Graphic Designers Awang Ismail bin Awang Hambali Abdul Rani Haji Adenan
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From the
Editorial Desk
– Leadership Engagement, the theories
Wilmar Schaufeli and Arnold Bakker widely use the concept of workplace engagement by those in leadership positions, describing it as a positive, fulfilling, work-related state of mind characterized by vigour, dedication, and absorption. They characterized vigour as high levels of energy and mental resilience while working, the willingness to invest effort in one’s work, and persistence in the face of difficulties. Dedication is characterized by a sense of significance, enthusiasm, inspiration, pride, and feeling challenged by the task at hand. Lastly, absorption means being fully concentrated and happily engrossed in one’s work so that time passes quickly and one has difficulties detaching oneself from work. An older and slightly different conceptualization can be found in Waqar A. Kahn’s theory on engagement. He explains personal engagement as ‘the harnessing of organization members’ selves to their work roles; in work engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. According to Khan’s theory, employees become physically involved, cognitively vigilant, and empathically connected to others through their work. Work engagement can, thus, be seen as a motivational concept whereby employees actively allocate personal resources towards their tasks.
“Employee engagement is achieved through fostering three psychological conditions that leaders can impact directly, i.e., psychological meaningfulness, safety, and availability.”
Willam A Kahn, Boston University School of Management
Employee
12 Critical Leadership Skills For Authentic Leaders In 2025
BY WILLIAM ARRUDA
The most rapid and vast changes to the workplace have occurred over the past four years, and the speed and volume of change will only continue to increase. Organisations must now navigate a workforce composed of the largest number of generations in history, the transformative impact of technology—particularly AI—and the complexities of hybrid and remote work. With all this change, leaders must adopt and amplify a unique set of leadership skills to thrive in our rapidly evolving work landscape.
Authentic Leaders Must Focus On These Critical Leadership Skills
These 11 leadership skills and behaviours will help you build your personal brand as a relevant, compelling, and authentic leader.
1. Self-Awareness
Self-awareness is the foundation of many essential leadership skills. While many people believe they are self-aware, research from Tasha Eurich reveals that only 10-15% of individuals truly are. To cultivate self-awareness, focus on two areas: self-reflection and seeking feedback. This skill helps you understand your motivations, values, biases, unique strengths, and differentiation. Self-awareness is also the cornerstone of Daniel Goleman’s emotional intelligence model.
2. Emotional Intelligence (EQ)
Being clear about and managing your own emotions is crucial for authentic leadership. Emotional intelligence goes beyond self-awareness by enabling leaders to recognise and influence the emotions of their team members. At its core, this skill depends on self-awareness as the first step in leading with authenticity and empathy.
3. Curiosity
In an environment of rapid change, perpetual curiosity is vital for staying relevant. Asking questions and seeking answers helps leaders clarify challenges, innovate, and maximise the value of transformation. A curious mindset ensures adaptability and resilience, allowing leaders to drive innovation.
4. Communication
Authentic leaders need exceptional communication skills because their ability to inspire trust, foster engagement, and build meaningful relationships hinges on how effectively they convey their vision, values, and intentions. By actively listening and knowing exactly what to say with clarity and authenticity, authentic leaders empower their teams, resolve conflicts, and drive alignment toward shared goals, making communication the cornerstone of their influence and impact. These twelve things authentic leaders say demonstrate their skill in communicating and commitment to the members of their team.
Source: Image is from freepik.com by @jigsawstocker
5. Inclusivity
With increasing burnout and loneliness in the workplace, fostering a sense of belonging is more important than ever. Leaders must create a culture where every team member feels valued, included, and empowered to contribute their best work. Inclusivity is key to building thriving, high-performing teams. It also enhances engagement and retention by making team members feel appreciated and supported.
6. Storytelling
Effective leaders are skilled storytellers, capable of articulating visions and strategies with clarity and authenticity. Stories engage audiences and leave a lasting impression by connecting with both logic and emotion. Transforming facts and data into compelling narratives enables leaders to captivate and motivate their teams.
7. Creative Problem-Solving
Problems represent opportunities for growth, and creativity is the catalyst for turning challenges into innovative solutions. Leaders who view problems from multiple angles ignite innovation and drive progress. Creativity is the foundation of effective problem-solving and organisational transformation.
8. Collaboration
Building a collaborative team in a remote or hybrid setting requires intentional effort. Leaders must foster a culture of collaboration, leveraging technology to enhance teamwork and connection. A collaborative mindset strengthens cohesion, engagement, and overall team performance. In hybrid work models, it is even more challenging to inspire innovation. Leaders must master online meetings and video communication to keep their teams connected and engaged in hybrid work environments.
