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Saturday 2 February 2013

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WHAT MAKES A GREAT LEADER Professor George Kohlrieser on leadership that endures adversity.

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THE NO. 1 MISTAKE MANAGERS MAKE

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roshan says

CharaCter beats

CompetenCe any day!

A

number of years ago, when I was on an amazing hiring streak, I received a resume which was extremely impressive. The candidate was from a top Ivy League school, with a stellar academic achievement coupled with some amazing extra-curricular activities and involvements. I was extremely excited to see this resume amongst the pile of standard, boring resumes that were piling on my desk. In fact, I was so excited that I immediately told my HR leader to set this candidate up for an interview.

The interview was set up and we did some pre-interviews where the candidate was subjected to a number of game-based interview sessions with my team. After that session, the team would normally weed out candidates before I interviewed them. I waited to interview this candidate but for some reason, my team had weeded him out.

I was upset and insisted that I interview him. And much to their dismay, I persisted and met the candidate.

For some reason my mind kept telling me this person was a great candidate (based on the resume). And even when interviewing the person, you could see the smarts he had. He answered questions with ease and seemed to be a highly-confident person. But when I started to ask him about his values, his true character started to show. His character and personal values were undeveloped and made me extremely nervous. Here was a brilliant talent, with no values.

I was so disappointed after the interview as my mind said hire him but my heart said he would fail miserably. And so I did not hire him (much to the joy of my team who clearly saw his weak character displayed during the game-based interview sessions). In fact, my admin assistant came to me after he left the office and told me she did not like him and would be very upset if I hired him.

Character and values are sometimes relegated to items of low priority in the workplace. But these are actually key issues in the success and failure of any organisation. This week’s issue of the career guide delves into the issues surrounding workplace ethics. In this current era of globalisation, almost all employers are looking for professionals who are equipped with the proper qualification, talent and skills. In fact, almost all hiring is competency-based (this means that a set of skills and qualifications which you list down in your resume is the key reason you get called for interviews and generally get hired for). However, almost all organisations don’t promote people based on skill alone. Most of the time, leaders promote people based on values and character. In reality, we hire for competence but we promote for character.

So, what are your values? Are they aligned to the organisation you work with? We do hope this weekend, after reading our career guide, you will take some time to reflect on your values and personal ethics in the workplace. If they need to be re-evaluated, maybe this weekend will be a great time to do so.

So, read on this week and we do hope you enjoy our career guide.

We hope our career guide will continue to inspire you to keep learning and growing every day of your life. Learning is painful yet it is essential for our development and ultimately our success. We have filled this issue with ideas and resources to help you grow your career. Keep leveraging our amazing videos and other resources which can be accessed online at www.leaderonomics.tv or at our main home site www.leaderonomics.com.

We wish you all the best in your career journey! We hope you have as much fun with this pullout as me and my team at Leaderonomics have had fun putting it all together. If you have any feedback on the pullout, feel free to email me and my team from Leaderonomics at mystarjob@leaderonomics.com. We love all feedback (we believe it’s a gift from you to us regardless of the nature of the feedback!) so do send us your thoughts, ideas and aspirations for the pullout. Have a super weekend!

Warm regards, Roshan Thiran Editor, myStarjob.com & CEO, Leaderonomics

EDITORIAL

Editor RoshanThiRan

ContributingEditors LiLyCheah evaChRisTodouLou PRemaJayaBaLan

Journey to success

Group CEO of Stridec Creatives uses his past failures to push him towards greater achievements. Pg 3

TOP 10 Dare to be different

What you can do to stand out at work. Pg 6

Not enough time!

Fresh opportunities

Poor time management habits and some solutions.

Pg 11

PayPal’s culture, values and what it offers to prospective employees. Pg 11

Double your brain capacity Learn how to optimise your brain by increasing its capacity. Pg 12

No. 1 failure of managers

Managers must learn to transform, not just transmit information.

Pg 12

Career tips Learn the unspoken ruLes of the workpLaCe

Every organisation will have a common understanding amongst employees which will reflect on their conduct. For example, in some offices, dress down Fridays does not mean that wearing jeans is acceptable. Understanding the various intricacies of the office attitude will enable you to adapt faster and toe the line.

show Commitment at work

Show unwavering commitment towards your work as one of the top priorities in life. A common mistake would be to treat this as a prelude to becoming a workaholic but in reality, having a good work-life balance is proof of a committed person. Take initiative, do your best and get the job done on time.

sinCere disdain vs faLse approvaL

The truth is often ugly, even more so when an outsider has to reveal it to an employee. Sugar-coating your comments and opinions to be the “nice one” in the office may cause more harm than good. Be honest, tactfully, when your opinion is sought to provide value-added feedback.

show LoyaLty to your organisation

In the age of job-hopping and constant change, people lack the steadfast loyalty displayed by the older generation at work. While you are working for an organisation, always seek for its best interests and support your company. As tempting as it may be, acting on your personal interest when your company’s interest is at stake will cause a major downfall in your career.

be Considerate towards aLL empLoyees

In a multi-racial environment, we should always consider cultural sensitivities in order to respect employees from all backgrounds. This may include learning about the customs and cultures of other people so that we can become sensitive to the needs of our colleagues. Be cautious of conducts that may be perceived to be biased as they will cause an upheaval amongst the employees.

SubEditor LeeKaRyean Layout,Art&Design Tungenghwa

l Editorial | mystarjob@leaderonomics.com

mohdizudinismaiL zuLhaimiBahaRuddin ahmadfadzuL adznamsaBRi

mohdKhaiRuL muhdhafeez Razziah shawnng

Lisanneyeoh Writers&Contributors angieng JosePhTan

l Advertising | imran.hashim@leaderonomics.com

ameeRahussain RadhiKaCheLLiah JamesLee RiCKngu

Lenniseng SalesManager imRanhashim

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from Vcd to sHerman foo makes it big in singapore

Looking back, faiLing to pursue my education was probabLy one of my

biggest faiLures and regrets

By ANGIE NG angie@thestar.com.my

D

ROPPING out of college is certainly a big setback for a young teenager eager to earn his degree and to get inaugurated into the working world, but Sherman Foo did not let his failure of donning the graduation garb stop him from pursuing his dreams.

Although he had enrolled to study graphic design at a local institution after completing his SPM, Foo decided to stop his studies after just seven months due to lack of interest and financial woes after his father fell ill.

When he was 19, his father passed away and being the oldest child, Foo was tasked to take care of his mother and two younger brothers.

“Looking back, the abrupt termination of my studies was probably one of my biggest failures and regrets. I had to start from the bottom which was both physically and mentally draining. As a sales assistant, I had to stand a ‘day long’”.

“If I had continued with my studies, I could have been more successful as the degree would have given me a good headstart in my career,” the 34-year-old bachelor shares with Leaderonomics.

At a critical time during his formative years of 17 to 18 years, he was selling VCDs and illegal software CDs at Imbi Plaza in Kuala Lumpur.

Describing what he now calls his “low period”, Foo says, “It didn’t feel natural as the crowd was rowdy and the pay was miserable. I only had RM2 to spend a day and had to watch every cent including on what I ate. That’s when I made a vow to myself that I would work hard to be a huge success so that I would never need to stinge on food again.”

That experience actually came as a blessing in disguise to Foo as it marked the start of his journey of a “thousand steps” (literally). A few months into his job, the Malacca-born lad decided that if he was going to be miserable, “I might as well be miserable in a market like Singapore.”

That was when he hopped onto a bus and made his way to work in his first “actual job” as a retail assistant with an American apparels branding outfit in Takashimaya.

TAKING THE PLUNGE

During his first month in Singapore, Foo says he had to sleep in a tiny store room which he rented from an elderly woman. Only after he received his first pay check was he able to afford a decent place to live.

He worked there for two years before he received an offer to join a big Italian luxury company.

The feisty teenager realised that without a degree he needed to push himself even harder to make up for his “shortcoming”.

What he lacked in education he made up with hard work and an eagerness to learn and read up about

subjects that mattered towards self-improvement in books and magazines. Being in the apparels and fashion industry, Foo took pride and interest in all the brands he represented, established good rapport with his clients as well as provided feedback to his principals.

He triumphed against the odds and has charted quite an impressive record in his resume ever since.

From a retail assistant, he was promoted to manager. By the age of 27 in 2006, he was already the regional marketing director for Swiss watch Roger Dubuis.

