Graphic Designers Awang Ismail bin Awang Hambali Abdul Rani Haji Adenan
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GRACEFUL GRAVITAS: FINDING THE SWEET SPOT OF POISE AND POWER
06 IS YOUR LEADERSHIP ON AUTO-PILOT?
WHY DO WE HAVE EMPATHY BURNOUT AND HOW TO OVERCOME THEM? 08 ARE YOUR EMPLOYEES DESERVING OR ENTITLED?
ARE YOU FALLING INTO THE SIMPLEXITY TRAP?
BOOK REVIEW: MINDSET - CHANGING THE WAY YOU THINK TO FULFIL YOUR POTENTIAL
12 HOW TO UNLOCK THE POTENTIAL OF YOUR TEAM
LET US KNOW
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Leader’s Digest is a monthly publication by the Leadership Institute of Sarawak Civil Service, dedicated to advancing civil service leadership and to inspire our Sarawak Civil Service (SCS) leaders with contemporary leadership principles. It features a range of content contributed by our strategic partners and panel of advisors from renowned global institutions as well as established corporations that we are affiliated with. Occasionally, we have guest contributions from our pool of subject matter experts as well as from our own employees. The views expressed in the articles published are not necessarily those of Leadership Institute of Sarawak Civil Service Sdn. Bhd. (292980-T). No part of this publication may be reproduced in any form without the publisher’s permission in writing.
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Developing a CHANGE MINDSET
Most of us are creatures of habit. We like to stick to what we know, what’s comfortable, and what’s easy. It takes a lot of effort to change our ways, so we tend not to bother.
What if our current approaches are broken? What if they’re no longer serving us well, and the ecosystem needs us to change them to improve? That is where a change mindset comes in, and here is a summary of the advice from Ms Clara Conti, Presidio's CEO and AI Strategist.
1. Be open to new ideas
Developing a change mindset requires us to be open to new ideas. It means being willing to consider new perspectives and different ways of doing things.
2. Be willing to try
Part of being open to new ideas is being willing to experiment. If you’re not sure if something will work, give it a try and see what happens. That’s how we learn and grow.
3. Be patient
Change doesn’t happen overnight. It takes time to develop new habits and break old ones. Be patient with yourself because every step in the right direction is a success.
4. Believe in yourself
Making changes can be challenging, but it’s essential to believe in yourself and your ability to make those changes. Remember that you have the power to control your own life and make the choices that will lead to a better future.
If you want to develop a change mindset, start by being open to new ideas, willing to experiment, and patient with yourself. Believe in your ability to make positive changes, and you will be well on your way to becoming a learning-agile leader.
5. Become Learning-Agile
Agility, flexibility, and adaptability are three of the most important traits of any successful leader.
Developing a change mindset and adapting quickly is critical for making positive changes, and the ability to learn new things is essential for success in leading organizations through times of change and emerging stronger than before.
Graceful Gravitas: Finding the Sweet Spot of Poise and Power
Empowering Young Women to Balance Confidence and Authority in Every Presentation
In today’s competitive world, young women often face the challenge of balancing poise and power in their professional presentations. It’s a tricky balance. There are perceived penalties for being too strong, with often ignored penalties for being too soft. The latter is often not recognised until a career path plays out with less luster than it was capable of. The world will tell women these dynamics aren’t so, yet when their careers stall, this never-articulated concept of “gravitas” is often part of the reason. I love the experience of empowering promising women to ride the line between the extremes and finding the “right place on the dial” for their power.
If you would like to harness your inner strength, present with confidence, and improve how you speak, even if you are not in this particular demographic—or if you’d like to coach those you direct and mentor—you may find the insights and techniques below helpful.
Find an Authority Role Model
Even for those who have never taken an acting class, stepping into another’s shoes is a fast-track way to activate areas of yourself. Pick an inspirational figure who exemplifies the type of commanding presence you aspire to achieve. Drawing inspiration from figures like Michelle Obama, Malala, or Olivia Pope helps you visualise the blend of femininity and authority and makes it real in your mind.
Distinguish Between Elegance and Power
Many women possess a natural, elegant quality that is an asset in both professional and personal settings. However, elegance and power are distinct. Elegance can connote a passive, even frozen approach. Power is active. Within each individual lies a power source transcending mere grace—it’s about largeness and boldness. How can you feel and get to know this power? Choose something you are very, very good at and teach it to someone else. That gear you slip into when the expertise flows. That’s your power source.