9. Strategic Thinking
Strategic thinking involves seeing the big picture, crafting high-level strategies, and inspiring others to join the vision. Effective leaders combine current realities with future trends and opportunities, using curiosity and experimentation to drive discovery and innovation.
10. Lifelong Learning
In an era of rapid technological advancement, continuous learning is more critical than ever. Learning must be integrated into every aspect of work, with leaders turning newfound knowledge into actionable results. Curiosity fuels learning, but leaders must ensure that learning translates into meaningful impact.
11. Video Communication
Unless you work in an entirely in-person environment, video communication will remain a vital tool for reaching and influencing others. Leaders must excel at using video for both synchronous (Zoom meetings) and asynchronous (thought leadership videos) interactions. Video enables complete, compelling communication that engages and motivates in ways that the 26 letters of the alphabet can’t.
12. AI Enablement
To drive efficiency and creativity, leaders must inspire their teams to embrace AI tools and integrate them into their workflows. A basic understanding of AI’s potential is essential, and a deep knowledge as it relates to your role will help you stand out and demonstrate that you are an innovative leader. Reverse mentoring, where younger team members help leaders learn, can accelerate this process and foster a culture of innovation and cohesion. Building AI proficiency across the organisation is crucial, and it begins with you as a leader.
Thriving As An Authentic Leader In 2025 And Beyond
These leadership skills and behaviours are the cornerstones of authentic leadership. Mastering them will enable you to effectively engage and support your team, delivering exceptional value in 2025 and beyond. To have the greatest impact on your team and organisation, identify the skills and behaviours in this list where you could improve. As you build your learning plan for 2025, prioritise these skills to ensure you thrive in the evolving workplace.
William Arruda
William Arruda is the bestselling author of the definitive books on personal branding: Digital YOU, Career Distinction and Ditch. Dare. Do! And he’s the creative energy behind Reach Personal Branding and CareerBlast.TV – two groundbreaking organizations committed to expanding the visibility, availability, and value of personal branding across the globe. For more information on Personal Branding , please visit williamarruda.com
8 Elements of Effective Employee Engagement
BY VELLU MAHADEVAN
Introduction
The recent Gallup State of Global Workplace 2023 Report calls out that only 23% of global employees identify themselves as feeling engaged and thriving. Even more alarming is that the report suggests 59% of the employees surveyed are quiet quitting meaning these employees are doing the bare minimum required and are psychologically disconnected from their employer. The remaining 18% employees surveyed are loud quitting where their disengagement is more obvious and even more detrimental to the organisation and team. Further the report identifies the quiet quitters are the greatest opportunity for growth and awaiting a leader or manager to engage and to encourage and inspire them.
Countless research have identified that direct and effective engagement between a leader and subordinate is the most effective way of increasing employee motivation and retention of talent. The above Gallup report calls out that 70% of team engagement is attributable directly to the manager. It also identifies the lack of engagement as one of the biggest stress factors and cause of burnout for employees.
The situation today
Many leaders may simply lack time or know how to have engaging conversations with their team members. This is usually due to the pace and demands of their jobs and a broader focus of keeping the business running optimally. This makes engaging team members a low priority, much to the detriment of the team and organisation. However, I have also observed that when provided with the right guidance, tools, and possibly a process, leaders have been able to enhance their engagements with employees and effectively elevate the motivation of individuals and teams.
8 Elements of Effective Engagement Conversations: The RETAIN Model
In an attempt to bridge the above-mentioned gap, I have developed the below simple tool to help leaders have regular effective conversations and engagement with team members in order to retain their motivation, inspiration, passion, and eventually to retain their talent. The tool is called RETAIN and it encompasses 8 elements focusing on allowing employees to release their emotions and thoughts and taking that through empowering, inspiring, and motivating them into action. Below I take you through these 8 elements, accompanied by a cheat sheet with guiding questions you can pose to aid the employees through.
RRESPECT
Employees feels respected and feels the conversation has been about them and their best interest.
RELEASE Employees feel psychologically safe to express and feelings and emotions and is in a better position to have a fruitful conversation.
E T A I N
EMPOWER
Employees feel the freedom to act as supported and safe.
TRANSPARENT
Employees feel they have been told and informed whatever they can and should know and in their best interest
APPRECIATE
Employees feel their efforts and time is appreciated and know what actions and behaviours are making a positive impact.
ADVANCE
Employees feel there shitunity of career progression or/and skills, capabilities and experience.
