tag:blogger.com,1999:blog-83538608129219879432024-03-14T15:04:53.499+08:00Orais' InsightsManagerial and Leadership Lessons Learnt from Current Socio-Economic and Political IssuesOraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.comBlogger31125tag:blogger.com,1999:blog-8353860812921987943.post-22697837742485800572012-04-29T10:14:00.001+08:002012-04-29T10:23:26.063+08:00BERSIH versus KOTORSaya DUDUK di Shah Alam. Hari ini zon di mana saya DUDUK diistiharkan oleh MBSA sebagai zon BERSIH.<br /><br />Saya berfikir:<br /><br />1. Kalau semua kawasan di dalam zon ini di BERSIHkan daripada semua punca KOTORan, mestilah semua KOTORan itu akan dibuang di satu kawasan lain yang boleh menerima benda benda yang KOTOR ini. Jadinya, tempat buangan KOTORan itu pula yang tidak BERSIH dan menjadi KOTOR.<br /><br />2. Untuk mengelakkan kekecohan penduduk yang tempatnya di BERSIHkan, dan juga penerimaan KOTORAN oleh orang yang menduduki kawasan yang di KOTORkan, tentulah perlu satu persetujuan bersama.<br /><br />3. Penduduk awam perlu kepada keBERSIHan tempat kerana mereka perlu bebas risiko penyakit dan kotoran agar kehidupan, anak cucu cicit mereka terjamin sihat di masa hadapan. Itu faedah yang mereka impikan.<br /><br />4. Penduduk yang menjaga tempat KOTORan, perlu menerima KOTORan kerana 2 sebab. Pertama, itu tugas dan tanggungjawab mereka untuk memBERSIHkan tempat-tempat KOTOR. Kedua, Walaupun KOTOR di mata kasar, bukannya KOTORan semuanya tidak berguna jika diBERSIHkan. Jika digembeling tenaga dan akal (jika ada) KOTORan ini banyak boleh dikitar semula dan menghasilan banyak WANG!<br /><br />5. Ternyata, penduduk yang gemarkan tempat yang BERSIH tidak seorang pun yang suka berpindah ke tempat-tempat yang KOTOR kerana sudah selesa dengan tempat yang BERSIH. Kecualilah seteleh tempat KOTOR diBERSIHkan. Itu pun bukan satu jaminan.<br /><br />6. Sebaliknya, penduduk yang sudah lali dengan tempat yang KOTOR, juga amat selesa dengan tempat yang KOTOR kerana 2 perkara. Pertama, gaji tetap, tetap ada walaupun kerja KOTOR. Kedua, ada tambahan income dari benda-benda KOTOR yang boleh recycle yang dapat dilakukan sekaligus. Di sini juga kerap terdengar mereka berebut-rebut memBERSIHkan kotoran untuk direcycle!<br /><br />Saya terus berfikir, patutlah ada yang suka tempat mereka diBERSIHkan. Dan ada juga mereka yang suka pada tempat KOTOR.<br /><br />Saya: membersihkan kawasan rumah dan mengotorkan tong sampah!Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-83652350783798557512012-03-17T20:12:00.004+08:002012-03-17T21:37:03.025+08:00Assertive, aggressive and non assertiveIn any given situation, especially when making decisions, you have the choice of being assertive, aggressive or non-assertive. <br /><br />If you choose to make decisions based on information and your needs, you are acting assertively. If you, on the other hand, based your decisions on the potential for influencing others or without any regard on the feelings of others, you are being aggressive. But if you choose to leave to others to make decisions to avoid conflict, you are being non-assertive.<br /><br />Acting assertively enables you to express your needs, thoughts and feelings honestly and directly without violating the right of others nor hurting their feelings. Being assertive boost your self-esteem and self-confidence.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-24195892699505610872009-08-25T11:02:00.022+08:002009-09-13T15:09:06.908+08:00Finding Time To Say "Thank You"I have always received feedback from participants attending programmes I conducted that saying 'thank you' to someone is fairly easy and quite natural. <br /><br />I challenged them by asking them if they still owed their spouses 'thank you' for their first night they had together, despite having been married for many many years. Almost immediately, I could see everyone staring at me with a smile. A look that say nothing else but, "You got me."<br /><br />Did I proved them wrong? The answers can only come from the participants. <br /><br />The point I am diving is that saying 'thank you' isn't that easy after all, especially so when that person is close to you. By being too close, one can be very assuming.<br /><br />This <a href="http://thestar.com.my/news/story.asp?file=/2009/8/17/focus/4532383&sec=focus">article</a> and this <a href="http://thestar.com.my/news/story.asp?file=/2009/8/25/focus/4580387&sec=focus">response</a> are worth pondering. Is there any lessons learned here?<br /><br />Managers are too busy doing their own things and expects the subordinates and co-workers to understand them. Their excuses have always been that they have more importance and urgent things to attend to. Little did they realised that their subordinates are observing their behaviours as they contradict themselves. <br /><br />Didn't managers always stressed "that the most important assets in the organisation is their human capital (people)" in their company speeches? <br /><br />Should managers be continually reminded to find time to say "thank you" to their workers? Should it take outsiders to trigger managers' thought to say 'thank you' to deserving co-workers?Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com2tag:blogger.com,1999:blog-8353860812921987943.post-4386630614650507062009-08-21T14:42:00.027+08:002009-09-14T11:27:31.730+08:00The Power of The PowerlessOn Monday 17 & 18 August 2009 I have conducted a 2-day public programme on <a href="http://www.oraisconsult.com/Brochure/eBrochure_GM115_PengurusanKakitangan_S-1.pdf">'Pengurusan Kakitangan Yang Efektif' </a>organised by <a href="http://www.bridgeknowle.com/">Bridge Knowle</a>. Participants comprised of senior managers, managers and executives from public and private organisations. Several topics were covered including discussions on the possibility of subordinates ganging up to demonstrate their powers. <br /><br />This <a href="http://thestar.com.my/news/story.asp?file=/2009/8/21/nation/20090821125412&sec=nation">article</a> compelled me to pen my observations on what we can learn from the mysterious letter i.e from the people management perspective and as leader, the manner in which we manifest our behaviour.<br /><br />Disillusioned, aggrieved, demoralised, demotivated, indifferent and etc. etc... subordinates could be the result of perceived mishandling by managers. <br /><br />The programme I have conducted revealed that though managers are aware of the merits of the influence power, more often than not managers have the tendency to use their legitimate power especially the coercive power. Perturbed by their subordinates' performance, they threw 'verbal rocks' and misused words at their team members. They saw it as straight-to-the point, bold and easy-to-understand. Little did they realised that the use of such legitimate power has adverse causal effects. They don't drive a winning team spirit. These causal effects, mostly counter-productive, may undermine not only their positions but also their organisations. <br /><br />I called this manifestation of counter-productive behaviours by subordinates resulting from perceived mistreatment and mishandling of subordinates by managers as the Power of the Powerless.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com3tag:blogger.com,1999:blog-8353860812921987943.post-66260449146954474712009-08-13T23:13:00.039+08:002009-08-22T12:17:43.071+08:00In Position or In Control? - Lessons Learned From PKA Board<a href="http://thestar.com.my/news/story.asp?file=/2009/8/13/nation/20090813163733&sec=nation">'Former PKA board not hands-on enough: PAC'</a>. That was The Star Online headline on August 13. I shook my head reading the news.