In 2007, Foo decided to start his own business; a one man public relations, marketing and branding consultancy company, Metacommunique with just S$1,000.

In 2010, the company merged with Singapore-based Stridec Creatives to provide consultancy services that included across the board creative design services from advertising, digital and web solutions, videos and print to consultancy on marketing, branding management, IT and mobile application services.

Helmed by Foo as the group CEO, Stridec Creatives has since expanded to Kuala Lumpur, India and also has a representative office in Portland, the United States.

“We are expanding our core creative, technology, and consulting businesses and will diversify into new businesses as we see fit. We are also venturing into building boutique hotels, retail of clothing and luxury handbags, food and beverages, air freight logistics, software and mobile apps as well as car grooming businesses,” Foo discloses.

He elaborates: “In the not too distant future we hope to be considered for mergers, buy-overs or even public listing, as the wish list for my group is to go more into

ceo

major businesses like property development, luxury hotels, resorts, shopping malls and other commercial projects. I believe we have something unique to offer as well as an edge in how we run our businesses.”

ROLE MODEL

According to Foo, he has always wanted to be an entrepreneur ever since he was a teenager. “I’ve always read about innovation and the importance of leaving a mark in this world. To make one that I could call my own, I came to realise that politics, businesses, products and the accompanying fine print operated just like clockwork.

These connecting cogs had been the key to creating businesses that were supported by other businesses. From supplying, production, retail and buying over competitors, profits could be ensured either way the market turned. Not only did I connect the dots together, but I discovered my niche as an entrepreneur because it was all so fascinating to me. Just like the board game Monopoly, when you own houses and hotels on each and every square peg, wherever your friends land they will have to pay you something.”

Foo says he is happy with what he is doing and loves going to work every single day. “If you never feel that it is a bane to work, you’re truly blessed and I believe I achieve that on most days,” he enthuses.

On the people who inspire him,

Foo says he has high regards for Tan Sri Tony Fernandes for being “a true blue Malaysian who has made quite a mark around the globe from starting out in just a singular business (airlines) to venturing into mobile, hotels, insurance and F1 racing.”

“Sir Richard Branson and Donald Trump are also brilliant self-made billionaires who have made their mark and achieved success their way”, Foo adds.

In his zest to learn, Foo is also an avid reader of books written by Robert Kiyosaki and Warren Buffett.

Foo wants to share his secrets of success and is working on his first book, Money Costs Too Much which he hopes to get published this year.

He is also planning a sequel for the book, and to give talks and consultancy advice to “any audience who will have me to share and to enrich them”.

Going forward, Foo plans to retire by the time he turns 40 and on top of his to-do list is to travel around the world.

He advises those looking for opportunities to venture into new careers or businesses to: “Just do it. But only after you have done the necessary research and evaluation before taking the plunge.”

He cautions them “not to pay too much heed as to what other people around you say about your plans as not everyone will share your aspirations.”

“First and foremost, do all the due research and you’ll be pleasantly surprised by how things pan out,” he says encouragingly.

4

myStarjob.com, Saturday 2 February 2013

Experiential Learning.

Are You Practicing This?

“For the things we have to learn before we can do them, we learn by doing them” – Aristotle The best way to develop a dynamic leader is through lessons learnt from experiences. Experiential learning is borne out of exploring, experiencing, creating, discovering, relating to and interacting with the world around us.

We at Leaderonomics believe that leaders can be developed. An established team of strong leaders is the foundation needed for any organisation to soar.

Our Learning & Development Programmes designed to produce charismatic leaders who are resilient and knowledgeable in leading an organisation towards great accomplishments. Over 200 well-crafted courses are offered for the development of leaders.

Leaderonomics’ 70-20-10 learning model is derived from thorough research which proves that people learn best not through theory but by having practical experiences. This experiential learning approach has been a phenomenal success among the leading organisations in the world.

Leaders can bring success to an organisation. When opportunity comes, are your people prepared to take on leadership roles to take your organisation to the next level?

TYPICAL MODEL

LEADERONOMICS MODEL

Life Experiences

10%

Networking, Role Models & Mentors

Life Experiences

Classroom Training

Networking, Role Models & Mentors

20%

70%

70%

20%

Classroom Training

10%

Be A Leader.

To find out more about the Leaderonomics Learning & Development Programmes, visit our website or write to people@leaderonomics.com.

www.leaderonomics.com

WHAT GREAT LEADERS DO BEST

By GEORGE KOHLRIESER george.kohlrieser@leaderonomics.com

S

URVIVAL mode involves only a limited amount of energy and opportunistic thinking – and it is up to leaders to inspire oft over-extended, frustrated people and help them see the opportunities that come with any crisis.

In order to lead the switch from the prevailing negative mindset to the idea that we are poised for a recovery, leaders need to “lead at the edge” – or – in other words, lead the way to a positive mindset and a state of inspired energy.

This all sounds great on paper but when the harsh reality consists of a daily diet of laying off people and cutting costs, moving into a state of “inspired energy” presents a challenge for any leader – particularly one surrounded by people laced with pain and anticipated loss. How does one person inspire others in such an environment?

Playing to win

Moving forward requires a mindset change and that means taking control by strengthening one’s resolve to “play to win”. The first step is for leaders to actively understand the pain that they and their people are going through. With this empathic state, leaders can then direct employees to look towards the benefits and opportunities often buried within a crisis. Playing to win requires good risk assessment, a clear game plan and most importantly, the ability to inspire people through knowledge and new ideas to join the ride.

Leaders who can genuinely help people to see that “a change has a benefit” can turn “being a hostage” and being helpless into an active engagement.

This is what it means to “play to win.” The opposite is focusing on fear and avoidance of pain which is then in fact “playing not to lose.”

what makes a great leader?

Any leader who has not worked on his or her self will have difficulties leading properly.

Great leaders start with themselves – understanding their own foundations and being aware of their secure bases

PLAy TO Win

mystarjob.com, saturday 2 February 2013

(the people, places, events, beliefs, and other experiences that have shaped them).

Only from this point can one become focused on external goals and then aspire to take the fear out of others. Great leaders are secure-bases to others with an ingrained sense of confidence in themselves. They are not overwhelmed by fear and do not fall prey to helplessness that could only be destructive to themselves and those around them.

Great leaders are rarely taken hostage and are not afraid of argumentation or people pushing back. Secure-base leaders are not afraid to make decisions based on the input of others, including their adversaries. Accepting valuing and seeing the potential in individuals is intrinsic to them. Great leaders do not use threats, nor communicate with an over-emphasis on danger. Great leaders understand the importance of risk assessment – and possess the ability to take calculated risks. They also have two fundamental characteristics:

1. POwER and aBILIty Leaders use their power and ability positively to impact both themselves and others. Part of this implies following the Lincoln philosophy of “teams of rivals”, or, in other words, engaging potential enemies and winning them over as allies so that they bring in people with different ideas who will challenge the status quo. This approach ensures the most vibrant potential for innovation and new ideas.

2. InfLuEncE Ironically, by the time leaders have achieved complete formal authority, the successful ones are those who then use informal authority – influence – to make things happen rather than by exerting their hierarchical power. They are able to influence others through powerful dialogue, seeking a greater truth by thinking together.

reclaiming your Power

There are many great stories of teams and individuals who have made something good out of the worst possible crises. A crisis – with its ability to raise questions about what really is important and where an individual or an organisation is really going – can sometimes be the straw that breaks the camel’s back.

A crisis can also be the cloud with the silver lining. In order to handle crises and their intrinsic questions, leaders must be able to reclaim their own power and enable those around them to do the same.

Taking back the power can take many forms. It could entail organisations going back to their core values or products or ways of doing things that suited them better, or, contrarily, innovate and move in a completely different direction. It could mean figuring out what new talents will be needed in the future.

It may involve developing emotional intelligence as a leader, being better at business processes, expanding knowledge in business areas, or going into new professional arenas. In a retrenchment situation, taking back the power might mean contacting

people in your social network or exploring entrepreneurship possibilities.

Trusted friends can play a key support role in a transition.

Anybody who has suffered a major loss – whether it is a personal or professional one – knows that people, supported by others, can have an extraordinary resilience to bounce back from even the most unthinkable crises.