Identify “Body Noise” and Channel Your Energy
Many people exhibit “body noise” when speaking— unintentional movements like pacing, playing with hair, or fidgeting with objects. This often happens due to builtup tension. To stop this runoff energy, the best grounding technique is to use your feet. Press your toes hard into the floor and watch how all the extra energy shoots downward. If you are seated or on Zoom, you can wiggle your toes or roll your ankles. The feet are the off-valve and will serve you as soon as you remember them. Reducing body noise will save your audience from distraction and you from an authority-zapping habit.
JULIET FUNT
Source: Image is from freepik.com by @freepik
Enhance Storytelling with Human Details
Including specific human details in storytelling makes scenarios more relatable. For example, when describing a family member or a pivotal moment, vivid details about their appearance, mannerisms, or personal background help paint a clearer picture. This level of detail not only captivates listeners but also enhances the storyteller’s credibility and authenticity.
Go from Circles to Lines
Young female presenters often have what I call “swirly” energy— characterised by circular hand movements, nervous laughter punctuating the speaking exercises they practice with me, and lilting vocal patterns. Instead, imagine projecting a laser beam of power from within. Shoot your point forward straight and true. Make your beam whatever kind makes you feel big inside. Wide, thin, red, or rainbow; visualisations like this channel your strength and invite your voice to follow along.
Expand Your Comfort Zones
Explore the extremes of your presentation styles—from overly timid (Bambi) to overly strident (bitchy). This helps identify your comfort zone and how much more authoritative you can project before crossing into ineffective (too soft or too intense). The key takeaway is that what feels overly assertive internally often comes across as just the right amount of strength to the audience.
Present with Preparation, Purpose, and Skillful Interactivity
When you do need to present, here are a few concepts that will help you get ready as well as ride the unexpected:
The Prep
Thorough preparation is essential for projecting authority. This involves:
ӹ Taking a Bath in the Content: Immersing yourself with relevant information about the topic and audience.
ӹ Empathy Mapping: Stepping into the audience’s shoes to understand their concerns and interests and directing your content there.
ӹ Script Practice: Writing out, recording, and listening to your script to internalize key points and enhance delivery.
The Middle
Make sure these three simple ideas are always part of your presentations:
ӹ Strategic Movement: Moving intentionally within a designated space rather than wandering aimlessly helps maintain focus and authority.
ӹ Stories with Detail: Including concise, vivid story elements in presentations helps humanize content and maintain audience interest.
ӹ Take a Stand: Remove weak language such as “I think” or “I believe” when the truth is that you really know your content and perspective.
The Questions
Here are strategies for handling difficult questions or interruptions with poise:
ӹ Ask for Expansion: If you need time to think, ask the questioner to elaborate on their point. This not only buys you time but also shows engagement and interest in their perspective.
ӹ Embrace Silence: Allowing yourself a moment of silence to formulate a response can project confidence and thoughtfulness.
ӹ Bridge Back: If unsure, bridge the question to a topic you are well-prepared to discuss. This keeps the conversation within your comfort zone and demonstrates control.
Final Thoughts and Ongoing Improvement
Power with poise is a mantra all women can embrace. When we do, it centers our energy, commands attention and authority, and models for others how we can show up with “graceful gravitas.”
Practice by yourself. Practice with a “story buddy” to build your storytelling muscles. Practice with peers or even your boss to stretch your comfort zones as you grow as a speaker and presenter. Keep stretching to the glorious you that’s hiding in there but whose voice you hear whisper from time to time.
This article was also published on Juliet Funt's LinkedIn
Juliet Funt
Juliet Funt is the founder and CEO at JFG (Juliet Funt Group), which is a consulting and training firm built upon the popular teaching of CEO Juliet Funt, author of A Minute to Think.
Is Your Leadership on Auto-Pilot?
BY MICHELLE GIBBINGS
Many years ago, when I was travelling in the US, I came across the story of an older couple who were on holiday with their large Recreational Vehicle (RV), what in Australia we’d call a Motorhome. It was the first time they’d taken the RV out and seeing the cruise control function, they interpreted that to mean self-driving. They put the RV into cruise-control mode and then went to the back of the vehicle to make a cup of coffee. Thankfully, they weren’t badly injured when the vehicle ran off the road.
You might scoff and think, ‘How is that possible?’ Yet, many leaders take a similar approach to how they lead.
Leaders often have their playbook of ideas and strategies, pulling out that ‘go-to’ approach when they feel it’s needed, thinking it’s worked in the past and will work again. In doing this, they effectively put their leadership approach on auto-pilot. They then get surprised when things don’t go as plan.