RETAIN Overview
INSPIRE
Employees have to sense of belief that they can achieve their goals and feels motivated to take action.
NEXT STEPS
Employees clearly know what are the actions required ma sensward and accountability towards these actions.
The R in RETAIN
RESPECT – This is fundamentally what all of us look for. Make the conversation about the employee. Engagement conversations should put the employee at the center, and it should first consider what the employee would like to talk about and cover. Attention should also be given to your tone of voice, choice of words, and courtesy. Create a cordial environment where employees feel safe and comfortable from their perspective and not yours.
RELEASE – Everyone of us carries the burden of our emotions with us throughout the day. The stresses of the day, week, month, and even year build upon us and may come in the way of effective conversations. Allow the time and space for employees to release these emotions and clear their minds while making space for comfortable, effective two-way interactions. Enhance this by eliminating judgement, removing bias, and applying empathetic listening and responses. This creates a psychologically safe environment for employees to express themselves and ease their emotional burdens. This in turn enables the conversation to be more productive and beneficial to both parties.
The E in RETAIN
Empower – The ability to express our best selves through the work we do is an inherent desire for most, if not all, of us. Many a time, however, leaders impose their thoughts, ways, and ideas onto their team members be it knowingly or unknowingly. Many leaders forget the fact that they painstakingly hire the best to tap on their thoughts and ideas and instead end up imposing their own views on them. As leaders, it is wise to be mindful that even a suggestion by you can be perceived as an instruction by your team members. As such, create an environment where employees you engage with feel safe to voice their thoughts and ideas, they feel that these thoughts and ideas are heard and considered, and they are free to materialise them knowing they have the support and backing should it fail. In the process, help them enhance their ideas with open-ended, non-suggestive questions, and make clear the help, support, and assistance you are able to provide to bring these thoughts and ideas to fruition.
The T in RETAIN
Transparent – Think of a time when you were in a conversation and you could sense through the speaker’s words, actions, and body language that they weren’t speaking the truth. How did it feel? If you were like most people, you would sense a lot of discomfort, pessimism, and if prolonged, distrust. It is no different with your team members. They would need to know that everything you say and do in conversations with them is genuine and with good intent. No doubt, as leaders, there are times when you are unable to divulge certain information. In these circumstances, it is perfectly fine to call out that the particular information cannot be shared. It is better to acknowledge that than to pretend ignorance. There may also be times that information shared may no longer be valid. In these situations, it is best to loop back with the team member in a timely manner on what had changed. Take accountability of every message delivered to and information shared with the team member as your own which in turn enhances transparency and elevates the trust between the two of you.
The A in RETAIN
Appreciate – A recent Harvard Business Review study states that employees who reported that their managers were great at recognising them were 40% more engaged than those with managers who were not. Several other studies have revealed a similar finding and impact of effective recognition and appreciation. Despite the well-researched benefits of appreciation on employee morale and wellbeing, research has also shown that many managers still don’t take time to appreciate team members enough and some aren’t even aware how to appreciate. In every opportunity with the employees, try to identify a couple of their achievements that you want to amplify or values demonstrated that you may want to reinforce and call it out to them. Also call out the effort and process they went through to showcase the resulting achievements and values. Appreciation does not only make the recipient feel good, it also reinforces the behaviours and values that help the organisation and inspiring team members to continue to demonstrate them. Deliver the appreciation or recognition in a way that resonates best with the employees.
Advance – Fulfilment and self-esteem are part of the basic human needs as called out by psychologist Abraham Maslow in his theory of human motivation captured in Maslow’s hierarchy of needs. In terms of one’s career, these needs can be achieved in the form of advancement. Many often mistake advancement as progress in grade or title. However, advancement can also be in the form of growth of skills, capabilities, character, and experience. In conversations with employees, identify what advancement means to them. Call out in what ways you have seen them progress and identify in what ways they would like to continue to see progress. Come to an agreement on what they need to do to see that advancement and regularly check in on progress. Also, determine what kind of support and guidance you can provide as a leader for team members to continue to see progress and advancement in the identified areas.
The I in RETAIN
Inspire – “Believe you can and you are half way there” – Theodore Roosevelt. While enabling opportunities for advancement creates a sense of purpose and excitement among employees, it is crucial that leaders also inspire a sense of belief within employees to help them achieve their desired outcomes. This can be done in several ways. One effective way is to get them to reflect on past achievements as well as habits and behaviours that have helped them get there. The approach of reflecting on past achievements and the journey that enabled them will instil a sense of familiarity and the belief that the present goals they are embarking on is also achievable. This can be followed by positive affirmations of strengths and behaviors these individuals have demonstrated, which helps reinforce the belief in themselves. Unless requested, try to avoid using your own personal examples too often as they may not be relatable to the employee and may be counterproductive to the conversation.