It simply requires the emotional and technical skills to do so. The current world financial crisis is no different. Great leaders all suffer great losses but have learnt this extraordinary resilience to bounce back from all kinds of adversity. n Professor George Kohlrieser is programme director of the High Performance Leadership programme at IMD. He also teaches on the following programmes: Advanced high performance leadership, Breakthrough programme for senior executives, International seminar for top executives, Leading the family business, Orchestrating winning performance.

If you would like to find out how George can help your organisation, email people@ leaderonomics.com

GREAT LEADERS unDERSTAnD THE imPORTAncE Of RiSk ASSESSmEnT – AnD POSSESS THE ABiLiTy TO TAkE cALcuLATED RiSkS

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mystarjob.com, saturday 2 February 2013

Top10 ways

To sTand ouT aT work

9

Be a Leader in meetings. In every meeting, there are leaders and followers. Leaders always make high level contributions. Management always takes notice of the contributors as they tend to provide suggestions that can take the company to greater heights.

10

Let the ideas and suggestions fLow. Start with your own job and you can suggest ways to do it more efficiently. Even if your manager balks at it, keep making suggestions wherever you can. It shows initiative.

8

do more than what your joB requires. For example, if you work in customer service and someone needs help, go beyond offering “standard help.” Go beyond your duties to ensure that the customer is satisfied. Customers like to commend companies on great service and your manager will be hearing about the excellent job you are doing.

6

7

Be the “go to” person. Being helpful goes a long way especially in building rapport with your colleagues and manager. You may also gain new skills along the way in areas outside your job.

5

Be proactive!

It is always better to factor in problems that may arise with future plans. Think of suggestions to solve these problems so that in the eventuality they arise, you will be able to wow everyone with your foresight and provide a solution to the problem.

3

pLay a roLe in committees. Join a safety committee or a club in your company where you can contribute significantly. These can be special interests or skills that are not prominent in your day job. Being an outstanding employee includes having a variety of skills that will be make you indispensable to the organisation.

dress the part. This is probably the easiest way to get noticed in the workplace.

When you dress the part, you feel it. The confidence you project will make you a natural leader.

4

Be an initiator. Take the initiative to help out with the cleaning up after the office party or help plan the annual day out. Your initiative is always appreciated within the company and it will reflect your positive attitude.

2

1

never Bad-mouth the company you work with. This may not only result in your downfall as news spread fast, but will generally demotivate you as a person.

Thoughts transform into actions and if you have negative thoughts about your company, there’s very little good that can come out of the situation.

Instead, be inspirational and optimistic.

Be a team Leader. This is an opportunity to stand out and impress your bosses with your leadership skills and ideas. Being a leader gives you the opportunity to transform your ideas into reality and get noticed as a person who can get things done well.

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Leaders should practise work ethics themselves before urging their employees to follow suit. Do it first and your workers will definitely follow.

A positive public imAge A high-flying company that practises good work ethics and conducts shines in the eyes of the public. High ethical standards in your company show that your organisation is genuine. This will attract more stakeholders to partner with your organisation.

reprimAnd those who go AgAinst work ethics

If a worker is caught going against work ethics, that person should be reprimanded, no matter how small the fault is. This shows that you are a leader with principle and sends out a strong warning to all the other employees.

S C I H T E E C A

L P y n K O m R R A H O g n WEnSuRI

E C I f f O E H T In

By PREMA JAYABALAN prema.jayabalan@ leaderonomics.com

E

mployers are advocating strong work ethics as an important criterion of a good employee. Workplace ethics are one of the most talked about topics amongst employers and employees. Most organisations place priority on good work ethics and have come up with various programmes to cultivate good ethics at work among their employees. However, how many of us actually embrace them?

Workplace etiquette can be best defined as a code of conduct that brings positive vibes and influence to the development of an organisation.

Workplace ethics inspire healthy and interactive communication among staff, respect for each member in the organisation, honesty and integrity.

Ethics comprise principles that outline rules and moral values. An organisation is an avenue that holds a group of individuals with different backgrounds and characteristics. There is an amalgamation of attitudes, thoughts and imaginations that can strengthen or weaken ethical conduct. Thus, it is very important that the sanctity of ethics is understood and applied by each and every employee in an organisation.

speech

trivia

meeting team

decision

Acknowledge And rewArd those who prActise them

Reward employees who practise good work ethics. It need not be much, it could be an email that is copied to the rest of the company or a small token of appreciation presented to the employees. This will serve as a reminder to the rest of the organisation of the importance you place on ethics and etiquette.

coworkers

team level

group

trivia

How do we ensure that positive shared values are practised by all in an organisation? As the saying goes, “charity begins at home”. It has to start with the top leaders.

A good leader should first adopt and apply these proper codes of conduct to promote an ethics-driven culture in the organisation.

You can state your expectations clearly and get everyone motivated by starting this “virtuous movement” in the office. Next, start analysing and recruiting employees who share or are inclined to follow this belief. Eventually, you will see a harmonious office with good work ethics among your workers.

The work environment has changed over the last two to three decades. In the past, people knew only a number of people from work and fewer people from the same industry. However, the working world has become a huge community with a lot more happening in the office besides work. Through networking, people from various industries get to know each other.

Hence, ethics at work are very important in the interest of getting into your employers’ good books. They also create a warm and comfortable atmosphere with your colleagues. It is not at all difficult, just adhere by these work ethics “commandments” and a conducive atmosphere at work is achievable.

AlwAys show respect And do not criticise 1 your employer

This is one main element that has remained sacred over a long period of time. A wise employee will always try to remain in the good books of the boss by adhering to the saying “the boss is always right.” However, times are changing now and bosses have become more accessible. Most employers love to hear inputs, opinions and thoughts from their employees and use them to improve their business. Communicate effectively with your bosses and always show them respect.

Just because you are allowed to voice your thoughts, do not go overboard and criticise them. Never ever talk behind their backs either and avoid maligning your bosses.

do not 2 rub your colleAgues the

wrong wAy

There was a time when people were not bothered about what was going on in the next cubicle.

Today, employers and employees believe in befriending colleagues at work. Activities and programmes at work have created this environment. Always be honest and truthful in relationships with your colleagues. Do not get involved in acts that leave a bad impression of you to your colleagues. People at work can either help you succeed or hamper your prospects. Thus, always be genuine and do not put down someone who has made a mistake.

RESPECT THE CONTRIBUTION OF OTHERS

prActise whAt you preAch

An organisation that has everyone following work ethics does not need to worry about employees stealing the company’s assets, falsifying documents, taking false sick leave, extended break hours, playing truant and other disciplinary issues.

As for employers, valuing their employees’ contributions, treating them well and rewarding them when necessary is important in accomplishing the organisation’s mission.

discussion

situations colleagues

protection of compAny property

employees

Etiquette workplace boss colleagues

employer

Employees go to work happily knowing that they and their contributions will be respected and appreciated by their superiors.

They won’t be harassed by coworkers and can work together harmoniously in a genuine and honest atmosphere.

Work

behavior

provides emotionAl security

team situations discussion

WHy ARE WORKPLACE ETHICS ImPORTAnT?

Ethics foster an atmosphere built on trust, sincerity and partnership - important elements for team building. On this foundation, employees are able to work together without prejudice, understand employer expectations well and motivate each other to excel in their jobs.

HOW CAn EmPLOyERS dEvELOP bETTER WORK ETIquETTE In THE OffICE?

mystarjob.com, saturday 2 February 2013

enhAnces teAmwork

TIPS

not compAre yourself with your colleAgues 3 do

Understand that all employees in an organisation are different and each has been assigned to a task because of a unique talent or skill. Do not compare your work with your colleagues’. Don’t go complaining to your employer or peers when a colleague gets promoted. It will definitely happen when the time comes and when you deserve it.

do not interfere 4 or comment on your colleAgues’ personAl AffAirs

If you respect your fellow workers’ private space, you will notice the same demeanour reciprocated to you. Avoid reading their personal emails over their shoulders or eaves dropping when they are on the phone. Show concern when they are down but do not insist on knowing what is bothering them if they are reluctant to tell you. Sometimes, a colleague may open up and confide in you about his/her family affairs or romantic shenanigans. Listen and offer advice when asked, but don’t be over zealous in giving your thoughts and opinions. Most of the time, he/she just wants someone to talk to.

not be A 5 do busy-body

One of the most important work ethics that should be practised by all is to keep your nose stuck in only your own affairs and not of others’. Create a pleasant environment at work by not getting yourself involved in your colleagues’ tasks, until and unless you are asked to help. Do not show off that you can do better than your colleagues, instead redirect that energy into your own assignments and try to excel in them. Do not be a tattletale and feed your employers with information on your colleagues’ failings and faults. You might be in for a surprise as you won’t be praised but will get reprimanded from your superiors for displaying such shallow attitude.