New Environment, Aligned Approach
Various studies report that 35% to 40% of senior hires fail within their first 18 months. The statistics are higher for lower-level roles.
A global talent management survey of 5,000 hiring managers and 20,000 new employees over three years found that only 19 per cent of new hires achieve success.
As author Professor Michael Watkins writes in his brilliant book The First 90 Days, “Transitions are periods of opportunity, a chance to start afresh…But they are also periods of acute vulnerability, because you lack established working relationships and a detailed understanding of your new role”.
Leadership is not a one-size-fits-all endeavour because context matters.
Know Your Context
Context is crucial in leadership. A decision-making approach that works well in one situation may not work in another.
For example, a leader who excels in a start-up environment, characterised by uncertainty and the need for rapid decisionmaking, may struggle in a more established organisation where processes and protocols are highly valued.
As well, success requires you to assess the unique needs and challenges of the workplace and to adapt your leadership style accordingly. This requires a deep understanding of the organisation’s culture, values, and goals, as well as the broader industry trends and market dynamics.
For example, an organisation may have as one of its key cultural attributes a focus on creativity and challenging the status quo, while a different organisation may place more value on having a culture that values tradition.
Source: Image is from freepik.com by @vecstock
Adapt to Changing Circumstances
The only constant in today’s working world is change. Market trends shift, new competitors emerge, and technological advancements redefine industries and organisations.
An organisation that is successful one day can eventually find itself struggling. This HBR article explains how many companies start to stall at some point. Sharing a series of examples, the authors, Matthew Olson and colleagues, highlight the reasons based on three categories: external factors, strategic factors, and organisational factors.
When leaders confront such challenges, they must be ready to take a different approach. They’ll likely need to be agile, able to pivot their strategies, and willing to adapt how they lead. This might mean re-evaluating organisational goals, restructuring teams, or investing in new technologies. It also means being open to feedback and willing to make tough decisions.
At its core, it’s about being an adaptive leader.
Academics Ron Heifetz and Marty Linsky pioneered the concept of adaptive leadership; an approach that’s founded on the principles of emotional intelligence, learning and growth, organisational justice, and ethical behaviour.
In their work, they distinguish between technical challenges and adaptive challenges. Technical challenges usually have an easily identified cause and effect. While they may not be easy to solve, a leader can usually resolve them based on current knowledge, resources, and expertise.
In contrast, adaptive challenges are far more systemic and complex because the root cause is not easy to identify. Indeed, what is assumed to be the issue can turn out to be false. Consequently, resolving issues of this nature requires collaboration, new ways of thinking, a willingness to challenge assumptions and beliefs, and potentially the need to make significant and even, radical changes. In seeking to navigate the complexity, the adaptive leader spends time observing events and processes to identify potential hypotheses. These hypotheses are then tested to uncover the best intervention and way to proceed.
As Robert J Anderson and William Adams wrote in their book, Mastering Leadership, “The Leadership Imperative is simply this: The development of leadership effectiveness must, at a minimum, keep pace with the rate of change and the rate of escalating complexity.” Leaders can never stop learning and adapting how they lead.
Create New Leadership Habits
As I’ve written about before, over 40% of what we do every day is based on habits. We take action and do something because it’s what we always do. It’s a decision with little to no deliberate thought or consideration.
We can all have bad leadership habits that don’t help us or the people we serve through our leadership.
To be effective, you want to turn off the auto-pilot and move into deliberate decision-making mode. This means being deliberately thoughtful about the kind of leader you want to be.
Start by asking yourself – Why should anyone be led by me? Answering that question will help you uncover who you are as a leader. You will also want to get direct and constructive feedback on your leadership gaps. When you are clear on your leadership attributes and the gap between how you think you lead and how you actually lead, you are on a better path to being the leader you can be.
Recognise Your Team Individually
Lastly, your team is a collection of individuals, and what they need from you to thrive and be their best will differ. I’ve frequently seen situations of how leaders apply a templated approach to their team members, and fail to recognise the specific and different needs that people have.
While you want to be consistent and fair in how you work and treat your team members, you also need to recognise that they need different things from you. Be ready to know them and support each of them in a unique way so they can succeed.
As you think about finding your leadership ‘on’ switch, reflect on the wise words of Harvard Business School researcher, Tsedal Neeley. In her podcast interview with Brené Brown and Paul Leonardi she described leadership as follows: “Leadership is about poetry and plumbing….as leaders need to understand the mechanics, the plumbing. But we have to understand the importance of poetry in order to engage people’s hearts and minds. And leadership is a huge responsibility. It’s a science. It’s a skill…..and it’s learned”.