The N in RETAIN
Next Steps – Walk away from the conversation having clearly defined actions. Co-develop follow-up actions with the employee with clarity on accountability. Allow the employee to identify not only the actions they would want to take but also what actions they would like your help with. This way the employee feels there is continuity to the conversation and that the conversation is not all talk nor is it a one-off commitment from you. Do ensure the actions are precise and well defined with dates and desired outcome. Ensure there is closure to the next steps with clear communication to one another.
Employee satisfaction is a journey. And it is a journey that requires frequent and consistent engagement. I hope the above tool provides you with a simple approach that you can effectively use to engage your employees to enable them to be their best selves at the workplace.
The RETAIN cheat sheet
Element Desired Outcome Useful Questions
RESPECT
Employees feels respected and feels the conversation has been about them and their best interest.
RELEASE Employees feel psychologically safe an emotions red se herelings position to have a fruitful conversation.
E EMPOWER
T TRANSPARENT
APPRECIATE
Employees feel the freedom to act as well as to take informed, calculated risk while feeling supported and safe.
Employees feel they have been told and informed whatever they can and should know and in their best interest.
Employees feel their efforts and time is appreciated and know what actions and behaviours are making a positive impact.
ADVANCE
I INSPIRE
Employees feel there is opportunity frogrest it/and of career capabilities, and experience.
Employees have the sence of belief that they can achieve their golas and feels motivated to act.
• What would you like to discuss today?
• What are some of the things on top of your mind?
• How do you feel about this situation?
• What makes you feel the way you do?
• What help do you need to make this work?
• How can I support you in making this happen?
• What information would be useful for you at this point?
• What else would you like to know?
Leader to call out examples of achievements, characteristics, or behaviours that they appreciate and has contributed to the team's success.
• What does success look like for you?
• What are the areas in which you would like to develop and grow further?
• What similar situations in the past have you overcome and how?
• What can you learn from people who have achieved similar successes?
This article was first published in Vellu Mahadevan's LinkedIn.
Leaders should adopt a proactive approach by regularly seeking
employee feedback to enhance their engagements, leveraging technology to facilitate seamless communication, and fostering a culture of continuous learning and development. Encouraging team members to take ownership of their growth and providing mentorship opportunities can further drive engagement and longterm commitment to the organisation.
N NEXT STEPS
Vellu Mahadevan
Employees clearly know what the actions are required moving forward and has a sense of accountability towards these actions.
• What are some actions that can be taken to get closer to your goals?
• When shall we have these actions closed?
• What help do you need from me?
Mr. Vellu Mahadevan is a seasoned Human Resource professional with over 20 years of experience in multinational environments. He brings expertise in coaching and consulting business leaders and workforce across all levels in Talent Management, Employee Engagement, Workforce Planning, Organisational Setup, Leadership Development, and Learning & Development. A passionate coach and talent developer, Mr. Vellu Mahadevan is dedicated to inspiring growth, unlocking potential, and fostering transformative freedom in individuals and organisations alike.
The 5-Minute Meeting: What I Learned When Time Ran Out
BY JULIET FUNT
Rethinking Efficiency: Time Constraints Can Lead to More Productive Meetings
Something unexpected happened last week that made me question my default beliefs regarding efficient meetings.
A client showed up 20 minutes late to our scheduled 25-minute Zoom call (scheduled with a five-minute wedge, of course). I was hanging in my Zoom room, doing other work, and had forgotten what I assumed was a skipped meeting. Then the client popped in with apologies and a lovely smile that made me want to get to know him. With only 5 minutes left in my calendar slot and a coming meeting that could not be delayed, I had two choices: reschedule or attempt what seemed impossible—complete a meaningful business conversation in the time it takes to make a smoothie.
We chose the latter, and what unfolded astounded me.
In precisely 4.5 minutes, we:
» Exchanged company context (120 seconds)
» Summarised our current situation (under 60 seconds)
» Identified key stakeholders and project alignment (30 seconds)
» Connected our capabilities to their needs (30 seconds)
» Outlined clear next steps
» And wrapped it all up.
Here's what fascinates me: Everything got done—not just adequately—completely. Of course, there was a relationship-building and context that was skipped. But we got to an action step, and it was a wonderful and unexpected feeling.
When Constraints Become Catalysts
As someone who deeply believes in the power of meaningful connection, this accidental experiment challenged my assumptions. While I still maintain that investing time in relationships is crucial, this experience revealed something profound about our default approaches to business communication, begging the question: How many of our default meeting times are based on habit rather than necessity?