6

let your Attire speAk for itself

A lot of emphasis is given on dress code at work. Rules have been set by organisations on how an employee is supposed to dress. This is crucial as employees have to meet clients and stakeholders. As such, an employee’s

dressing portrays a picture of his/her professionalism in handling a job. Always dress well and appropriately. Follow the codes set by your management. Dress smart when you are meeting a client. Most organisations have semi-formal days and casual Fridays where they give leeway for their employees to dress down on the last day of the week. So you can leverage on that and enjoy a casual day at work as well.

not bring fAmily into work 7 do

Do not speak at length about your family to your colleagues. True, everyone has a family and your colleagues may be interested in basic details and stories about your family but you don’t want to bore them with your family woes and dilemmas. Nobody wants to listen to lengthy sob stories about your family when there are loads of things to be done at the office. Another rule is to not bring your family to visit your workplace unless they are invited to the premises.

8

respect the contribution of others

Each colleague in your organisation contributes towards the betterment of the establishment. Each and every contribution that drives productivity in an organisation is seen as a significant and valuable offering. It should be acknowledged and respected. Do not get jealous of the praises your colleagues get for their successful contributions. Always remember,

that it goes towards the betterment of the organisation as a whole and this will also bring a positive impact to you as a member of the organisation.

tAke credit only when it is due And be modest 9 About it

When there is an appraisal and it is due to your work, take the credit for it because all your efforts are acknowledged and you need to celebrate. However, do not leverage solely on the benefits if it involves another colleague’s work as well. Share the acknowledgement and don’t try to grab the spotlight all for yourself. Be modest about your success. The office will definitely be informed about it by your leaders. Do not go on blowing your own trumpet. Accept the wishes with a warm smile and a genuine note of thanks.

keep 10 AlwAys yourself informed

The last rule in the work ethics commandments is to always be well-informed about what is happening in the business. It does not augur well if you do not know how the business structure at the office is taking place or if you are dozing off when a business talk is taking place. Being on top of what is happening in the office and being informed about your workplace affairs will generate a good impression of you as a competent and able employee.

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mystarjob.com, saturday 2 February 2013

By AMEERA HUSSAIN ameera.hussain@leaderonomics.com

M

ANY companies understand that good practices in the office promote exemplary behaviour and in turn project a positive and attractive image of the company.

However, even as more companies recognise the importance of implementing and practising good work ethics, their effectiveness requires perhaps more than merely having these ethics in writing or repeated to employees.

A study conducted among 2,795 employees in the United States cited the following as the most common forms of misconduct: l Lying to supervisers l Unfair treatment of employees l Improper/personal use of company resources l Conflict of interest l Lying on reports, and l Sexual harassment

eNfORcINg WORkpLAce eTHIcS

– eNSURINg A gOOd RepUTATION!

Similarly, the National Business Ethics Survey uncovered that many employees were cynical about management actually doing anything about their complaints or feared retaliation from peers for “snitching” or repercussions from management for being “trouble-makers”.

Although it may be difficult and almost impossible to eliminate, employers must take steps to address and stop retaliation at both peer and management levels.

lEading by ExamplE

It is said that good ethics must be practised and displayed by the higher management.

Research shows that employees have a 49% positive view on the integrity of senior management, statistically similar to a few years ago. This means that employees’ views on management have not changed much over the years.

Perhaps the solution lies in the fact that the management is more positive about workplace ethics than the typical employee. Thus, it is important that besides “walking the talk”, seniors must also involve lower management in ethical discussions.

This is important because a negative situation should not be allowed to fester as this will undermine the company. Should the problem be left unresolved, employees will see no value in action and may turn to external means or third parties for a solution. In addition, workers want to be associated with companies they trust, and therefore reported misconduct must be investigated and acted upon.

Furthermore, a good reputation is an immeasurable asset that employers will naturally want to protect.

Gretchen Winter, vice-president of business practices at Baxter International notes that

a strong reputation is, in many ways, a natural outcome of a strong commitment to ethics at all organisational levels.

Management generally recognises that the employees can either enhance or diminish that reputation through their daily decisions and interactions. They may not fully appreciate how an ethics programme can provide employees the tools to enhance that reputation.

building trust

Perhaps one of the most important values is the trust that must exist between employees and the management. As mentioned, a company must ensure that an investigation is carried out after a report is made.

Another method is to implement an ethics programme to provide employees with the tools and knowledge they need in making ethical decisions. The idea behind this is to allow both sides to acknowledge that there may be an ethical dilemma and that there are resources to overcome it.

Winter points out that employers have a choice; “They can either have employees come to them with every ethical decision, or they can give employees a framework to make many of

START YOUR cAReeR WITH ALLIANce bANk

By PREMA JAYABALAN prema.jayabalan@leaderonomics.com A career in the financial services industry is challenging and rewarding contrary to the perception that it is stagnant and boring.

The industry consists of talents from a wide spectrum of academic disciplines from accountants to chemical engineers.

This diversity of knowledge enables the industry to improve on the delivery of financial services in these challenging times.

For the second consecutive year, Alliance Bank welcomes dynamic and energetic fresh graduates to its prestigious Management Trainee Programme (MTP).

The 12-month programme is an opportunity for young talents to gain invaluable knowledge and experience, as well as to hone key competencies and skills required for a successful career in the financial industry. Fresh graduates with an average CGPA

“Ethics programmes cannot prevent all misconduct from occurring,” says Ken Johnson, an ethics consultant and colleague at the Ethics Resource Centre. “Even in the best-run and most ethical organisations, there are always a few employees who wilfully break the rules.”

In such cases, there is no substitute for clear procedures and sanctions. But the real function of an ethics programme “is to allow basically good people to do the right thing and succeed.”

According to Johnson, this is the essence of a healthy work environment. People need to be sensitive to ethical issues on the job, but they also must trust their organisations enough to raise them.

Ethical QuEstions in malaysia

The same study showed that 65% of employees who noticed or were aware of misconduct in the work place did not report them. Assuming good ethics policies have been implemented or that an employee knows of their existence, the question arises as to why results aren’t satisfactory.

Among reasons cited, some were of practical importance; for some there were not enough facts or evidence to bring a complaint forward while others felt that it was not their business or responsibility to report such misconducts. Also, the employees: l Didn’t feel the organisation would respond l Didn’t know of an anonymous/confidential way to report it l Feared retaliation from management, and l Feared being considered a troublemaker

Eliminating labEls

these decisions themselves.” Executives who can trust their employees to do the latter will have more time and energy for other work.

of 3.0 and above second class upper, young working adults with less than three years working experience, and people passionate about the fiscal situation of our world are perfect candidates for the MTP. To qualify for the programme, you will have to undergo a preliminary extensive profile screening on language, mathematics and presentation skills.

These tests will provide an insight into your competency skills including, but not limited to, comprehension, conversation, writing, and data analysis.

If you are selected, you will begin the year-long MTP journey in April 2013. You will have an overview of the bank and its operations, before being placed in the bank’s branches and business centres as part of the Customer-Facing Attachment.

Thereafter, you will be assigned to various departments on a job-rotation basis. Before your final assessment and permanent placement, you will be working in a specific

departments for six months. Permanent placement is based on one’s skills, talents, and preference.

By the end of the programme, the qualified MTP candidate will not only understand the fundamentals of the financial industry, but would have sharpened his/her skills in people and project management.

These skills are imperative in one’s personal and professional development, regardless of one’s choice of career in later years.

The new recruit of Alliance Bank will be exposed to opportunities for career advancement in a conducive work environment that is based on the organisation’s core values of respect, integrity, teamwork and excellence.

Alliance Bank believes in development, and the MTP is a reflection of its conviction to develop the next generation of financial professionals.

In 2010, the Malaysian Anti-Corruption Commission received 7,224 cases of allegations of corrupt practices involving millions of ringgit in cash. Despite measures taken to curb corruption, Malaysia’s corruption index rating seems to be no where near improving.