Republished with courtesy from michellegibbings.com
Michelle Gibbings
Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is 'Bad Boss: What to do if you work for one, manage one or are one'. www.michellegibbings.com.
BY ROXANNE CALDER
Source: Image is from freepik.com by @freepik
Entitlement in the Workforce: A Growing Concern
Entitlement has always been a part of our workforce, to some degree. We value and encourage individuality, so what may have been hidden before has simply become more visible. A gradual adjustment. Until COVID, that is. Now employee entitlement is showcased as today’s main attraction.
The pandemic presented us with a world of constraints and impositions. At times, it even felt like an impingement on our rights. We have since escaped the confines, but its legacy remains. The result, a heightened contention for what is ‘ours’, is fiercely fought for even at work.
How do you know if your employees are duly deserving or entitled?
Understanding Entitlement in the Workplace
Entitlement in the workplace, or anywhere for that matter, is an unattractive behaviour. Entitled individuals believe they deserve more than others, with an increased belief in their ‘rights’ no matter the rules or norms. Simply put, a different set of rules apply to them. They see themselves as an exception. If your team are on the receiving end of a colleague’s entitled behaviour, they are likely feeling belittled, dismissed, and disregarded. Team morale will be low, and worse, it will become a cultural norm.
The other fallout from the pandemic is the global skills shortage. The ‘great resignation’ was closely followed, feeding, and encouraging entitlement. Accepting promotions without any significant form of extension of self, no extra effort or time invested on coming up to speed, is an example of entitlement in its most spoiled form. As is expecting a salary increase simply for being present.
Examples of Entitled Behaviours
Booking annual leave or time off without checking first or following company procedures would be acting in an entitled way. The fact, as their employer, you may have very little choice but to ‘suck it up’ is beside the point. Every relationship in the workplace deserves respect, including the respect employees show towards management.
Entitled workers claim kudos for work they made little contribution to. They ask for assistance when, really, they are hoping for someone else to do their work and one that stands out the most, expecting others to pick up their workload because ‘their’ family, sport, study commitments, etc., are always a priority.
At first, you might consider your employee’s action as being assertive or setting good boundaries. So you let it go. However, assertive employees with good boundaries show manners, respect, and gratitude. Entitled employees don’t. Instead, they take from you and the team. Vampire-like, it can be draining.
The Role of Gratitude
Gratitude differentiates those deserving employees from the entitled. Deserving employees put in the effort, try, and earn what they receive. They reciprocate with thanks and appreciation. Employees who are deserving show an interest in their job, the business, and the greater team. Their focus can be on themselves, but not at the expense of the group.
Deserving employees are also assertive. They ask for salary increases or flexibility at work but do so in a non-defensive manner and not as a given. They present a business case with valid reasons and consider the organisation, not just themselves. Deserving employees are a pleasure to work with, with a balance of reciprocated give and take.
Considering Entitlement in a Different Light
But what if we considered entitlement in a different light? Maybe what we are experiencing from our employees is less about entitlement and more about vulnerability and fear. For many, the post-pandemic and economic challenges changed our entire outlook on how to cope with uncertainty, leaving us little choice but to look out for ourselves. This easily shifts to the extreme of the ‘me first’ motto.
The unique experience of the pandemic cannot be underestimated. How people dealt with it and will continue to deal with it for decades to come must not be ignored. Instead, recognise that some behaviours might not be what they seem and may disguise themselves as sensitivity instead. Some calm, patience, and understanding while addressing the perceived entitled behaviour may strike the balance in today’s workplace.
What about us, the employers? We also remain fragile in some regards, even the toughest of us. Let’s be aware that we too, as we label quickly what we don’t like, are perhaps jerking the pendulum sharply back the other way. Are we projecting our sense of employer rights and entitlement, claiming back what we see as our ‘own’? It cuts both ways.
Roxanne Calder
Roxanne Calder, author of ‘Employable – 7 Attributes to Assuring Your Working Future’, is the founder and managing director of EST10 – one of Sydney’s most successful administration recruitment agencies. Roxanne is passionate about uncovering people’s potential and watching their careers soar. For more information on how Roxanne can assist you in your career visit www.est10.com.au
"Sarawak cannot do everything on its own and the best way is through cooperation with national and international entities to transform the state's economy."