<br /><br />I started my career as a traffic officer with Port Klang Authority (PKA) way back in 1970's, moved up several levels in the operations departments and only left PKA after serving 19 years to join the private sector. <br /><br />In our formative years as young traffic officers with PKA, everyone of us have indeed climbed up and down ships holds during our inspection rounds to know what really happened on the ground. Information was not readily available unless one made his presence on the ground. <br /><br />To lead an operations department or for that matter an operations unit, PKA's cardinal principle then was that one must not only possessed a good academic background in transport but must also be hands-on - no less. Leaders were groomed from this group. The operations positions were envious to many - especially to executives with non-transport academic background. <br /><br />Things have changed. The 70's was the 'know-what' era. When improvements in technologies created global impact on efficiency and productivity, the 80's became the 'know-how' era. The 70's and 80's placed importance on technical skills. However, the advent of IT in as early as 90's has revolutionised information as power and turns the 21 century into the 'know-who' era. For those who could leverage (or rather manipulate) information and develop the right connections eventually hold powerful positions. While the 90's emphasise on human skills, the 2000's challenges one to have the political skills to be in position.<br /><br />In the knowledge era, being <a href="http://orais-insights.blogspot.com/2008/05/leaders-in-position-or-in-control.html">'in-position' </a>seemed to be more envious than being 'in-control'. Under such circumstances, those who only 'know-what' and 'know-how' will have least choice but to adapt and learn to only tell 'what their bosses want to hear'. The rest of the management theories and Katz's management skills model they learnt are only good to them whilst they were in colleges and universities. Let alone the <a href="http://orais-insights.blogspot.com/2009/08/spiritual-skill-todays-managerial.html">spiritual skill</a>. <br /><br />Bank Bumiputra, Arthur Anderson, Enron etc went through these phases. They are history. Any organisation could go through these phases except those with 'high-values' and 'high-commitment'. <br /><br />This whole things remind me of these Malay proverbs:<em>'bapa borek,anak rintik and 'bapa kencing berdiri, anak kencing berlari'</em><br /><br />However, as we passed through the prime years in our career we need to <em>'know where are we going next'</em> for leaders need to give more than they should take.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com1tag:blogger.com,1999:blog-8353860812921987943.post-64177001255301365982009-08-11T09:51:00.034+08:002009-08-16T17:50:13.444+08:00Spiritual Skill: Today's Managerial Leadership Critical CompetencyThis <a href="http://thestar.com.my/news/story.asp?file=/2009/8/11/nation/4495711&sec=nation">article</a> does ring a bell. While much has been said about the so-called scandal, PWC's report finalised, tabled in parliament and made public though, the issue is far from over. <br /><br />Looking at the issue in light of the managerial leadership aspect, the much talked scandal has negated the applicability of Katz's model on managerial skills. <br /><br />While Katz's conceptual and technical skills can be likened to the pedal and the rear wheel that drive a bicycle, the human skill can be likened to the front wheel. The latter dictates whether the rider reaches his destination or otherwise. The analogy implies that human skill is paramount in ensuring managerial effectiveness. <br /><br />The present business environment where businesses are run at the speed of thought and are boundaryless, the much debated scandals like PKFZ, BMF, ENRON, Arthur Anderson etc. etc. (and the list goes on and on and on) however, have challenged organisations to look beyond Katz's. <br /><br />In today's environment, Katz's will only be complete and balanced if both aspects of 'outside-in' and 'inside-out' human competencies are nurtured into managerial leadership. Human skill needs both the <em>essence</em> and the <em>soul</em> to make it complete and balanced. Otherwise, it becomes hollow. Such emptiness turns employees' commitment meaningless, vision/mission statements into corporate decorations and corporate governance a mockery. <br /><br />Human skill requires both to keep knocking on one's conscience from within. This is spirituality - this is spiritual skill. Spiritual skill provides the true context and meaning of subservience, loyalty, integrity, accountability etc and the continual consciousness of the ultimate concern.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com1tag:blogger.com,1999:blog-8353860812921987943.post-69016104534704945562009-08-09T21:29:00.035+08:002009-08-10T10:03:15.266+08:00What Can Leaders Learn From Badan and NyawaThe differing stand between Selangor Excos on the recent beer issue reminds me of Badan and Nyawa, two characters played in one of the most popular Malay movie classics, Nujum Pak Belalang. <br /><br />In one of the episodes, Nyawa (S. Shamsuddin) and Badan ( Dato' Aziz Sattar) stole 2 cows and 2 goats from a village called Beringin Rendang. When they reached at a secluded place in the village, they decided to divide what they have stolen.<br /><br />In the first round, Badan divided the stolen animals. Nyawa was not pleased with Badan as he was given 2 goats whilst Badan had 2 cows. Obviously, cows are both bigger in value and in size than goats. Nyawa called Badan a cheat. When Nyawa had his turn, instead of dividing the stolen animals equally, Nyawa did exactly what Badan had done. Nyawa called himself a cheat. Thereafter, they flexed their muscles and quarreled.<br /><br />Badan and Nyawa had divided the lines (ropes) equaly but not the animals. They had indeed lost focus on the issue and more importantly they have totally forgotten that they have a shared goal - to divide the loot equally.<br /><br />Belalang who had all the while been hiding on a tree saw an opportunity to seize all the animals when both Badan and Nyawa quarrelled over their loot. Belalang tricked both Nyawa and Badan who then hurriedly fled for their lives. Belalang had all the animals to be subsequently returned to the villagers.<br /><br />The above is a synopsis of the what can be a cynical <a href="http://www.youtube.com/watch?v=mXVsL1nSMks&feature=related">episode</a>. It is cynical as we relate this episode in this Malay classic produced in 1959 to the diverging directions taken by Selangor government leaders on the recent issue. <br /><br />I guessed the late Tan Sri P. Ramlee could be really displeased as leaders have not learned:<br />i) that organisation is <a href="http://thestar.com.my/news/story.asp?file=/2009/8/9/nation/20090809135306&sec=nation">vulnerable to attacks from third party</a> if their leaders are going separate directions <br />ii) to resolve conflicts by focusing on common goals<br />iii) to move emotions before moving actions<br /><br />The cue is, leaders need not have to wait till someone said "I have told you so." By then every efforts would be futile and followers left in limbo due to lack of direction on the part of their leaders.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-11656606538243574872009-05-27T11:37:00.025+08:002009-05-28T00:00:52.518+08:00Quality x Acceptance = BreakthroughThe current political scenario in Perak is indeed an interesting topic for discussion. It has hit the headlines of both old and new media. It became topic for coffee shops discussions and parliamentary debates.<br /><br />This short article attempts to view lessons learned from this political crisis.<br /><br />The crisis has inevitably raised points for discussion around at least three issues in management - quality (or quality performance), acceptance and excellence (or even breakthrough).<br /><br />The situation in Perak deals with change. In any given change effort, there are two parties involved. One, those championing the change (the change leader) and the other, those affected by the change effort (the change followers).