We already know that U.S. employees spend about 15% of their workweek, 393 hours annually, in meetings—only 30% of which are productive. While some of this is because we get caught in the familiar traps of unclear agendas, unnecessary attendees, and unfocused discussions, could a factor also be our tendency to overestimate the amount of time needed for discussions?
The Psychology of Time Expansion
There's fascinating science behind why we might not need as much meeting time as we think. We often unconsciously fill the time we're given. A 30-minute slot becomes 30 minutes of conversation, an hour becomes an hour—regardless of the actual requirements of the task at hand. It's a phenomenon known as Parkinson's Law: work expands to fill the time available for its completion.
Even more telling is what we know about attention spans in meetings. Research shows that 91% of attendees remain attentive during the first 15 minutes of a meeting before dropping off, yet we default to scheduling 30-minute blocks, or worse, hour-long sessions for what we deem "important" discussions. It's as if we've collectively agreed that longer equals better when evidence suggests quite the opposite.
Finding the Sweet Spot
I'm not suggesting we compress every human interaction into its shortest possible form—that would be both exhausting and counterproductive. But perhaps we need to challenge our assumptions about how much time conversations truly require to be effective.
What if, instead of asking, "How long should this meeting be?" we asked, "How quickly could this be accomplished?" What if we approached each interaction with the deliberate constraint of time scarcity? Maybe even just in targeted experiments, being curious and neutral about the outcomes.
The Time-Conscious Revolution
Consider this an invitation to experiment. Next time you're scheduling a meeting, ask yourself:
» Could this be shorter?
» What would happen if we had half the time?
» How might time constraints fuel focus and clarity?
» You might be surprised to discover, as I was, that sometimes less really can be more.
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.
How Microlearning Transforms Your Brain: The Sassy Science
BY SONIA MCDONALD
Unlock Peak Performance: How Microlearning Transforms Employees into Focused, HighPerforming Teams
Microlearning doesn’t just keep you from dozing off mid-lesson; it helps rewire your brain in the coolest way. Here’s how those quick bursts of learning pack a significant punch in your brain’s development:
1. Boosts Neuroplasticity
ӹ Sassy Science: Your brain is a flexible powerhouse, and microlearning keeps it in top shape. Short, consistent learning sessions create new neural connections faster. It’s like giving your brain a daily workout without breaking a sweat.
2. Strengthens Memory
ӹ Sassy Tip: Repetition is key, but who needs boring drills? Microlearning uses spaced repetition, revisiting content in small doses to reinforce memories. Your brain loves this because it gets to file information in the “important” folder, instead of the “delete later” bin.
3. Enhances Focus and Attention
ӹ Sassy Science: Our attention spans are shorter than ever (thanks, TikTok). Microlearning works by delivering content in small, engaging bursts, making it easier for your brain to stay focused. No more zoning out or snooze-fests.
4. Reduces Cognitive Overload
ӹ Sassy Science: When you overload your brain, it’s like trying to shove 100 pairs of shoes into a suitcase that only fits 10. Microlearning breaks down complex concepts into digestible pieces, making it easier for your brain to absorb and process information without feeling overwhelmed.
5. Triggers Dopamine Hits
ӹ Sassy Fact: Microlearning gives your brain tiny bursts of satisfaction (hello, dopamine!) when you successfully complete a short learning task. It’s the same happy feeling you get from likes on your Insta post—only smarter.
6. Promotes Continuous Growth
ӹ Sassy Tip: Microlearning is all about consistency. Little by little, your brain adapts and becomes a learning machine, ready to soak up new knowledge daily. It’s like turning your brain into a sponge, but one that doesn’t feel exhausted.
So, treat your brain to micro doses of knowledge, and watch it transform into a sharper, faster, and sassier version of itself. Microlearning is brain-changing magic—one tiny step at a time!
The Power of Microlearning: Sassy Tips for Smarter Learning
Microlearning is your go-to solution when you want to learn without the overwhelm. Think of it as the espresso shot of learning—quick, strong, and leaves a lasting impression. Here’s how to harness its power:
1. Focus on One Thing at a Time
ӹ Sassy Tip: Trying to learn everything at once? Honey, that’s a recipe for brain burnout. Instead, pick one topic and deepdive for 5-10 minutes. Quality beats quantity every time.
2. Use What You Learn Immediately
ӹ Sassy Tip: Knowledge is like fashion—it’s only cool if you use it. So, learn it, flaunt it, and put it into action before the sparkle fades.