The Right Honorable Datuk Patinggi Tan Sri (Dr) Abang Haji Abdul Rahman Zohari
Bin Tun Datuk Abang Haji Openg, Premier of Sarawak
Sarawak Day celebration 22 July 2024
How to Unlock the Potential of Your Team
BY ISHAN GALAPATHY
Strategies to Transform Fence-Sitters into Active Contributors and Boost Overall Workforce Engagement
Employee engagement is the Holy Grail that most employers are searching for in order to have everyone in the team working to their full potential - contributing to a productive workforce, delivering meaningful outcomes, creating a happier workplace, and delivering a better bottom line.
Sadly, the statistics aren’t great. If we look at 2022 data from Gallup (the global authority on all things related to employee engagement), only 23% of our workforce accounts for engaged employees. The disgruntled and actively disengaged category represents 18%; and the fence-sitting, quietly quitting, unengaged group accounts for a whopping 59%.
Source: Image is from freepik.com by @freepik
The cost of untapped potential
Imagine having a team of ten rowers on your boat, with three people rowing their heart out, five just sitting with their arms crossed adding dead weight, and two people rowing in the opposite direction. How fast do you reckon your boat can go?
If this rowing team represented the entire workforce around the world, the impact of the fence-sitters on the global economy is a staggering US$ 8.8 trillion, or 9% of the global GDP. That’s a lot!
So, how can we tap into this underutilised potential of the team? The good news is, it’s easier than you think.
Work on the right individuals
Reviewing the Gallup trends over the last 15years, it highlights the issue in black and white. We’ve worked really hard to reduce the actively disengaged category – the disgruntled, disruptive, and disenchanted. Yet, the fence-sitting, quietly quitting category has more or less remained the same over the years. Even though we’ve seen fairly consistent upward trends in engaged employees, it’s the overwhelming volume of the disengaged workforce that signals our greatest source of untapped potential.
Having worked across multiple companies and countries over the last 25 years, I know for a fact that the fence-sitting, quietly quitting employees are only seemingly disengaged. While you might think that these employees only turn up in body, leaving their brains behind, I’ve found that they are waiting to be discovered, leveraged and motivated.
Unlock true team potential
Below is a three-step framework that will help you to unlock the true potential of your team, leveraging the few engaged team members, involving the majority fence sitters and ignoring the disgruntle.
1. Build Momentum – Leverage belief and the trust of your few diligent team members. They are willing to work hard but there are getting tired, overwhelmed and on the brink of quitting or falling into the disengaged category. The main reason is that they are the only ones who have to deploy initiatives, solve problems, generate new ideas and deliver the day-to-day results.
The key in this step is to involve a few quietly quitting fencesitters into some key improvement initiatives that are led by an engaged team member. Ensure the disengaged are involved in resolving matters and are not just sitting idle – like those adding dead weight in our rowing team example.
2. Gain Traction – Expedite results and help the team to make faster progress. I find progress to be the antidote for disengagement. When everyone gets involved and the team starts to make progress, even the quiet ones will start to feel proud of the team’s contribution.
If they follow any structured problem-solving methodologies, chances are over a two-to-three-month period they would deliver exceptional results that would even surprise the engaged few. You’re starting to make a difference.
3. Expand Followers – You cannot keep this success a secret. Leverage every possible opportunity – townhall meetings, newsletters, bulletin boards, canteen posters, team meetings – to share the team’s success. The best approach is to get the team to present, not you the leader. What you will find is that progress and positivity to be infectious. Celebrate together. Soon, your quietly quitting fence sitters cannot not become engaged. Then you can leverage them to lead more initiatives on their own, involving the next layer of fence sitters.
The secret
The key to unlocking team’s full potential is involving the quiet quitters. If you repeat the above cycle each quarter, within a year you’ll notice that the ship is turning faster than you expected. With the fence-sitters starting to become believers, teams will start feeling happier, more productive, better engaged and running on all six-cylinders – their full potential.
Ishan Galapathy is an operational excellence strategist, author, speaker, and mentor renowned for his simple techniques that deliver big change. With more than 25 years of experience across seven countries, Ishan helps businesses unlock their hidden capacity and true capability. His latest book UNLOCK delivers techniques to convert seemingly disengaged employees into change drivers. Download your free introductory overview from UnlockBook.com.au.
Ishan Galapathy
Why Do We Have Empathy Burnout and How To Overcome Them?
BY CRYSTAL CHAN YIN CHENG
Understanding and Combating Empathy Burnout in the Digital Age
This year, we have been waking up to tragic news and media coverage relating to the Israel-Palestine War on social media platforms. The devastation continues as more innocent lives are lost, evoking empathy and heartbreak worldwide. Non-Government Organisations like Palestine Children's Relief Fund, Voice For Palestine and UNICEF have been making initiatives to raise funds and highlight media coverage to give a deeper insight into the present situation of people living in Palestine.