<br /><br />While both parties may acknowledge (or still trying to acknowledge) the fact that change is the only constant factor in life, it is not uncommon to expect resistance from the change followers. They have their own fears and discomfort brought about by the change effort especially so when it is perceived to have adverse effects on them.<br /><br />What can also be learned from the Perak case is that, the entire change effort could even brew into an impasse. Whether this could be blamed on either the change leader or the change followers, or both - the outcome has caused the people at large (the employee as in the case of an organisation) to live with a lot of uncertainties.<br /><br />Another point learned from this crisis is the need for both parties to turn conflict into cooperation by focusing on common goal - the people ( the employees, in the case of an organisation). Considering that each party has once assumed the role of change leader, focusing on common goal is easier said than done. It is therefore an issue of whether one party is willing to be led by the other. It is about acceptance. It is about values system.<br /><br />Hence, regardless of the noble intent (in achieving quality performance, in the case of an organisation), change leaders would not be able to achieve breakthrough result(s) unless their change effort is accepted by the change followers. And that depends a lot on how leaders are being perceived and accepted by the followers. <br /><br />See also my previous article on '<a href="http://orais-insights.blogspot.com/2008/04/power-of-buying-in.html">The Power of Buying In</a>'<span style="font-weight:bold;"></span>Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com1tag:blogger.com,1999:blog-8353860812921987943.post-22075443751728665472008-10-29T20:06:00.043+08:002008-10-30T18:52:51.716+08:00Only Great Leaders Build Other LeadersIn 1956, P. Ramlee produced a black and white movie, Anakku Sazali that sent simple yet very very strong messages: <br /><br />1. that today's leaders are the product of yesterday's leadership. <br />2. that so-called 'good leader' can only know he is great not while he is in service but only on the verge of his retirement especially so when he had developed others to graciously take over the job from him. This is to ensure continuity of management and leadership. Otherwise, he isn't great after all.<br /><br />This movie had since been aired countless number of times on almost all Malaysian TV channels watched by Malaysians from all walks of life, young and old. <br /><br />After 52 years since its production and after countless number of times aired on Malaysian TV channels, I cannot believe if P.Ramlee had failed to sent such messages across. Mind you he had been awarded a Tan Sriship for his invaluable contributions not only towards film industry but also towards societal values development. <br /><br />But, Star Online reports <a href="http://thestar.com.my/news/story.asp?file=/2008/10/27/nation/20081027173322&sec=nation">here</a>, <a href="http://thestar.com.my/news/story.asp?file=/2008/10/28/nation/2386293&sec=nation">here</a> and <a href="http://thestar.com.my/news/story.asp?file=/2008/10/29/nation/2398168&sec=nation">here</a>, proved me wrong. The messages had not gone across...for, Confucius said ...if they (leaders) listen, they will forget; if they see, they will remember; but if they do they will understand. <br /><br />This <a href="http://www.youtube.com/watch?v=iu6FjYsBF_Q&feature=related">episode</a> from the movie explains why the so-called 'good leaders' failed to be great leaders. Simply, they did not build other leaders.<br /><br />Why?...read my previous observations <a href="http://orais-insights.blogspot.com/2008/10/truth-about-office-politics.html">here</a>.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com2tag:blogger.com,1999:blog-8353860812921987943.post-10624761937275392282008-10-25T14:48:00.019+08:002008-10-25T17:29:32.034+08:00The Truth About Office Politics<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://2.bp.blogspot.com/_TpgRrme0Zh4/SQLHNiQLREI/AAAAAAAAAEc/XiqOkfR84PU/s1600-h/itulah_politik1.jpg"><img style="float:right; margin:0 0 10px 10px;cursor:pointer; cursor:hand;width: 151px; height: 320px;" src="http://2.bp.blogspot.com/_TpgRrme0Zh4/SQLHNiQLREI/AAAAAAAAAEc/XiqOkfR84PU/s320/itulah_politik1.jpg" border="0" alt=""id="BLOGGER_PHOTO_ID_5260986350069040194" /></a><br /><br />I found this 'puisi' written by Dr. Asri, the Mufti of Perlis really worth sharing. It sent a very deep implicit meaning indeed. Click on the image to read.<br /><br />Having gone through situations 'when the going gets tough only the tough gets going' for more than 25 plus years, I couldn't agree less with the mufti. <br /><br />Let's ponder... if we have done what we have done solely for the sake of the people and the organisation? ... have we not saved others to save our own skin? ... have we not taken care of them to take care of us ... have we not positioned others to position ourselves ... have we not allowed to be led by them to this path, because we liked them? ... have we not erroneously raised and led others to this path because we want them to be subservient to us? ... have we not forgotten to fulfill the obligations for which we are created? ... have we not forgotten that as '<span style="font-style:italic;">sheppard</span>' we are answerable for what we did for our '<span style="font-style:italic;">flock</span>.'<br /><br />More puisi by Dr. Asri, click <a href="http://drmaza.com/home/?cat=20">here</a>.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com1tag:blogger.com,1999:blog-8353860812921987943.post-66212374423581994272008-10-14T17:47:00.031+08:002008-10-15T11:35:11.805+08:00Recognition: What They Don't Teach in Management SchoolsI was having my breakfast with my spouse in one of the mamak's restaurants in Shah Alam, the usual thing we do every morning on Saturdays and Sundays, when I saw this <a href="http://thestar.com.my/news/story.asp?file=/2008/10/11/nation/20081011181943&sec=nation">news</a>. I grinned. <br /><br />The next day, I saw what I have expected, <a href="http://thestar.com.my/news/story.asp?file=/2008/10/12/nation/2250571&sec=nation">here</a> on the Sunday Star. And thereafter, over several days there were controversial views over the award, <a href="http://thestar.com.my/news/story.asp?file=/2008/10/14/focus/2263163&sec=focus">here</a> and <a href="http://thestar.com.my/news/story.asp?file=/2008/10/14/nation/2270909&sec=nation">here</a>.<br /><br />I had in my training sessions stressed the importance of recognition and that leaders must find time to reward and recognise. I too have iterated how central it is to immediately if not spontaneously, reward and recognise good behaviours if we want these behaviours repeated or emulated by others. Good behaviours nurture excellent organisational culture. <br /><br />Many of us acknowledged that while good behaviours must be rewarded, the rationale for the reward must be accepted by the society - a critical element in managing the 21st century society. I too learnt the same principle from one of the most successful 500 Fortune companies - GE - when a group of us attended the GE's change management programme way back in late 1990's. Similarly, I had shared in several sessions that technical competency alone would not be sufficient to drive the intended change unless such change effort is bought-in by the society. <br /><br />But, these news have indeed throw different insights especially the rationale given by the Chief Minister of Malacca. New things have emerged from this incident, first - that there should be a 'good' basis for the reward, otherwise it would raise a lot of controversies instead; second - that there must be a very influential third party proponent and endorsement (in this case, in the form of Tun Daim's). <br /><br />Despite all of the above, one thing that is apparent is that the final say rests with the power-that-be. Especially so, when the proponent and the endorsement came from a very very important and influential personality. No matter how difficult it is to be accepted by the society, other relevant criteria are deemed out-weighted. Whether or not it will drive the intended change, such objective becomes secondary. <br /><br />These are lessons that they don't teach in management schools.