roadblocks.

Letting our goals master us.

Sometimes all the time and energy we pour into accomplishing something devolves into an unhealthy fixation. When that happens, we can lose perspective, rationalise poor choices, and detach from our core values. Letting this happen can result in health and relationship problems or ethical failures and regrets.

Investing too much of our identity and selfworth in whether we achieve our goals.

There’s nothing wrong with being committed to our goals. Far from it. But if we judge our identity and worth by whether we always achieve our goals, we’re essentially placing our happiness in unreliable hands because we can’t control all the variables.

Sometimes we get ill, or face a family crisis or unexpected work challenge, or the market turns, or a recession or pandemic hits. At the end of the day, are we only goal-striving machines, or are we worthy of love and respect regardless of the fickle ups and downs of fate? (See my article, “Is Your Identity Too Wrapped Up in Your Work?”) In her book, The How of Happiness, researcher Sonja Lyubomirsky notes that “happiness will come from pursuing goals, and not necessarily from achieving them.”

We are not devastated by failing to obtain a goal. We’re only devastated when our sense of self-esteem and self-worth are dependent upon achievement of that goal.

-William James, American philosopher and psychologist

Undermining our intrinsic motivation.

When we try to supercharge our motivation by seeking extrinsic rewards (like praise, awards, or fame), it can sap our interest and enthusiasm, according to researchers, by turning what we previously viewed as play into work.

Not updating our goals as we learn more about ourselves and as we grow and develop through life’s chapters.

With each chapter of our lives comes new experiences and hard-earned wisdom. And our priorities are likely to change as we go through the seasons of life. Young people, according to the research, are more drawn to goals that involve experiencing novelty and gathering new information or knowledge. Meanwhile, older people tend to be more interested in emotionally meaningful goals and personal connections.

Losing steam in our goal-pursuit.

As humans, we often struggle with the future when it comes to our motivational hardwiring. When something is far off in time, and our immediate experience with things involves challenge and frustration, we tend to slack off—at least until the immediacy of a deadline or fear of failing can kick us into gear.

Reflection Questions

How are things going with your goal-setting and goal-pursuit?

Which of these mistakes, if any, have you made or are you making?

What will you do about it, starting today?

There are even some situations in which goal-setting can work against us. For example, researchers have discovered that in tasks that require complex thinking (e.g., when we’re solving problems, engaging in creative work, or learning), goal-setting can sometimes backfire. One main reason is that the goal itself can take up so much space in our attention and working memory that we have less cognitive firepower left to generate new ideas and think through new solutions. Essentially, the goal can become a distraction.

This article is republished courtesy of greggvanourek.com

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).

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GREGG VANOUREK