A sense of helplessness and hopelessness plague us as there are limitations on how we can contribute to help with the on-going war. We may feel a sense of helplessness and develop emotional exhaustion due to the increase in media coverage regarding the news on the war. Hence, this condition is known as empathy burnout.
Understanding Empathy Burnout
Past research has defined empathy burnout as a condition in which an individual experiences a sense of physical depletion, emotional exhaustion and feeling overwhelmed after a long period of empathising and caring for others’ wellbeing (Shao et al., 2021; Wilkinson et al., 2017). Business leaders and individuals in service oriented occupations like healthcare professionals and public service workers are more prone to empathy burnout because empathy plays a big role in shaping relationships and setting work expectations from their colleagues and clients(Cole & Bedeian, 2007). Hence, it is important to understand the root cause of empathy burnout:
1. Experiencing or witnessing distressing and traumatic events
Distressing and traumatic events like death of a loved one, war and divorce may put affected individuals at a vulnerable position, affecting the individual’s ability in regulating their emotions. Excessive allocation of resources (mental and cognitive) might cause the affected individual to be unable to cope with the stress that may arise from the event (Shao et al., 2021). The affected individual will experience emotional numbness as they may be struggling to process the remaining emotions from the event.
2. Exposure to negative news on social media
Social media like Instagram, X (formerly known as Twitter) and Tiktok has facilitated as a platform to promote selfexpression and promote awareness on certain topics like war, natural disaster and domestic violence. Thus, it contributes to the spread of emotions, similarly to an infectious cold, among the users in their daily lives through the media content that has been promoted by the algorithm. As such, the exposure to a certain type of news plays an important role in affecting how users can relate and connect with the social network emotionally. For example, news relating to pandemic might cause the user to depersonalise and disassociate from the world as they are exhausted emotionally. As more and more negative news are uploaded, the users are encouraged to desensitise themselves to the negative news, ignoring the severity of the event.
3. Peer pressure
We have become increasingly reliant on social media due to its user friendly approach and dynamic content. While it fosters and maintains social connections and allows us to vent frustrations, excessive use can lead to peer pressure and FOMO (fear of missing out). Individuals with a higher sensitivity to peer pressure might constantly compare with their other peers on social media, especially in the context of societal contributions like sharing donations and creating awareness campaigns for other societal issues such as poverty and gender inequality. Thus, we will have a sense of inadequacy and a pressure to perform, ultimately impacting their psychological well-being and increasing the risks of developing mental health disorders like social anxiety, depression and anxiety (Lotar, 2011).
Source: Photo by freepik @ freepik
Combating Empathy Burnout: Strategies for Maintaining Health and Productivity
Experiencing persistent empathy burnout may cause an adverse effect on one’s health in the long-term like cardiovascular disease, obesity, anxiety and depression. As such, job satisfaction and work productivity will be negatively impacted as individuals feel demotivated to continue to work. However, let’s not be too worried as there are some ways on how to overcome empathy burnout:
Self-care
Research shows that self-care can alleviate psychological distress and significantly reduce one’s stress levels to prevent oneself from burnout (Colman et al.,2016). As such, it is important for one to implement self-care as a respite from the hustle and bustle of work life. Self-care also encompasses other aspects of life such as having a balanced diet, setting a ‘me’ time and selfreflection. We can try out a variety of activities to implement our own self-care routine such ranging from watching our favourite drama series, learning a new skill like playing musical instruments and trying out new sports activities, for example, hiking and pilates.
Growth mindset
Implementing the concept of growth mindset can help us in managing our personal emotions, especially complex emotions (Quinn et al., 2020). Growth mindset refers to a belief in viewing the challenges and setbacks and taking them as a learning experience. We can manage our own emotional expectations and burdens by acknowledging our emotional limits, reducing the risks of suffering from empathy burnout. As such, we are able to draw the line between personal life and work life, enabling us to care for our own mental and emotional well-being better.
Social media detox
Allocating a period of time to have social media detox once in a while may reduce our exposure to negative news and societal pressure that we may get by comparing ourselves to our friends. Research suggests that social media detox can improve one’s mental health by reducing our exposure to negative news (Plackett et al., 2023). Thus, it helps improve our mental health. Additionally, some time off from social media encourages us to have our own ‘me-time’ and immerse ourselves in activities to develop our soft skills, such as networking, communication skills and leadership skills. It enables us to socialise with other people around us. We can also reframe our maladaptive thinking patterns to positive ones by taking the time for self-reflection and gaining motivation to improve for personal and professional development.