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-26896084919351014622008-09-26T23:56:00.069+08:002008-09-29T16:00:38.505+08:00Leaders and the "Win-Win" GameThomas Kilman Conflict Resolution instrument <a href="http://www.dric.com/Assessments/TKI_Sample.pdf">here</a> provides five approaches to conflict resolution depending on the degree of cooperativeness and assertiveness of the conflicting parties.<br /><br />I viewed the efforts made by UMNO top leadership on the impending transition of power as a case of: <span style="font-style:italic;">"tarik rambut dalam tepung: tepung jangan berserak, rambut jangan terputus" </span>. Probably this is the Malay equivalent of Thomas Kilman's collaborative approach. But see also how the Malay proverb had placed emphasis on the importance of relationship even in a conflict situation. This is the so-called "soft on the people but hard on the issue" technique.<br /><br />Many in the party may have felt a bit relieved on learning that the incumbent is ready to shorten the power transition period.<br /><br />Kudos for having learnt, understood and practiced Thomas Kilman's conflict resolution grid and also lived the said Malay proverb, to some extend. But it sounds more like a compromise (you lose some - I lose some) rather than a win-win resolve.<br /><br />Malaysian Insider's report <a href="http://www.themalaysianinsider.com/index.php/malaysia/9652?task=view#pc_2078">here</a>, the Malaysiakini's report <a href="http://www.malaysiakini.com/news/90445">here</a> and the Star Online report <a href="http://thestar.com.my/news/story.asp?file=/2008/9/27/nation/2134873&sec=nation">here</a>, on the other hand reminded me of an episode in the late Tan Sri P. Ramlee's <a href="http://www.youtube.com/watch?v=QcECuly_Hhc">Nujum Pak Belalang</a> wherein 'Nyawa' and 'Badan' were trying to find ways for a win-win resolve over the looted treasure. I smiled as I recalled the glimpses of <span style="font-style:italic;">"ini kepala bapak kau & ini kepala bapak aku" </span> technique we resorted to every time my friends and I had quarrels. That was many years ago when we were naive little kampung kids. <br /><br />While I was pondering over the subtle messages written in-between-the-lines in the above-mentioned reports, the Nujum Pak Belalang video clip, the Malay <span style="font-style:italic;">peribahasa</span> and the reminiscence on the children's games we played, what came vividly into my mind were: whose priority shall leaders place first? Whose problems shall leaders resolve first, whose interest shall leaders take care first - self, followers or the organisation/the country? <br /><br />If Abraham Lincoln's (February 12, 1809 – April 15, 1865), Gettysburg address: <span style="font-style:italic;">"Government of the people by the people and for the people"</span> could probably throw leaders in UMNO some light on the above issue, certainly this is another lesson learned by leaders/ managers in the business sector in deciding their priorities in a conflict situation.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-72708937591659086212008-09-18T22:42:00.031+08:002008-09-29T12:30:50.207+08:00Difficult People and Self-Esteem<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://2.bp.blogspot.com/_TpgRrme0Zh4/SNLKTiuPKmI/AAAAAAAAAD8/y2cXr-qlBIw/s1600-h/maslow.gif"><img style="float:right; margin:0 0 10px 10px;cursor:pointer; cursor:hand;" src="http://2.bp.blogspot.com/_TpgRrme0Zh4/SNLKTiuPKmI/AAAAAAAAAD8/y2cXr-qlBIw/s320/maslow.gif" border="0" alt=""id="BLOGGER_PHOTO_ID_5247478952927111778" /></a><br /><br />More often than not, leaders tend to question why do difficult co-workers behave 'difficult'.<br /><br />In a cycle of conflict, one is perceived as trying to change the other. The harder the attempt, the harder the resistance a change agent will experience. <br /><br />Many leaders believe that co-workers resist change because they are living in a comfort zone, because they do not see the real need for change, because of the sour relationships co-workers had with the change agent. Little did leaders realised that co-workrs resist change not because of change per se but because of the uncertainties brought along by the change. These uncertainties create fear. Co-workers resist change because they are fearful of losing their basic needs, losing their security needs, their social needs they are currently enjoying, and more importantly they fear of losing their self-esteem and self actualisation. In other words, difficult people, very often have a low self esteem.<br /><br />When change is inevitable, as a result of forces from within and outside, those resisting change suffer the 'denial syndrome'. They will always point the fingers at others for causing the problems except themselves. The irony is, while one finger points at others, four are pointing at themselves. <br /><br />The current political turbulence within the ruling coalition especially after the March 8 GE and the 26 August PP by-election manifests this denial syndrome. When the pressures from outside are mounting, only then will leaders restrategise. Whether they are restrategising counter attacks or reforms is something that many people are anxiously waiting to know. The uncertainties has since translated into unfavourable social, economic and financial implications.<br /><br />Likewise, similar situations could also happened in corporate organisations. In the process, a lot of time, money and energy are wasted. Many people were demoralised, some burnt-out and others find alternative solutions.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com4tag:blogger.com,1999:blog-8353860812921987943.post-69449625832649742832008-09-11T22:05:00.035+08:002008-09-20T22:38:31.317+08:00Difficult People & The Cycle of ConflictRecently, in spite of Ramadan, I have the opportunity of facilitating a 2-day session on management skills. The programme was attended by managers and senior managers from the manufacturing industry. Several topics encompassing the conceptual, technical and human skills were covered. Yet, most critiques from participants were on conflict, dealing with difficult people and managing change - issues relating to human skills. <br /><br />One participants remarked that the most important asset of an organisation - 'the people - is the most difficult to manage'.<br /><br />Sometimes we find ourselves losing our heads when dealing with difficult people. We wonder how a simple disagreement can turn into a conflict. <br /><br />So, on one side we have the nice people like us (the participants and me) and the difficult people on the other side (like the difficult co-workers). <br /><br />I started by requesting the participants for words used to describe difficult people. As expected, everyone started to throw in negatives. Asking them to think like nice people, I went on to request them for words that described their reactions towards the 'difficult people'. Then I had asked them to analyse both the lists. They laughed. I was relieved when I learned that the they were indeed laughing at themselves. Little did they realised that, before this, they were behaving exactly in the same manner as the 'difficult people' when dealing with them. <br /><br />How can we resolve the conflict or handle difficult people when we are behaving like them? Two negatives do not make a positive. It's a stalemate.How is this explained? <br /><br />I have asked them to work in pair. One, A and the other, B. A holds his/her fist tight and B using his/ her creativity will try to open the fist. The 'lesson of the fist' manifests that the harder the attempt to open the fist, the more it motivates the difficult person to resist even harder. This creates the cycle of conflict. The cycle of conflict works in a vicious cycle.