Research has also shown that other than corruption, bribery remained a major concern in the area of misconduct in the office. In the same year, a total of 510 people from various sectors were arrested for allegations of the former. Among other forms of misconduct were tax fraud, deceptive advertising, production of unsafe products and copyright issues.

These are, admittedly, major forms of misconduct. Having said that, one would perhaps agree that in lesser terms, the most common form of negative behaviour is bad time-keeping and lack of respect for others.

Other than the excuse of traffic jams, the well-known remark “on the way”has become synonymous with Malaysians who have not even left home yet for their appointments.

Moreover, this also reflects on the employees’ lack of respect for someone else’s time.

Respect in terms of service and treatment of others is also a major issue in Malaysia as we have consistently been ranked as one of the rudest countries in the world.

Thus, the significance of ethical awareness among employees and the management has never been more necessary. Methodologies and frameworks must be improved to pressure management into exemplifying positive behaviour in the workplace as well as to protect and provide the means for a more effective system of reporting such misconducts.

The idea behind this is not to create an environment that is microscopically scrutinised but to encourage good and fair behaviour in the workplace.

mystarjob.com, saturday 2 February 2013

11

By LIM MAY LEE maylee@mystarjob.com

I

manage time effectively

DON’T know where my day has gone!”

This is a common phrase, heard in workplaces worldwide when it hits 5.30pm and the results you have don’t seem to amount to much. Don’t worry, you’re not alone. And let’s just keep this to ourselves, but even bosses have some trouble optimising their time! A study conducted by consulting firm McKinsey and Co in November 2011 showed that out of almost 1,500 respondents, only 9% rated themselves “very satisfied” with the way they spent their time. A whopping one-third rated themselves “actively dissatisfied” with their time management skills; that means that one out of three employees are spending time doing the wrong things at the wrong time every day.

Here are four key categories of people with poor time management habits, and how they spend their time, as researched

by McKinsey:

Online Junkie

How to

Online junkies spend 36% more time dealing with emails and other online activities than those who are highly satisfied with the way they spend their time, according to the survey. This emphasis on asynchronous communication means that they spend 50% and 21% less time than the highly satisfied in face-to-face communication and communicating with their direct reports respectively. This type of frustrated time manager is found across a wide variety of levels, and is frequently seen intensely tapping away at keyboards and smartphones.

SchmOOzer

Schmoozers spend most of their time meeting up with clients and/or shareholders. They are extroverted and dynamic, and love building and fostering relationships with other people. The problem is, they spend so much time at meetings that they have no time left to set directions or strategies (25% less than the average highly satisfied individual) or reply emails (36% less). A lack of communication with the team can lead to disaster, unless the Schmoozer is surrounded by an exceptionally independent executive team.

Schmoozers, don’t forget to allocate time for replying emails, instant messenger chats, and making phone calls.

delegatiOn

Schmoozers are usually found in C-levels and can be CEOs or sales directors.

cheerleader

Cheerleaders, like Schmoozers, spend most of their time meeting with people. However, while Schmoozers meet mostly with people outside their team, Cheerleaders spend 55% of their time in face-to-face interaction with their team.

Their go-to method when faced with problems is to spend time with their team, problem-solving and motivating their members. This is wonderful for team morale, however, this may not be the most efficient management method. They also spend most of their time looking inward and neglecting shareholders and clients (65% less time spend on meeting with external stakeholders, clients and customers, as compared to the highly satisfied individuals.) Cheerleaders are usually Csuite executives.

FireFighter

Firefighters, as their name suggests, are generally tied up with putting out emergency “fires” or problems. They may want more time to work on strategic issues as they generally spend 25% less time strategising compared to those who are satisfied with their time management, but they spend 61% of their time managing

short-term or unexpected issues, dealing with emails and communicating with people face-to-face instead. With a huge chunk of that percentage going to putting out fires (a whopping 67% more than a satisfied time-manager) it isn’t surprising that they are frustrated.

In contrast, executives who are satisfied with the way they budget their time spend 35% of their time managing operational decisions and setting organisational direction, 18% managing and motivating people, and 16% “firefighting”.

If you fall into one of the four dissatisfied categories, don’t despair. We’ll take a look at solutions you can implement in your own workplace!

time allOtmentS

Time feels very relative – as Einstein put it, sitting for two hours with a girl may feel like two minutes, whereas two minutes on a burning surface can feel like two hours – but it’s not. We can end up spending too much time online, replying a mountain of emails or getting distracted on the social media site you are supposed to be monitoring (ahem, Online Junkie.)

Therefore, it is important to allocate time to tasks, and not just work as long as you see fit. Try to spend at least 15 uninterrupted minutes a day mapping out a time frame for each task you’re planning to do.

You don’t have to do it all by yourself; that’s micromanagement, and a problem for another article. You shouldn’t be the only one meeting with external stakeholders, or motivating team members. Even as the head of the team, the role of motivator can be shared amongst a few people, as can the role of client relationship manager.

Firefighters, some short-term problems can also be handled by the team – learning to let go can also lead to a more independent team, capable of making executive decisions.

PriOritiSatiOn

Not everything needs to be done right this minute: Some tasks can wait.

Fragmented executives find that they achieve less overall, compared to when they concentrate on a small number of tasks at a time. The act of sitting and deciding which task needs to be completed first can go a long way towards helping you achieve more and spend less time oscillating between one half-finished task to another.

get qualiFied PeOPle tO dO the JOb

Cheerleaders, you tend to spend time coaching, training and motivating people to do a task. That’s great for the team member to grow, but in the interest of the company, it might be better (and more efficient AND effective) to get a qualified person to do the job, and the rest can observe and learn. It’s understandable if you prefer to spend more time with the existing team, problem-solving together; however, sometimes a new approach is needed, especially when the motivation method eats up more time than the results warrant. n Lim May Lee sees time as a precious commodity. Spending all of it in a job you don’t like? Log on to myStarjob.com and apply for the job you love today!

gRow yoUR caReeR at PayPal

By EVA CHRISTODOULOU eva.christodoulou@leaderonomics.com ONLINE shopping, secure payments - these are some thoughts that may come to mind when people hear about PayPal. But what about a fulfilling career? PayPal’s global operations centre is based in Kuala Lumpur, and is among only seven in the world; the first in South–East Asia.

PayPal is internationally recognised as a leader in the payments industry. In addition, it also has an excellent reputation as an employer of choice.

The Malaysia Global Operations Centre is vital to serve PayPal’s customers across Asia and provides additional risk and financial services operations support for PayPal’s global business. The centre launched in 2011 with just 40 employees, and today, the team has grown to close to 400. The core business units here are compliance, risk operations, customer and merchant services, and protection services.

We spoke to John Tham, site director, Global Operations, PayPal Malaysia, to better understand what PayPal has to offer to its employees.

“PayPal is growing at a phenomenal rate as we continue to execute our bold vision of reimagining money and payment systems.

To support this growth we need to expand our talent pool and we’ve been calling out to

top talents to join us,” he says. The company is aiming to hire up to 200 more people by end of 2013, with vacancies available for both university graduates and experienced job seekers.

OPPOrtunity

Tham stresses that PayPal offers fresh graduates the opportunity to work with an international company that provides extensive training to expand their skill sets and an environment that offers plenty of opportunities to grow. “For team leaders and managers, it is a career option that offers good advancement opportunities, recognition of individual merits and strengths, a positive working culture and a great team of people to work with – empowerment and teamwork is key!”

OrganiSatiOnal ValueS

PayPal has a rich history steeped in strong values and commitment to the community whether it is to the business, its employees or social responsibilities. And these aspects of its culture, in turn, have helped the organisation attract talented and passionate people, who are committed to delivering positive customer experiences and doing their part to make their workplace a vibrant one.

dO yOu haVe What it takeS?

So who would make an ideal PayPal employee? “We’re looking for Internet-savvy

iSnap me for a video

http://thestar.com.my/isnap

fresh graduates with analytical skills. At PayPal, we value innovation, creativity and thinking outside of the box. It is also important to be able to communicate effectively, which is a requirement when speaking with customers. Candidates should also include their extra-curricular activities in their resumes,” says Tham. He goes on to stress that Malaysia provides an ideal pro-business environment. There is a young and energetic talent pool available in Malaysia that is internet savvy as well as multilingual. Being multilingual is a much-needed skill for a global company and that’s where Malaysians have an advantage.

culture

PayPal facilitates a culture of empowerment, where every teammate and every leader is personally invested in the success of the company and satisfaction of its customers, and can confidently make decisions that are right for both.