Yoga and meditation
Engaging in yoga and meditation practices can be powerful tools to overcome empathy burnout (Kumar R. et.al., 2022; Aayushi Khajuria et al., 2023). It is because yoga practices and meditation put an emphasis on slow, controlled breathing, which aids in regulating our bodily reactions towards stress like lowering our heart rate and regulating our parasympathetic nervous system (Magnon et al., 2021). Additionally, yoga and meditation also promote emotional regulation and cultivate compassion. This also gives us time for some well-needed refresher, prevents emotional exhaustion and encourages us to do self-reflection. You can search for yoga and deep breathing exercises by searching on the internet or download apps that specialise in deep breathing engagement like ‘The Breathing App’ and ‘Headspace’.
Conclusion
Empathy burnout is still a prevalent concern as long as one neglects to conduct self-care for oneself. Therefore, it is essential that we learn on how to prioritise our own well-being before caring for others. It is because, as individuals, we ourselves are the basics in caring for ourselves. We should allocate some time to regain our energy and declutter our mind so we can facilitate and provide support to those who are in need. Let me end the article with a quote as a reminder to prioritise our own needs before others:
" You owe yourself the love that you so freely give to others. "
Rupi Kaur
Crystal Chan Yin Cheng Crystal is a passionate and determined young woman who values intellectual pursuit and creative expression in her free time. She enjoys connecting with people over a cup of coffee before retreating to her personal space for a quick social recharge. While she is currently a second-year Psychology major, she is interning in Special Projects-Ops in Leaderonomics to gain exposure to job fields.
Are You Falling Into the Simplexity Trap?
BY MICHELLE GIBBINGS
Tech Overload: Embrace Simplicity, Avoid the Simplexity Paradox
In the 2024 Accenture Life Trends report, they report that more than 40 per cent of frequent technology users said that technology has complicated their lives.
In response, consumers are doing such things as setting screen time limits, blocking notifications and removing apps.
It’s a great reminder that we crave simplicity. While our brain can do amazing things, it can only handle so much data and detail at any one time, and when things feel too complex, we can become overwhelmed. This cognitive overload impacts our working memory and can lead us to make bad decisions.
The challenge we face is that we are heading into even more complexity.
Futurist Amy Webb, in her 2024 presentation at the SXSW Conference talked about how we have entered an economic super-cycle.
An economic super-cycle, according to Amy Webb, is “an extended period of booming demand, elevating the prices of commodities and assets to unprecedented heights. It stretches across years, even decades, and is driven by substantial and sustained structural changes in the economy”.
In the past, these super-cycles were driven by a single technology. What’s different today is that three converging pieces of technology are driving this cycle. As Webb outlines in the Future Trends Report AI, biotechnology, and wearable devices are converging in a way that will redefine many aspects of life and work.
It’s complex; just accept it
How this all plays out and what it means for all of us is not yet clear, and that means we need to get comfortable with constant uncertainty.
Getting comfortable isn’t the same as being complacent— quite the contrary. To thrive as a leader and help your team members do likewise, you want to be strategic.
The first critical step is to accept that uncertainty is a part of life in a complex world. While you may not like it, uncertainty often leads to growth and new opportunities.
Avoid the Simplexity Paradox
Is your desire for simplicity paradoxically increasing the complexity you are dealing with?
This is what I call the dangers of simplexity. In your drive or desire for a solution to a complex matter, you go to what’s simple to understand, access or execute.
Finding a solution quickly feels good, comforting even. However, seeking a quick fix to a complex issue does not resolve it. In fact, it often worsens the situation.
Source: Image is from freepik.com by @freepik
Find the Root Cause
Depending on the situation, you should take time to investigate the root cause of the issue. That is, dig deep to truly uncover what’s going on and the best path forward.
Root Cause Analysis is a systematic process for identifying the origin of problems or faults and determining an approach to prevent them from recurring. It often involves the following steps:
1. Identify and define the problem – get specific and describe the problem in terms of what is happening, where, when, and its impact.
2. Collect data – gather detailed information about the problem and its context. For example, discover when it occurs, who or what is involved, and any patterns or trends.
3. Identify possible causes – tools like the “5 Whys” technique or Cause-and-Effect diagrams can be helpful here.
4. Determine the root cause – analyse the identified causes to determine which ones, if removed or changed, would prevent the problem from occurring. You will want to test each potential cause against the problem description and data to check any assumptions and decisions.