<br /><br />Issues implicating Ahmad Ismail from Bukit Bendera; Penang recently, the reactions and exchanges of words from political and ethnic leaders from within and outside the ruling coalition, on the issues; Ahmad's refusal to apologise and the tearing away of Penang BN Chairperson and Former Penang CM's photograph; are classic illustrations on the cycle of conflict.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com1tag:blogger.com,1999:blog-8353860812921987943.post-2453552205594512422008-09-09T15:48:00.037+08:002008-09-13T18:54:58.689+08:00Positioned Leader Versus True LeaderJust before the Permatang Pauh by-election on the 26 August 2008, Malaysians witnessed two main opposing coalitions resorted to slinging mud and throwing rocks at each other. Each side bragged on their chances of winning the by-election. They deemed to have worked for a common cause. That's quite understandable. The by-election result literally do not change the distribution of seats. The ruling coalition still controls the majority. <br /><br />I expected some signs of the dusts resulting from mud-slinging and stone-throwing to start settling down. <br /><br />While much have been said and written on this issue, this observation will not add to the already lengthy list of political analyses. I choose to differ by looking at the issue from the leadership perspetive.<br /><br />Yes, the dust has settled down, but in Pakatan Rakyat. They are already focusing on the next course of actions. The opposite is true in the ruling coalition. The dust has not settled down since the first election tsunami. In fact the dust is thickening after 26 August as they found a new ground for mud-slinging and stone-throwing. Now, within the coalition. Whether the dust will settled down soon is left much to be desired.<br /><br />The above scenario provides us the relationships between positioned leader and true leader. It suggests the relationships between acquiring a position and the ability to control. There appears to be no guarantee that one will be able to lead and control even if he is positioned. Popularity positioned a leader, but true leadership steers and controls the entire team and its performance. True leadership is about influencing people/ followers. It is built around trust bound by personal attributes, competency and connection. Absence of true leadership can be chaotic and the result, fatal.<br /><br />The current scenario is indeed annoying for everyone is hopeful for the dusts to settle down. But it takes a real leader ( and his <a href="http://orais-insights.blogspot.com/2008/04/power-of-buying-in.html">power of buying-in</a>) to settle the dusts (read <span style="font-style:italic;">resolve the problems</span>)and clear the clouds (read <span style="font-style:italic;"><a href="http://orais-insights.blogspot.com/2008/04/two-articles-published-by-star-online.html">set the vision</a></span>).<br /><br />When the dusts has settled and the clouds cleared only then could we see people lining up behind the leader.He is the real leader. And, everyone of us is waiting eagerly to see who he is...Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com1tag:blogger.com,1999:blog-8353860812921987943.post-5564364582910079572008-08-29T11:05:00.013+08:002008-09-11T22:03:27.141+08:00Be A 'Good' Finder"When can you know that you are making a mistake in your job?", I asked.<br />"When my boss gets angry with me.", replied one of the participants in one of my training sessions on leadership.<br />"What happened when everything goes fine?", I asked curiously. "Ah, nothing happened. Our bosses left leave us alone. He doesn't bother us and we'll just do our jobs as usual. It's business as usual.", another participant responded.<br />"How do you get rewarded for your good effort?", I asked further.<br />"Well, we have to wait till the end of the year. See if we will be getting any raise in our increment and bonus." someone senior in age replied with cynicism. The rest nodded in agreement.<br /><br />These are usual stereo-typed responses I got from participants. No, they are not participants from the same company attending scheduled in-house training sessions. It would not be so surprising if it is so. The questions I asked would have been discussed among them before they attend the programme. But these are responses gathered during my public programmes.<br /><br />These responses inferred that bosses, regardless industry, have not effectively put their thinking caps in the right perspective in dealing with their knowledge-coworkers. In short, they have not changed. <br /><br />What is apparent from these responses is that co-workers learned that bosses paid more attention when they made mistakes. Co-workers got immediate 'beatings' for mistakes done and delayed recognition and reward for good work. Co-workers witnessed 'beatings' came personally from their bosses and delayed recognition from the company. Never could they witnessed recognition coming personally from their bosses. Such behaviour nurtures the 'blame culture'.The result is low morale and demotivated workforce. <br /><br />While bosses expect greater efficiency and higher productivity from their co-workers at the end of each day, little did they realise that their leadership behaviour is counter productive. Already, many bosses and co-workers find their work stressful and for some, they are burnt-outs. <br /><br />It is therefore paramount for bosses to find time to recognise and reward their co-workerss. Be a 'good' finder. Pick on every 'good' things your co-workers did and recognise their 'good' effort. You will soon realise that your co-workers repeat their 'good' behaviour. This raises morale, motivation hence greater efficienty and higher productivity. <br /><br />Bosses should have the attitude of a staunch soccer supporter who gave his big applause for every move perceived fit to score a goal and a proud coach who hug the striker for the goal scored. And,these are done almost spontaneously - and not wait till the end of the game.<br /><br />Then, what do bosses do with those making mistakes? Send them to school. The world has changed. 'Beating' your co-workers do not solve the problem. It created more problems for your behaviour made them more demoralised, demotivated, less effective and result in poor productivity. Worst still they shun away from you. This is the power of the powerless.<br /><br />Bosses therefore need to find time to coach and show their co-workers how to come out of their work-related problems. If you do this, you have just found and learn to leverage your new source of power - the referent power.<br /><br />So, to be effective, be a 'good' finder.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-46214023135460681432008-08-24T01:30:00.051+08:002008-09-03T13:47:13.881+08:00Knowing Where You Are and Your Role PlayEnd of last week I was on a 2-day training assignment. The programme was aimed at developing participants' skill in using tools and tactics in order to improve their capability. I was least concern on the quality of the contents. Quality of contents is essentially influenced by individual intelligence, exposures, experiences, the amount of information an individual has and more importantly the person's level of motivation. It also requires effective nurturing and coaching at workplace by leaders in the organisation. Tools and tactics can only structure the thought process that will enhance the quality of the contents. Besides, it is beyond scope of my training . <br /><br />At the end of the 2-day programme, I was pleased to see that everyone had demonstrated the expected level of competency in deploying the tools and tactics shared. Such competency was manifested by their group work and presentations. I am must say that everyone had taken home more than they had carried into the training room and much more than I had expected. The objectives of the programme were met.