3. Make It Fun and Engaging
ӹ Sassy Tip: If learning feels like a chore, you’re doing it wrong. Watch a quirky TikTok on negotiation skills or listen to a podcast while power-walking. Spice it up!
4. Leverage Tech to Your Advantage
ӹ Sassy Tip: Your phone isn’t just for selfies, babe. Download learning apps or set reminders to read a quick article during your coffee break.
5. Practice the 3-Minute Rule
ӹ Sassy Tip: No time? No excuses. If you can scroll through memes for 3 minutes, you can squeeze in a microlearning session. Balance is key.
6. Create Microlearning Rituals
ӹ Sassy Tip: Waiting for your Uber or in line for your morning latte? Whip out a mini tutorial or an infographic. Make use of life’s “in-between” moments.
7. Teach Someone Else
ӹ Sassy Tip: Want to master something fast? Teach it to your friends (even if your dog is your only audience). Remember: bold leaders never gatekeep knowledge.
8. Microlearning Playlists
ӹ Sassy Tip: Curate a playlist of short educational videos and treat it like your new jam. Who said leadership tips couldn’t be as catchy as your favourite hits?
Microlearning is about working smarter, not harder. So, keep it sassy, keep it bite-sized, and keep slaying that knowledge game!
Sonia McDonald
Sonia
is CEO of LeadershipHQ
and has vast experience in organisational development, learning and development, facilitating, and leadership development. She is passionate about building long term partnerships with her clients and making sure she achieves the best results for their business and people.
Values for Life and Leadership
BY DR. SUKUDHEW (SUKHDAVE) SINGH
Timeless Values to Guide Leaders Toward Integrity, Purpose, and a Legacy That Truly Matters
Whether in life or leadership, I believe that it is useful to have some form of guidance on what behaviours are appropriate and what are not; guidance on what it is to have a life well lived. Many years ago, while working on an undergraduate assignment, I came across the following quote from the Greek philosopher Socrates: “Are you not ashamed of your eagerness to possess as much wealth, reputation, and honours as possible, while you do not care for nor give thought to wisdom and truth, or the best possible state of your soul?” Today, I am again reminded of this quote as I watch individuals and leaders who do not seem to have any behavioural moorings and appear to be driven solely by the desire to attain, by whatever means, exactly those things that Socrates warns against. Truth and wisdom appear to have no meaning to these individuals.
“Are you not ashamed of your eagerness to possess as much wealth, reputation, and honours as possible, while you do not care for nor give thought to wisdom and truth, or the best possible state of your soul?” - Socrates
To me, there is no question that values play an important role in the paths we choose in life. The fact that I have spent much of my professional life in a central bank, where a core pillar is gaining public trust and undertaking policies that improve general public welfare, has served to deepen my conviction on the role of values in leadership. The risks to organisations of leaders lacking ethical anchors run beyond the obvious reputational and financial risks of corporate scandals, to include the corrosion of their relationships with their
employees, customers, and the communities they operate in. If the leaders are themselves lacking an ethical compass, how can they credibly create an organisational climate that encourages the type of ethical behaviour implied by the ESG goals that many organisations profess to uphold?
As leaders, there are skills that we need to manage well whatever business responsibilities we carry—things that one learns through formal learning, in business schools, and through experience. But if that is all we have, our leadership can still be rudderless. We see these in the excesses committed by many people in leadership positions and how easily they are led astray from their responsibilities. Without a sound value system that one is personally committed to, one’s life and leadership will be diminished for lack of that moral compass. Conversely, a proper value system can guide a leader on behaviours that are appropriate and those that should be avoided. It can provide positive meaning and purpose to one’s life and leadership.
Values systems do not need to be complex, although I do remember seeing one with a list of 50 virtues. It is better to keep it simple. Here is an example of a value system that I have personally found useful. It is derived from my faith of Sikhism. I will describe very briefly my understanding of each component of this values system and how it has a role in life and leadership.
3 PILLARS OF A LIFE WELL LIVED
1. MEDITATING ON GOD – Spirituality allows leaders to understand that there is a higher purpose to their leadership than just their personal wants and needs.
2. WORKING WITH INTEGRITY – Earning a livelihood through one’s own personal and honest effort and not by trying to find easy and unethical ways to acquire wealth. Not resorting to things like fraud, theft and corruption.
3. SHARING WITH OTHERS – Charity towards those who are less fortunate.
5 VIRTUES TO NOURISH
1. TRUTH: A core pillar of leadership is trust and integrity. A habitual liar goes against the very core of leadership integrity. Conversely, a leadership based on truth provides a strong moral foundation for its integrity.