From its humble beginnings to a global company that’s changing the future of commerce, PayPal has always been a place where innovation and collaboration are celebrated.

Today, PayPal fosters an entrepreneurial spirit that empowers people and businesses around the world to grow and excel, and have fun doing it. And they are committed to surpassing the needs, and the expectations, of their account holders – all 123 million of them.

At PayPal, teammates enjoy attractive compensation packages as well as employee medical benefits, and take part in a monthly recognition programme put in place to recognise employees who record outstanding performances on the job. In addition, as a company commited to multiculturalism and creating bonds amongst teammates, it hosts various festive celebrations for teammates to participate in together.

If you think you have what PayPal is looking for and a career in this game-changing company sounds right up your alley, submit your applications for the following positions: 1. Executive, customer solutions (including night shift workers and Thai speakers) 2. Executive, fraud prevention (night shift) 3. Executive, compliance 4. Executive, protection services Interested candidates may send their applications to ssulaiman@paypal.com

12

mystarjob.com, saturday 2 February 2013

The No.1 Failure oF MaNagers

By JOSEPH TAN mystarjob@leaderonomics.com

M

OST people aspire to become managers. It has the connotation – “Yes, I have arrived!”

Sure, the benefits and perks are enticing but are these the only measurement of true managerial success?

In this special Character-Wise Report, you will discover the No.1 failure of managers. It is this failure which demoralises employees, lowers productivity and increases turnover.

It does not matter whether you are a seasoned, new or aspiring manager, this failure does not discriminate and hits everyone with equal force if you do not recognise it and become a bottom-line TRANSMITTER. The agenda of a manager is to meet bottom-line results. Just make sure that the numbers look good and the team will be fine.

If only life is that simple.

HErE’S THE cOmmON THiNkiNg SEquENcE Of “BOTTOm-liNE” mANAgErS : 1. I am a manager now.

2. I have numbers to meet.

3. There is more pressure to deliver the numbers.

4. Thankfully, I can pass the pressure on to my team.

5. I push them to meet the numbers.

6. They meet their numbers.

7. I am happy.

8. They are happy.

Pushing numbers down the chain of command is the obvious task – I call this the managerial task of being a Transmitter.

Technically, a Transmitter does not provide much value-add because its job is just to transmit – a copper wire transmits power, it does not utilise the electricity to make intelligent decisions. It just transmits – period.

Similarly, managers make the mistake of just passing on the “electricity”. It usually sounds like this, “Sorry guys, the big boss just increased the sales target by 50% this year.

I have no choice but to pass this target on to you. Make sure you work hard this year because if you don’t meet your numbers, I don’t meet mine. I don’t have a choice – the pressure that I receive, I now pass it on to you – I am counting on you – Don’t let me down!”

Here’s the million-dollar question: Did the manager add any value to the process?

fOllOwiNg ArE THE SymPTOmS Of A TrANSmiTTEr mANAgEr: >> He likes to use the “do this or else” type of approach. >> He relies on the volume of his voice (or aggressive body language) to get the job done. >> He does not like to waste time on small talk.

>> He has no patience to listen to your problems (he only wants solutions)! >> He may “cut corners” in order to meet the numbers.

Only one skill is needed to become a Transmitter: The ability to pass along the pressure.

This is where the manager fails – when faced with the pressure to perform, he chooses the easier way of commanding his expectations rather than empowering his employees.

HErE iS THE ONE fAilurE: When under pressure, the manager chooses to be a Transmitter rather than a Transformer.

How to Become a tRaNSFoRmeR

A Transformer is a manager who is committed to achieve his goals not based on self-efforts but through the contribution of others by empowering and coaching them to do so. In other words, the successful manager is one who sees the person first before the project, the team before the task and the responsibility before the results.

A TrANSfOrmEr iS EASy TO SPOT – HE iS uSuAlly cAugHT dOiNg THE fOllOwiNg: >> He spends time explaining the “why” of the project (not just downloading the ‘what’). >> He delegates with purpose and care (matching individual skills and talents). >> He is comfortable working with people who are smarter than himself. >> He engages his team regularly in personal conversations. >> He activates necessary resources and connections to make things happen. >> He listens to feedback (especially negative ones). >> He is generous with compliments and gives credit where credit is due. >> He coaches those who are not performing. >> He takes responsibility to protect rather than to blame.

Instead of being a “wire” that just passes along the electricity, the Transformer can be likened to a “computer” who processes and distributes the electricity so that it produces intelligent output. In other words, a computer adds value to the network.

make your brain work!

By TErry SmAll terry@terrysmall.com

Double Your braiN CapaCiTY

WHEN your brain works right, your life works right!

Everyone needs a little help.

People often get stuck in learning. How would you like to double your brain capacity for learning anytime you want? You can. Cross lateral movements wake up your brain!

In the last Brain Bulletin you were reminded that you have two brains and that they “take turns resting and working”. This is called the left/right dominant cycle of the brain.

Your brain is most effective when it is using both sides of the organ. More brain equals more learning! Cross laterals help. The right side of the brain controls the left side of the body and vice versa. When you move an arm or a leg across the center meridian of your body you force the left and the right cortex to interact vigorously with each other across the corpus callosum. This leads to better thinking and learning for a period of about 20 minutes at which time you can do more cross laterals.

Similarly, as a manager, when you are tempted to just transmit the pressure – choose the more effective way of transforming your people. Commanding others to execute based on your managerial position works but it can never gain their loyalty and commitment.

The most desirable trait in a leader is humility.

Transforming a person’s behaviour and attitude is an issue of the heart. The one failure of the manager is in not reaching out to the heart of his/her employees and often this stems from the undesirable trait of pride.

It is very tempting for an unsecure manager to rely on his position to push demands and expectations. Yet, it is only by the path of humility that a person’s heart can be touched and inspired.

HErE ArE SOmE TiPS: Transform the productivity of your team by first being a Transformer who coaches and empowers others in a spirit of humility.

If you are now a Transmitter, apply the following three steps to become an inspiring Transformer: Focus on your role as a coach (not a task master)!

Focus on your role as a conversationalist (not just telling people what to do)!

Focus on your role as a caring person . (not a number-only person)!

1 2 3

The No.1 failure of managers is also the No.1 opportunity for personal change.

Are you humble enough to rise to the challenge?

HErE ArE A fEw ExErciSES TO Try NOw: >> Pat yourself on the opposite side of the back 10 or 20 times. Alternating each time. >> Touch elbows or hand to opposite knees. >> Freestyle and backstroke swimming motions. >> Massage opposite ear lobes. >> Extend your hand in front and make a “thumbs up” sign. Move your thumb in a big sideways “8” several times. Repeat with the other hand.

My favorite: Hold nose and opposite ear. Switch vigorously for about 10 seconds.

Remember, these are all alternating movements.

What are you waiting for... get moving and get learning!

In the next Brain Bulletin you will learn how music affects your brain. rEmEmBEr: “yOu ArE A gENiuS” n Terry Small is a brain expert who resides in Canada and believes that “Anyone can learn how to learn easier, better, faster, and that learning to learn is the most important skill a person can acquire.”To interact with Terry, email mystarjob@leaderonomics.com

mystarjob.com, saturday 2 February 2013

TROUBLE in US EMPiRE

By KOH EARN SOO & TEAM

A

CENTURY is about events. A decade is about people,” so puts George Friedman, the New York Times bestselling author in his latest book, The Next Decade. Having explored in his previous book - The Next 100 Years - the impersonal forces that shape history in the long run, Friedman now addresses short-term realities to be faced by leaders, as well as nations. A political expert, Friedman also describes some of the fascinating geopolitical scenarios likely to take place in the next decade.

The book begins with the United States, for the same reason that if a study had been conducted in 1910, it would have begun with Britain. Just as Britain was in the years leading up to the First World War, America is currently the pivot of global power.

Not at all a paean to salute American power, this book exposes its weaknesses.

The discussion on these problems is important because if not handled wisely, they would become malaises lasting long into the century.

Following the collapse of the Soviet Union, the United States became the sole global power. In the decade after the collapse, the United States was engrossed in wealth building, consumption and speculation; Baghdad and Iran were not issues but nuisances, as was the rise of China.