<br /><br />The participants ranges from junior executives with as low as 3 months experience to general manager with more than 20 years of experience. Pitching, though challenging, was not a problem . Presentations on the first day were dry and dragged. I had noted that except one, the rest of the participants were not too willing to open up. This one person though analytical was exceptionally critical on group work. Later in the day I had understood the environment as there were instances when I too felt uneasy.<br /><br />The second day was supposed to start at 8.30am. By 8.35am the training room was still half-full. Two out of four groups had only 2 participants each. Someone senior in position had insisted that I start the programme right away as it would be unfair for him who had come early. I saw he valued compliance more than commitment. True leaders value commitment more than compliance. The other group members were as important to me as the rest. I recalled J.C. Maxwell's: "Leaders need to give up (their pride) to go up". This is humility. I did not see such quality in this person. He is not even willing to give in for 5 extra minutes to others. I had but to assert that we need to give another 5 minutes grace. Less than 2 minutes later four more participants came in. One group was still short of 2 participants. We reorganised the groups. We had 3 instead of 4 groups like in the first day. The participants had indeed went through the team dynamics of forming, storming, norming and performing. <br /><br />As the participants left the room and shake their hands (except the ladies whom I do not shake hand with) at the end of the 2 day session , I could feel their tight grip except one person. I had however left some souvenirs for them to share - 12 Angry Men and Difficult People.<br /><br />There are several points to learn from this experience:<br />1. Regardless of our position and authority, in a training sesssion we attended, we are just another participant. <br />2. We need to lock in our position and authority before leaving our office. In Rome, do as the Romans do. A local parable suggested "masuk kandang kambing mengembek, masuk kandang lembu menguak."<br />3. We may manage and lead our organisation, but the course leader/ facilitator leads the training session we attended. This is the law of connection (Maxwell).<br />4. We should not only be willing to learn but also should be willing to be taught.<br />5. Regardless how authoritative can we be, our skills in leveraging the reward power motivates others. The use of positive words will make a positive difference.<br />6. Leaders need to be 'good-finder' instead of being overly critical on nitty-grity, for we will end up with no one contributing any ideas in the future.<br />7. Learn to recognise small improvements as these are building blocks for bigger successes.<br />8. To motivate others, is to make them feel good about themselves and others.<br />9. At times, we need to play dumb and ignorant to excite others to give more information and show their 'colour'<br /><br /><strong>Take note that these lessons learned too demand analytical thinking capability</strong>. I have to keep reminding myself of these lessons when presenting a paper in an upcoming logistics forum this October 2008 in Penang.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com1tag:blogger.com,1999:blog-8353860812921987943.post-79936069490284419342008-07-18T12:35:00.014+08:002008-07-27T14:53:06.477+08:00Leadership: Perception and Reality<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://bp1.blogger.com/_TpgRrme0Zh4/SIQFejfdXdI/AAAAAAAAADE/0eKbWJAWLs4/s1600-h/Hang+Tuah"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer;" src="http://bp1.blogger.com/_TpgRrme0Zh4/SIQFejfdXdI/AAAAAAAAADE/0eKbWJAWLs4/s320/Hang+Tuah" alt="" id="BLOGGER_PHOTO_ID_5225307490138021330" border="0" /></a><br />It is has been sometime since I last blogged in June 2008. The schedules I had kept me busy taking through young executives from the industry - both private and public sector - on management and leadership lessons learned. And citing live-examples from the dramatic Malaysian political scenario seemed to create a lot of excitement in our discussions.<br /><br />I too have the opportunity of sharing "Hang Tuah" the first Malay coloured-movie with our participants. We saw similar characters in today's leadership and management. We saw and learned how history repeated itself in our modern day management and leadership.<br /><br />Hang Tuah survived the thick and thin of his life, from being praised, admired, condemn and cursed by the people. Tun Ali, Patih Karma Wijaya were colourful characters we can learn from but Hang Jebat remained principle-centred. Each of these characters - good or evil - has their followers.<br /><br />At the end of the movie, Hang Tuah asked "Am I right or Hang Jebat?"<br /><br />Right or wrong is a question of perception. It is a question of which side you are on on. As leaders, the reality is whether the people trust you and more importantly whether they accept you - as a person (not your position) and the cause for which you are fighting - to lead them.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-9799379763898557112008-06-09T08:06:00.041+08:002008-06-11T09:09:25.113+08:00Go! When It Is Time To LeaveI attended several weddings last weekend. Obviously after a year of doing what I enjoyed most - setting up a small company and keeping busy with the schedules - this rare opportunity of meeting old friends certainly sparked a lot of issues. <br /><br />Majority of us were retired and we were practically catching up with lost time and keeping ourselves recent. <br /><br />While most of us came and gone with time, some of our friends were '<span style="font-style:italic;">asked</span>' to stay on to '<span style="font-style:italic;">mentor</span>' the next-in-line particularly those in the operations. They - <span style="font-style:italic;">the old red blood cells</span> - aren't holding just operative or clerical positions but some of them are holding senior managerial positions. And, most have served the company no less than 25 years. Bravo for being so loyal!<br /><br />But, we were wandering how could such situation happened in big organizations after these managers served the organizations for more than a quarter of a century. Within such span of time, the succession planning should have been well-placed. It could only occur when people put self interest before the organizations'. Such situations are transformed and are obviously counter productive to the organizations. These have become organizational culture.<br /><br />Despite such policy at the operations or core business level, this so-called '<span style="font-style:italic;">philosophy</span>' don't seemed to be flowing in the veins of the top management. This is so when they believe in transfusions rather than having the same "<span style="font-style:italic;">old red blood cells</span>.' We have heard and seen incumbents keeping their positions because the person(s) next in line is '<span style="font-style:italic;">not ready for the job</span>'. '<span style="font-style:italic;">there are still a lot of unfinished job to be done</span>' (wonder what is not finished?) etc. etc. etc. and the list goes on and on. Again, the irony is that such words are only coming from the incumbents at the top. Don't they realized that it is leaders' duty to build other leaders? Or it is that the game must be played within the <a href="http://orais-insights.blogspot.com/2008/05/inner-circle.html">inner circle</a>?