5. Implement solutions – develop and implement solutions such as changes to processes, systems, or behaviours.
6. Monitor results – after implementation, monitor the situation to ensure the problem does not recur.
Use Probabilistic Thinking
Instead of seeking absolute certainty, consider the probabilities of different outcomes. Sometimes, in complex situations, you will only have some of the data. There will be unknowns.
Examining impacts and outcomes in terms of probabilities and likelihoods can help you make informed decisions in the face of uncertainty.
For example, you could plan for different scenarios. When you do this, you consider various possible outcomes and what could happen if they unfold a certain way. Using that information and understanding, you can better put plans and mitigation strategies in place.
Give Yourself Time
Stay present and focused, and give yourself time to investigate, reflect and resolve.
Breaking down complex problems into smaller, manageable parts can help you understand the overall situation and find solutions.
As part of this, you will want to recognise what information you need to consider and what data adds no value to the investigation.
We live in a world with way too much information. As this article in The Age reminds us, the volume of reports and material produced is unprecedented. Sadly, that is not helping us make better decisions.
Ditch Assumptions and Stay Flexible
As you navigate the unfolding complexity and rising uncertainty, be open to change and willing to adapt your plans or strategies as circumstances evolve.
Flexibility can help you navigate uncertain situations and support your team in doing the same.
You will also want to consult with others who have different viewpoints or experiences. They can provide valuable insights and help you see the situation from multiple perspectives.
As well, remember that while making decisions based on facts and data is important, don’t ignore your gut feelings. Your intuition can often guide you when dealing with complex and uncertain situations.
Keep Learning
Lastly, and most importantly, never stop learning.
Your brain adapts and learns from mistakes. Scientists have even built a mathematical model of how the brain plans and learns when faced with complex decision-making dilemmas. If you want more check out this article from the University of Cambridge.
So the question to ponder today is what decision do you need to devote more time to so you don’t fall into the simplexity trap?
Michelle Gibbings
Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is 'Bad Boss: What to do if you work for one, manage one or are one'. www.michellegibbings.com.
The book discusses two different mindsets: the fixed mindset and the growth mindset. Dweck discusses our predisposition to lean one way or the other while acknowledging that we have a bit of both in us, even if we have a stronger bias towards one mindset or the other.
The primary focus of the book is to facilitate Growth Mindset thinking and the ability to apply this thinking to various aspects of life and how it is different from a Fixed Mindset. The simple definitions are:
The fixed mindset: winning and the end goal are the things that define your success, along with how little or how much effort we had to put in to get there.
The growth mindset: What we learn on the journey to great things defines our success, along with how little or how much it expands our abilities and gives us memorable experiences on the way.
The author writes that at the root of the growth mindset is the fact that anything and everything can be learned. When situations become challenging and errors happen, one learns from them rather than blaming oneself or others. Challenges are looked forward to, and change is embraced.
DIANA MARIE
Diana Marie is a team member at the Leadership Institute of Sarawak Civil Service attached with Corporate Affairs who found love in reading and writing whilst discovering inspiration in Leadership that Makes a Difference.
This year, driven by the PCDS call for Environmental Sustainability initiatives, the Institute has identified the Beach Clean-Up at Trombol Beach as the intended activity for our employees and the community. The purpose of this CSR Activity is to inculcate the importance of maintaining cleanliness and proper rubbish disposal along the beach and discuss Environmental Sustainability. Approximately 100 participants spent the day in this CSR Activity, officiated by Cr. Sebeki bin Jen, Resident Councillor for MPP Zone 10. The event was attended by MPP Acting Municipal Secretary Sr Ita Ling and also Cr Prof Dr Sopian Bujang, the Chairman of MPP Public Health, Environment and Municipal Services Standing Committee, who gave a knowledge-sharing session on environmental sustainability.
In his speech, the Acting CEO of Leadership Institute, Mr Fang Tze Chiang, expressed his appreciation to MPP, JKKK Kampung Trombol, Leadership Institute employees and all Kampung Trombol community members led by KK Tuan Haji Sapuan bin Oya, and JKKK Secretary Tuan Haji Ranie bin Othman for spearheading the aspiration for promoting environmental sustainability.
In closing, he emphasized to everyone present that this collaborative effort would surely benefit society and our beloved Sarawak.
Semoga dengan kedatangan tahun baru hijrah ini, sama-samalah kita merapatkan saf dan berazam ke arah yang lebih baik.