2. CONTENTMENT: Don’t be so obsessed with what you don’t have that you become blind to what you do have. This is not about being complacent. It is about your outlook to life and how you channel your competitive spirit, and importantly, how you deal with failures. The advantage of contentment is that it allows you to be ambitious without resorting to unethical or illegal means.
3. COMPASSION: Empathy and concern for others. Truly compassionate leaders have a transformational effect on organisations and societies they serve.
Source: Image by vector4stock from freepik
5 Virtues to Nourish
A Values System I Have Found Useful
5 Vices to Avoid
4. HUMILITY: This virtue makes great leaders. It is also a great antidote to the vice of egoism. Having a sense of humility allows you to recognize that your success is based on the contributions of many others.
5. Love: – Love for your institution; love for the people who work for you; love for your customers.
5 VICES TO WATCH OUT FOR AND AVOID
1. LUST: With power comes temptation. There are many leaders who have fallen under the charms of this vice, undermining their leadership legacy.
2. ANGER: Everyone gets angry sometimes. But as a leader, you have to manage it and be careful about how you express it. An angry rant could make others lose trust in you, and that trust would be hard to rebuild.
3. GREED: Seed of unethical behaviour and corruption. Powerful leaders can be a source of great good but that often doesn’t happen because they have fallen prey to this vice. The contentment virtue is an antidote.
4. ATTACHMENT: Becoming too attached to your position, power, status and titles can make it difficult to do without them, leading some to resort to unethical means to obtain or retain these.
5. EGO/PRIDE: I have seen even accomplished leaders fall prey to this vice. It can be the crack in a leader’s resilience and open them up to being manipulated by those who know how to play on their ego. Highly egoistic leaders may also not be good to the long-term health of an organisation because they risk being in an echo chamber, hearing only what people think they want to hear, affecting the quality of their judgement and decisions. Their subordinates are also not able to perform at their full potential for fear of clashing with their leader’s ego. Maintaining a sense of humility helps in keeping one’s ego under control.
3 Pillars of a Life
Meditating on God
Working with Integrity
Sharing with Others
I realise that there is a risk with making explicit the values system that I have sought guidance from, in that there would be some who would be quick to point out instances where I have failed to live up to those values. However, perfection is not the goal and failure is part of learning and growing. The benefit of having a values system such as the one I have described here is that it provides an anchor for your behaviour and actions. You may at times fail to live up to those values but when you do, you are aware of it, and you know that there is a better you. That self-awareness, over time, guides and strengthens your leadership.
In sharing this, I make no claim to great leadership or having a leadership legacy; only that I have struggled for a substantial part of my professional life with leadership, its responsibilities, and what it takes to be a good leader. I do believe that a good values system can lead to a positive transformation of one’s leadership and allow one to discharge one’s responsibilities with integrity. But for that to happen, these values must not be something that you put on the wall, but rather must be imbedded deep in your mind and conscience through constant reflection. Leadership is not easy but it does not have to be bad.
This article was originally published on Dr. Sukudhew (Sukhdave) Singh's LinkedIn
Dr. Sukudhew (Sukhdave) Singh
Dr. Sukhdave was Deputy Governor at the Central Bank of Malaysia until his retirement in 2017 after more than 30 years of service. He has also served as an Independent Director of Khazanah Nasional Berhad, Malaysia’s sovereign wealth fund.
BY KARIN HURT
Empower your team by ensuring they know what matters most
What if this year, you could empower your team to not only start strong but stay strong—aligned, motivated, and clear on what success looks like every step of the way? Great teams don’t thrive by chance; they crush their goals because they know exactly where they’re going and the habits they need to get there.
To make that happen, your team needs more than goals— they need visibility to (and a genuine understanding of) the business, and a practical plan to turn insights into action.
These five critical insights, delivered through 5×5 communication (five times, five ways), will equip your team to succeed all year long.
1. Your Company’s Mission and PrioritiesWhy They Matter, and Where They Fit In
One of our favourite ways to do this in our interactive keynotes and leadership development programs is through a “movie trailer.”
Give each person the following prompts, and have them write (and share) their movie trailer with a few people.
It’s fast and fun.
The audience’s reaction to this human-centered, healthcare leader’s movie trailer is pictured right.
In a world where _________ (tension or problem you or your team exist to solve)
One __________ (heroic actor)
Will_____________(what you do)
To____________ (how you do it)
And Help __________ (who benefits from what you do)
Other Ways to Reinforce Your Mission and Priorities
» Share the mission in team retreats and meetings and connect it to your team’s work.