Sept 11, however, crashed that tranquility, making the United States as well as everyone else realise that the world is more dangerous than we imagined and that China has more hidden agendas than we thought.

Angered by the tragedy, the United States became obsessed with terrorism and lost sight of the long-term strategy that served it well for most of the last century. To maintain its power, the United States must stop believing in its own rhetoric and stop over-exerting its ability to project power in every part of the world.

Instead, the overriding necessity for the American policy in the decade to come is to return to the balanced, global strategy that made previous imperialists such as Rome and Britain successful. Simply put, America must rule not by direct military intervention but subtle manipulation.

It must reset regional players and make them watchdogs against one another.

By using opposing forces to cancel each other out, the United States maintains the balance of power and prevents the emergence of regional hegemony that can, in the long run, grow into something more threatening.

But the question remains how these geopolitical and strategic realities shape the rest of the century. Eurasia, broadly understood, is being hollowed out.

China is far weaker than it appears; it is threatened by internal instability and too engrossed in economic development. The Europeans are divided by old national patterns that prevent them from moving in a uniform direction. Russia is using the window of opportunity presented by the US absorption in disrupting the Islamic world to reclaim its sphere of influence in the former Soviet Union, but its underlying weakness will reassert itself over the next generation.

So, imagine an unstable and fragmented world in which the United States hopes to govern along with three of its protégés Japan to the east, Turkey to the south and Poland to the west. The United States will have to tighten relationship with these three nations before Russia’s reemergence

AMERiCA MUST RULE nOT BY DiRECT MiLiTARY inTERVEnTiOn BUT SUBTLE MAniPULATiOn sation and capitalism have not seen their ends yet, at least not in this decade.

Ironically, the degree of pain inflicted upon the world by the American financial sector is a measurement of the US dominance. Like dominos, all nations across the world tumbled as the empire suffered.

ThE US ECOnOMY, whEn iT iS DOing wELL, DRiVES ThE wORLD’S ECOnOMY. BUT whEn iT PALES, iT BRingS DOMinO EffECTS, DEPRESSing STOCk MARkETS AROUnD ThE wORLD AnD STALLing wORLDwiDE ECOnOMiC ACTiViTiES.

Finding The balance oF power

by the middle of this century.

Nevertheless, the geopolitical order will shift again in due course, and the American epoch will end. Perhaps even sooner, the power of the United States will wane completely into history books. But not yet, at least not in this century.

The UninTended empire

The American economy is like a whirlpool, drawing everything into its vortex with imperceptible eddies that can either devastate or enrich smaller nations. The US economy, when it is doing well, drives the world’s economy. But when it pales, it brings domino effects, depressing stock markets around the world and stalling worldwide economic activities.

There is no single country in the world that affects the world as deeply and extensively as the United States. While there are bilateral economic relations and multilateral ones that do not necessarily include the United States, there are none that are unaffected by the country.

Everyone watches and waits to see what the United States will do; everyone tries to shape American behaviours in order to get some advantages or to avoid disadvantages. The world is Americentric.

That the United States is the biggest borrower in the world does not reduce its ability to affect the international system.

In fact, the US cessation to borrow may worry the investing community as much as the extent of its borrowing. Every dollar that the United States borrows, other countries lend willingly because lending to the country has always been a low-risk investment. The power to affect, even with its massive lending, the intensity of impact it brings and the number of people affected by it make the United States an empire.

While the core of US power is economic, standing behind that economic power is its military might, the purpose of which is to prevent any nation from aggrieving US economic interests. American troops are deployed preemptively around the world to disrupt emerging conflicts before they become threatening to the United States or to the world.

As befits a global empire, the United States provides technologies and other goods and services to buy, an enormous market into which to sell, and armed forces to keep sea lanes safe for itself as well as other nations to transport goods to and fro. Hence, it is only sensible and benefiting for other nations to be aligned with this empire.

repUblic, empire and The machiavellian presidenT

The greatest challenge for the United States in managing an empire over the next decade is not whether the republic can be preserved but how it can manage its own conflict between being an empire

and having a long tradition of anti-imperialism. As weary as its citizenry is of foreign involvement outside of the country, the United States has no choice. Whether it is the vastness of its economy, the extensive entanglement in countries around the world, or the worldwide presence of its powerful military, America is deemed an empire.

The only solution for this internal conflict lies in the US president, who has to govern democratically inside the country yet, as cleverly dictated by the US Constitution, is given immense power to rule outside of the nation. Simply put, outside of the country, the US president, with the immense power granted to him, can do anything that he, as an imperialist, thinks fit although these actions are not necessarily agreed by other heads of states.

In exercising his power, the American president must resemble Machiavelli’s prince, the model leader originated by the Italian philosopher Machiavelli. According to Machiavelli, “A prince must not have any other object or any other thought nor must he adopt anything as his art but war, its institution and its discipline, because it is the only art befitting one who commands.” Further, as Machiavelli put it, conventional virtue is unacceptable in a president. The greatest virtue a president can have is to understand power and use it to protect the republic. In this day and age, being an empire, America’s republic is the world. Lacking a full understanding of this teaching, the American president will find his job difficult in the next decade because of the internal moral conflict he faces and the challenges surrounding the world.

The Financial crisis

The most significant effect of the 2008 crisis on the next decade is not economical but geopolitical and political. The crisis has made countries realise that a country that could not control its financial system will be vulnerable to the actions of others.

This awareness will slowly make countries such as those in Europe more protective of themselves. These countries will turn away from the free market and move towards economic nationalism. However, this awareness will not change the fundamental world order much because globali-

If the current century began with terrorism then the remainder of it will be about the Arab world. Although the United States wants to destroy alQaeda and other jihadist groups, its interest is also to prevent control of oil in the hands of a single regional power that can potentially set the price of oil at US$200 a barrel. In part to fight against terrorism, the United States invaded Iraq to gain strategic control over the Arabian region. The US occupation in Iraq intimidates Saudi Arabia, whose oil fields are merely a few days’ drive from Iraq, forcing it to become an ally.

The US presence in Iraq also serves as a countervailing power against Iran, now the main dominant force in the region after the collapse of Iraq. Iran is extremely dangerous and unpredictable not only because of its nuclear technology, but also its ability to instill instability in the region. It can also unleash Hezbollah, a far more capable terrorist organisation than al-Qaeda. Worst of all, it can block the flow of oil from the Persian Gulf to the United States by creating chaos in the Strait of Hormuz.

This will cause price of oil to skyrocket.

Furthermore, without the United States, many nations in the Arabian Peninsular will not be able to resist Iran even if all of them act in concert.

The only country capable of being a counterbalance to shiite Iran will be Turkey, whose population consists of largely sunni. Turkey has the 17th largest economy in the world and the largest in the Middle East. It has the strongest army in the region and, aside from Russia and Britain, the largest army in Europe. Iranian domination in the Arabia is not in Turkey’s interest, because it too has strong appetite for the region’s oil. In the next decade, with or without US help, Turkey will have to rise to undermine Iran’s power in the region. It has to do so to gain access to Arabian oil, because it will need much of it to grow, as well as to reduce its reliance on Russian oil.

Adding to the challenge of achieving balance between the Iraqis and Iranians are two other sets of antagonists – the Arabs and the Israelis. The inherent conflict of interest and lack of cooperation among the Arab states have created a situation in which the Israelis no longer have to worry about their opponents’ reactions.

In the next decade, Israelis will try to take advantage of this to create a stronger and bigger territory, while the United States, in keeping with its goal for strategic balance, will try to limit Israeli’s gains. n Koh Earn Soo and his team take the best books and summarise them into shorter, readable content in the hope of inspiring people to read more and learn more. To read the rest of this summary and summaries of other bestsellers, subscribe to www. thebestbooksummary.com

13

14

THE FINAL CAR GIVEAWAY.

mystarjob.com, saturday 2 February 2013

Millennials, also known as Generation Y, were born between 1980 and 2000. Due to their proficiency with technology they are also known as digital natives.

Only one-third of Millennials say their current job is their career.

Millennials are generally confident and embrace cultural diversity.

Almost 60% of employed Millennials say they have switched careers at least once.

A total of 36% of Millennials depends on financial support from families, including 14% of full-time working young adults.

On average, investment banking analysts clock in 80 hours of work per week.

Assuming they get eight hours of sleep each night, they are left with just five hours each day – even on weekends – to do anything else at all.

Simply submit your resume and you’ll be in the running to win a brand new Proton Inspira.

Hurry! Contest ends 16 March 2013.

DO WHAT YOU LOVE

Pilots, air traffic controllers and coroners appear among the top 10 highest-paying jobs in the UK.

VISIT

CONGRATULATIONS

In the United States, Generation Y is more ethnically and racially diverse than the older generation, with people of colour making up about 40% of the population.

TO OUR PREVIOUS WINNER

PAN BEE SIM,

the proud owner of a new Proton Persona.

Sources: http://www.pathmotion.com/blog/647/15-unexpected-factsand-insights-about-people%E2%80%99s-career-paths http://www.rosettathurman.com/2010/07/36-facts-aboutgeneration-y-in-the-workplace-and-beyond/

mystarjob.com, saturday 2 February 2013

I would like to seek for your advice on starting a career after graduating from university. I have a degree in applied accounting and am waiting for my last optional professional qualification results. Currently, I am looking for a job, but I feel it is difficult to gain entry into accounting firms. How do I differentiate myself from the rest? Every time I take my professional papers, I see the familiar faces - people who are unable to get through the exams. No doubt, getting a professional qualification is difficult, but my point is that these “underdogs” will continue failing to gain entry into the Big Four. I have applied for countless jobs, ranging from interships to fulltime positions. I have attended a few interviews but did not get any replies from the companies.

Sometimes, I find it difficult to prove myself over and over again at interviews. Pressure tends to build up as I have an obligation not to disappoint my parents.

After every interview, I kept telling myself to stop harbouring hopes as I may end up disappointed. People advised me not to give up, but I am starting to lose hope. Thank you for your time.

QUeSTion

Dear Sir,

We have four experts on career management, HR and office issues who will address your questions weekly. We refer to them as Careernomers - experts in career matters who will help you in your career journey. So if you have any burning question to ask, send it to dearcareernomers@

Best regards,

Joanne

Dear Joanne,

Do not despair and give up hope. You mentioned completing your professional qualifications. Malaysia is definitely short of qualified chartered accountants. Hence, there is certainly demand for your qualifications!

However, your challenge is to find the right company and secure that job.

You should aspire for a company which has a good development programme for young professionals. Whilst this is the case for the Big Four, you should not limit your career aspirations to these firms. There are many other organisations that invest in young professionals, whether you still pursue the professional firm path (beyond the Big Four, there are international firms in Malaysia like BDO, SJ Grant Thornton, Crowe Horwath) or pursue finance department/management trainee pathways at corporations (whether in internationally growing leading Malaysian organisations like Petronas or Sime Darby or even multinationals based in Malaysia).

With an accounting background, I would also recommend you explore starting your career in shared services, given Malaysia is recognised as a leading destination in Shared Services outsourcing (particularly in finance) and there are many companies that continue to set up and grow their Shared Services operations here (myStarjob.com had a feature on Shared Services in November 2012).

The challenge still remains to secure that job and convince your future employers that you’re the right candidate for the job.

You mentioned being able to get interviews but not progressing. There are many young bright talents in Malaysia who invest a good amount of time studying, preparing and doing trial papers for examinations but don’t do the same for interviews. One should view interviews much like exams, you need to study for it (beyond the technical aspects, you should do research on the company you’re applying to) and do mock interviews (nothing beats practice!). The reason for practice is that many candidates just prepare a CV and then photocopy it and apply to many companies. In one’s CV and in interviews, one differentiation strategy is to demonstrate that you understand what the company is about

and show that you want to specifically work there. This for example, includes having a reasonable understanding about what is publicly available on the company and then, when asked if you have any questions, ask something that reflects an interest in what the company does which is not on its website. Talking about preparing for an interview, there are often a few standard questions that interviewers ask and that includes at the end, where the interviewer asks you, whether you have any questions.

Like exams, one should prepare a confident answer for standard questions. As an interviewer myself, I find it surprising when there is long pause when I ask a standard question like “why do you want to work here?”. One should pause and think through an answer for more tricky questions but be prepared for more standard questions. Lastly, like doing trial exams, perhaps you need to practise at interviews, even if it is with a friend. Ideally, ask someone older who does some recruitment to get feedback on where you need to improve. Lastly, it helps if you are able to convey to your interviewers, especially going into your first job that you are keen to learn and work hard. Beyond just saying it, what are you doing now to improve yourself during this job search period?

All the best. As you rightly point out, it is a very competitive job market. However, your qualifications are in demand and there is a wide range of potential employers in need of your qualifications. Believe that there are companies out there well-suited for you.

Nevertheless, it is up to you to do what it takes to get that job!

Best regards

Johan MeriCan hi Joanne,

This may be cliché, but very true nonetheless – “Don’t Give Up!” And I say this not because it’s the right thing to do, but because if you are losing hope, it shows in interviews! From the way you carry yourself to the way you answer. If you come across as someone who has little drive and

leaderonomics.com and we will get the panel to answer your questions.

This week, Johan Merican, CEO of TalentCorp, and Elisa Dass Avin, senior talent assessment consultant at Leaderonomics, answer Joanne’s question.

hope, interviewers won’t be very impressed nor interested to hire you.

Despite how you feel about the situation right now, let’s look at some positives and some truths in this situation.

The PoSiTiVeS

1) YOUR MINDSET Your question of “How do I differentiate myself from the rest?” serves to be a powerful one and I personally think that you should never stop asking yourself this question throughout your career.

To answer this question, I suggest you list down your strengths and past achievements that you can highlight in the interview. Think of your greatest achievement and practise how to tell that story about what you did, challenges you faced, how you overcame them and how you contributed to the success of that project. Once you secure the job at a company, then some great tips are already outlined in the article Ensuring the perfect start to your career, written by Roshan Thiran (CEO of Leaderonomics), available on myStarjob.com.

2) YOUR QUALIFICATION In your choice of career, professional qualifications are truly important and that will also give you an edge over your peers upon completion. Not only that, the fact that you have landed yourself a few interviews proved that there is something in your resume that has attracted the employers to call you. We will explore this in a bit.

3) YOUR TENACITY From your question, you seem to be someone who perseveres and ensures that you keep to your end of the bargain, such as making your parents proud.

The TrUTh

1

Very few people get hired during their first interview. Even the genius Thomas Edison tried thousands of times before he was successful in his mission. So, we are no different.

The real first impression is before the interview! The first impression an interviewer gets of you is not from the way you dress but from your RESUME! Your

2

resume should be two to three pages long highlighting your main achievements.

Information such as hobbies, address, age can be excluded if there is insufficient space. Don’t forget to write a cover letter!

If possible, let someone experienced review your resume and be open to feedback for improvement.

The final impression is at the interview! If you have created a good first impression on your resume that gained you that interview, now it’s time to put on your best show when you meet the interviewers. From the way I see it, you may not be getting a positive response after the interview for two reasons: 1) You’re not fit for the role. 2) The interviewers were not impressed during the interview. For the first reason, there’s not much you can do about it if you are not the right fit. You can, however, ask them to list down the skills and qualifications required of the right candidate to do the job. The second reason can be easily resolved. There are plenty of tips online on how to do well in an interview. You need to know how you usually are in an interview and identify the areas for improvement.

Once again, find someone experienced to walk you through this. Enact your interview with this mentor and be open to his feedback. Some evergreen interview tips include dressing professionally, being at least 15 minutes early for your interview, researching on the company, speaking confidently and being ready to highlight your achievements and strengths (even when not asked).

Above all, you need to remain confident about yourself. Be patient. Don’t stop sending out resumes and constantly improve yourself, especially at the interviews and in your job later.

Hope this helps! All the best!

3

Regards,

eliSa DaSS aVin n The opinions expressed are those of the authors and not necessarily those of myStarjob.com

15

mystarjob.com, saturday 2 February 2013

Coming up in next Saturday’s issue . . .

MaKe tiMe

to celeBrate How Satay can give your organiSation tHe leading edge

Also next week Listen to your gut

when making decisions, writes Roshan Thiran

How To discusses how to to a

fail your way successful career

Why it’s important for young people to learn to

manage finances

Teamwork expert Khoi Tu gives

teamwork insights from the Rolling Stones