» Check for understanding—don't just tell them why their work matters; hear it from them
» Highlight it during one-on-ones by linking individual goals to the company’s priorities.
» Create visuals (like posters or slide decks) that keep the mission front and center.
» Celebrate wins that show how your team is advancing the mission.enables new ideas and solutions (that might not have emerged through more traditional decision making methods) to arise.
2. The Key Metrics That Matter—and Why
Empower your team by sharing the top-level metrics that fuel company performance and connect the dots to the broader strategy. When your team sees how their work impacts the bigger picture, they can focus their efforts with purpose and precision.
How to Reinforce Key Performance Indicators
» Kick off the year by explaining the why behind your KPIs.
» Share regular updates on performance during checkins.
» Send weekly or monthly dashboard updates–and invite conversation about what’s happening
» Highlight success stories that show progress against the metrics.
» Use visuals like scorecards or graphs to track progress publicly.
3. Role-Specific Metrics That Matter
To empower your team, ensure every employee has meaningful, attainable metrics they can influence. Otherwise, it’s like asking them to shovel snow in a blizzard—lots of effort, but it’s hard to see what’s getting done.
How to Ensure Your Team Knows How They’re Measured
» Work with each team to clarify a short list of the metrics that matter (if someone hands you a scorecard of 27 metrics, be sure you focus on the top three).
» Incorporate these metrics into performance reviews.
» Discuss role-specific metrics during team stand-ups or planning sessions. Find fun ways to mix this up– and celebrate why metrics are moving.
» Provide simple, engaging job aids or tools to track individual progress (no one should need a Ph.D. to know where they stand).
» Recognise individuals publicly when they hit rolespecific goals (focusing on what they did to achieve them).
4. Role-Specific Habits for Success
Habits are the hidden drivers of consistent performance— they shape daily actions and, ultimately, results. Empower your team to identify and master the habits that pave the way for success in their roles. Whether it’s time-blocking for critical tasks, staying on top of client follow-ups, or building in a final check before submitting work, the right habits make excellence repeatable. Don’t forget the power of team dynamics: communication and collaboration habits, like those in our SynergyStack™ Team Collaboration System, can transform how your team works together and delivers results.
How to Reinforce It:
» Share examples of successful habits from highperforming peers.
» Model these habits yourself—be the example.
» Provide training or tools that make adopting these habits easier.
» Make habits a recurring topic in your one-on-ones.
» Recognise and celebrate when someone demonstrates consistent habits.
5. How They’re Performing - Candid Feedback, Accountability, and Celebration
The start of a new year is an ideal time to recalibrate and ensure your team understands how they’re doing. They need clarity—what’s going well, where there’s room to improve, and how their work contributes to the bigger picture. Honest, straightforward feedback helps them focus their energy and make meaningful progress.
Accountability matters just as much. It’s about helping your team take ownership of their goals and follow through, knowing you’re there to support them along the way. And don’t forget to celebrate what’s working— recognising even small achievements can energise your team and reinforce positive momentum for the year ahead. This balance of clear feedback, accountability, and celebration creates a foundation for steady growth and meaningful impact.
How to Reinforce It:
» Schedule regular feedback loops during one-on-ones.
» Use team meetings to highlight collective wins and address areas for improvement.
» Send written performance summaries or recaps to ensure clarity.
» Create a culture of peer feedback and team accountability to supplement your input.
» Celebrate progress—big or small—publicly and often.
Make It Stick with 5×5 Communication
The most important part of all this? Repetition. The 5×5 communication strategy ensures your key messages stick. It’s not enough to say something once; you need to share it five times, in five different ways. This could include team meetings, emails, dashboards, one-onones, or even a casual conversation over coffee. When you vary the medium, the message becomes impossible to ignore—and far more impactful.
Your team is looking to you for direction, clarity, and encouragement as they begin the new year. When you ensure they understand these five things—and reinforce them using 5×5 communication—you’re setting them up for success.
This article was originally published on Let’s Grow Leaders.
Karin Hurt
Karin Hurt helps human-centered leaders find clarity in uncertainty, drive innovation, and achieve breakthrough results. She’s the founder and CEO of Let’s Grow Leaders, an international leadership development and training firm known for practical tools and leadership development programs that stick, and the author of four books including Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers and Customer Advocates
Contributing
The Six Levels of the Engagement Pyramid
Owning
Leading
Endorsing
Following
Observing
Source: The Vital Edge by Gideon Rosenblatt
"What counts in life is not the mere fact that we have lived. It is what difference we have made to the lives of others that will determine the significance of the life we lead."