<br /><br />It also triggers me that they (those who have been 'asked' to stay on) may be called to '<span style="font-style:italic;">manually take-off or land planes</span>' as and when needed, for, in many instances incumbents were positioned and are running on '<span style="font-style:italic;">auto-pilot</span>'. Once they have finished their jobs - 6 months, 1 year so on so forth - the incumbent captains will again take-over and again put the plane on '<span style="font-style:italic;">auto-pilot</span>'.<br /><br />In one other weekend, I had to climb up a ladder to get to the rooftop to follow a handyman whom I hired to mend roof-leakages. It had reminded me that it is much easier to get to the top than going down. All you need to do is to keep looking at the top and take a step at a time. Getting down is rather scary, if you are not used to it. You may actually need some one to comfort and assure you of your safety.<br /><br />I tend to believe that those who find it difficult to go when their time has come are in fact suffering from '<span style="font-style:italic;">vertigo</span>'. And, those who dare to go when the time comes, are those who have practice of '<span style="font-style:italic;">going up and down the ladder</span>'. The least is being mentally prepared. And, that needs practice.<br /><br />There could be several reasons to explain why people are experiencing the '<span style="font-style:italic;">vertigo syndrome</span>':<br /><br />1. They always had their heads in the clouds, hence they can't see the way down<br />2. They only know how to 'auto-pilot'. They do not know how to take-off and land the plane themselves<br />3. They never had sufficient practice of going up and down the ladder. They tell others to '<span style="font-style:italic;">turun padang</span>' but they preferred to stay in their '<span style="font-style:italic;">ivory tower</span>'<br />4. They put self before the organization.<br />5. They were sent up using an elevator and hence do not know how to get down.<br />6. They suffer vertigo<br /><br />So, they stayed on until some one take them down using an elevator. <br /><br />It just doesn't make much sense when some one who claimed that he knows how to go up the ladder himself but do not know how to get down. It is further nonsense to note that someone after having served the organization for no less than 25 - 30 years, still do not know what to do after his retirement. Could we say that this is the price one has to pay for not finding oneself? A karma?<br /><br />Let me suggest that the first thing that you need to do is: go! when the time comes! Let others take on their job from there. These people need to start the way you started your career, lest you forget! Can they take on from where you left? Ask yourself that question and of course don't forget ask yourself your self-worth? <br /><br />Connect yourself with those out there, pay back what you owe to the society and you will find that you are worth more than just being subservient! <br /><br />Remember, <span style="font-style:italic;">even dying needs practice too</span>.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com2tag:blogger.com,1999:blog-8353860812921987943.post-12667223647423929692008-05-18T19:05:00.022+08:002008-06-09T15:09:09.242+08:00The Inner CircleWhen Jimmy Mc Ginty was appointed Football Coach for Washington D.C. (The Replacements), he set his terms. He wanted total control of the team, be able to recruit anybody that he wanted and to pick the players without any interference from the club owners. The owners of the club agreed.<br /><br />Jimmy went through a list of players whom he had been keeping his eyes on for years. They were good. Not everyone was a professional, though. The players came from different backgrounds; SWAT team member, shop assistant, bar tender, reverend and Shane Falco, a retired former quarter master of Ohio State Football Team. Jimmy put these 'players' together. He was focusing on their strengths not their weaknesses. Jimmy made each one of them go through tough football training and team-building mill and processes - forming, storming, norming and performing - to form a winning team.<br /><br />What Jimmy did was nothing unfamiliar. Being the leader of the team, Jimmy call the shot. Jimmy looked for the following 'players' (Maxwell):<br /><br />a) those who raise up themselves<br />b) those who raise up morale of others<br />c) those who raise up the leaders<br />d) those who raise up others<br />e) those who raise up people who raise up other people.<br /><br />In management and politics - BN, PR etc - such games are played by leaders. They have a list of 'who's who'. They have a complete record of people - the good, the bad and the ugly- whom they want to pick. They picked their men and and positioned them to deliver what are expected of them. These people had the leader's trust but it is the leader that call the final shot. <br /><br />They are members of the Inner Circle. Why is this so? Every leader's potentials is determined by the people closest to them. When leaders have the right people - staff/ co-workers, their potentials ecxel. Mind you, there aren't lone-ranger leaders, for if you are, you aren't leaders.<br /><br />Have you thought through about your inner circle?Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-79320202273677541172008-05-08T08:47:00.024+08:002008-05-19T09:40:31.908+08:00Leaders: Are You In Position, In Control or Neither?Have you ever experienced situations in meetings when you see the chairman is leading the meeting but someone else is leading the people? <br /><br />In such a situation, the man running the meeting is not the real leader. The man running the meeting is in position but the man leading the people is in control. The man running the meeting holds the legitimate position but the man leading the people is the <em>de facto </em>leader.<br /><br /><em>De facto </em>is a Latin expression that means "in fact" or "in practice" but not spelled out by law. Very often, the word <em>de facto</em> is used to express a person who does not hold a legitimate position but is very influential, controls the situation and leads the people.<br /><br />A case in point is the formation of the Pakatan Rakyat (PR) governments in 5 states of Kelantan, Kedah, Penang, Perak and Selangor. It unveiled the role of the former Deputy Prime Minister Dato' Seri Anwar Ibrahim as the <em>de facto </em>leader or the real leader of the PR. See this clip on the announcement of the <a href="http://www.youtube.com/watch?v=qozH2pUg2ko">formation of the Pakatan Rakyat</a>. <br /><br />A real leader holds the power and not just the position, though it may not be legitimate. <br /><br />Positional leader usually speaks first, influence other positional leaders but counts on the influence of the real leader to move and get things done. On the other hand, real leader speaks later, influences everyone and uses his own influence power to move and get things done the way he desires.<br /><br />When the real leader speaks, people listen. The irony is people listen not necessarily because of the truth in the message being imparted, but because of their respect for the leader. And this is driven by the leader's character, relationships, knowledge, intuition, experience, sacrifice and ability.<br /><br />Where are you? In control, in position or neither in control nor in position?Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-45566516618849490142008-04-30T14:45:00.056+08:002008-05-17T11:54:41.384+08:00Should Leaders Throw Rocks At Each Other?Although the 12 Parliament Session has begun, some members of the ruling coalition has yet to stop bickering each other. <br /><br />The latest was when the former Selangor MB, Khir Toyo told reporters that the Hindu Temple demolition, alleged to be one of the major factors for Selangor BN dismal performance in the last GE, was MIC President, Samy Velu's idea. Read full report <a href="http://thestar.com.my/news/story.asp?file=/2008/4/30/nation/21101265&sec=nation">here</a> and <a href="http://www.youtube.com/watch?v=mPg0o81kZ08">here</a>. Samy slammed and said <a href="http://www.malaysiakini.com/news/82096">'It is Khir's fault'</a>. <br /><br />On seeing that this is not good for BN, PM Abdullah Badawi told both leaders to <a href="http://thestar.com.my/news/story.asp?file=/2008/4/30/nation/21109455&sec=nation">stop it</a>. <br /><br />And then another headline picked Khir Toyo as saying <a href="http://www.malaysiakini.com/news/82154">'Blame the keris not the broom'</a> for the poor performance.<br /><br />I had quarrels with my brothers that compelled my parent to stop us from bickering each other. We were children then. Now that we have families of our own, we understood why our parent had to come in between us to resolve our differences. They had gone and we missed them a lot. As leaders, they had indeed taught us to place greater importance on building relationships rather than bickering on each other. Thereafter, we move on to do what we were supposed to do.<br /><br />Sometime in November - December 2006, I held a series of 12 Management Training sessions for Mayban Fortis. Mayban Fortis, Takaful Malaysia and MNI then were going through a merger process. I had quoted and shared a case story of the Canadian's 1982 Everest Expedition in these sessions. <br /><br />The 1982 Canadian Everest team had the best climbers from all over the world. The leader knew that even though they had the best people in the entire world at what they did, the trip would not be a success. This was because everyone in the team wants to get to the top for themselves. They did it for the glory of their own country and not for the good of their team. Not only that they never got to the top, at one point these successful climbers were throwing rocks at each other. What was frustrating, was to see them throwing rocks at each other when they were supposed to be in a team. And, what seemed to be even more crazy was that they dare throw rocks at each other when they were just attached to each other by ropes.<br /><br />The above local news headlines are no different from this case story. More often than not, while leaders claimed they deserved their positions we still see them throwing <em>'verbal rocks' </em>at people who are supposed to be on their team. Why? Only they can tell the reasons for doing so. But....surely we can learn from the experiences of the Canadian's 1982 Everest Expedition Team. And we too can list the leadership lessons learnt.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-74278179728516762602008-04-28T17:17:00.032+08:002008-05-02T19:01:28.447+08:00People Follow Stronger LeaderWhen Dato' Seri Anwar made a statement that there are 30 Sabah MPs who would defect to join PKR and that PKR will be in a position to form the federal government no later than 16 September 2008, Dato' Seri Najib claimed that was part of Anwar's political game. Read The Star full report, <a href="http://thestar.com.my/news/story.asp?file=/2008/4/24/nation/20080424153101&sec=nation">here.</a><br /><br />But, when Former Finance Minister Tengku Razaleigh Hamzah said on the <a href="http://www.youtube.com/watch?v=IL4c5v_Pa9w">possibility of Sabah MPs crossing</a> over to PKR by virture of their background, Najib felt that <a href="http://thestar.com.my/news/story.asp?file=/2008/4/25/nation/20080425160303&sec=nation">the threats have to be taken seriously</a>. In Sarawak, when <a href="http://thestar.com.my/news/story.asp?file=/2008/4/26/nation/21069741&sec=nation">SNAP</a> said they are ready to defect and join PKR, Najib reiterated that <a href="http://thestar.com.my/news/story.asp?file=/2008/4/26/nation/21071208&sec=nation">Anwar's claim</a> cannot be taken lightly.<br /><br />While UMNO and BN have not totally resolved their internal issues, Sabah MPs and SNAP politicians are already on the verge of concluding their evaluation on the strengths of their current and future leadership. <br /><br />Either they remain in BN or defect to join PKR, the leadership lesson learned is that people will follow leaders stronger than themselves. They too follow them out of respect ... and that is quite natural.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-21360694504725038352008-04-24T09:46:00.064+08:002008-04-25T18:55:45.345+08:00Was the Timing Right?When Parti Keadilan Rakyat advisor and Former Deputy Prime Minister Dato' Seri Anwar Ibrahim, on his arrival in Sabah told reporters that Pakatan Rakyat is in a position to form the federal government no later than 16 September 2008, he is talking about right timing. The Star Online has the full report, <a href="http://thestar.com.my/news/story.asp?file=/2008/4/24/nation/21048169&sec=nation">here.</a><br /><br />It appears to me that there are relationships between <em>timing</em>, what-to-do (<em>mission</em>) and where-to-go (<em>vision</em>)vis-a-vis leadership, the decisions made before the General Election (GE) and the outcomes of such decisions. Each one of these is equally important. <br /><br />First, there was this denial on the <a href="http://www.youtube.com/watch?v=8Vs4WkfABEw&feature=related">dissolution of the Malaysian Parliament</a> on the 12 February 2008. Then, in less than 24 hours came the <a href="http://www.youtube.com/watch?v=JPYafpCR4Oc&feature=related">announcement</a> on the dissolution of the parliament on the 13 February 2008. This was followed by the <a href="http://www.youtube.com/watch?v=JxFL8z5axAU"> EC Chairman's announcement</a> on the polling date.<br /><br />So, the decision was made on the GE and the polling date. Thereafter, there were <a href="http://www.youtube.com/watch?v=mX6bfvNnZcQ"> opinions</a> and <a href="http://www.youtube.com/watch?v=YpKsjDb_mHg&feature=related">feedbacks </a> and <a href="http://www.youtube.com/watch?v=b-4IFQ1Aof0">reactions</a> from both BN component parties and the oppositions. There were also allegations on the non-sensitivity on the part of the government as the Chinese were still celebrating their Chinese New Year.<br /><br />When the results of the GE were announced, the ruling coalition, BN lost their 2/3 majority. On the other hand the opposition coalition, Pakatan Rakyat set unprecedented victory and formed state governments in four additional states other than Kelantan. They also swept 10 seats out of 11 in the Federal Territory of Kuala Lumpur.<br /><br />We have observed that the aftermath of GE resulted in calls from members of the ruling coalition especially UMNO, for the top leadership to take full responsibility for the dismal performance in the polls. We have also read in mainstream media instances of 'stone-throwing' among members of the ruling coalition at state leaderships for their poor performance, especially in the four states that had fallen to Pakatan Rakyat.<br /><br />What can we learn from these unprecedented events? <br /><br />Leaders recognized that <em>execution</em> is as important as the <em>strategy</em> (how to go to where you and your people want to be). But, effective leaders ensured that when to lead (<em>timing</em>) is as important as what to do (<em>mission</em>) and where to go (<em>vision.</em>) <br /><br />When a leader decides to make his moves, there are four possible outcomes:<br /><br />1. Disaster - when a wrong action is executed at a wrong time;<br />2. Mistakes - when a wrong action is executed at the right time;<br />3. Resistance to Change - when the right action is executed at the wrong timing;<br />4. Success - when the right action is executed at the right time.<br /><br />In my assessment is it apparent that every Malaysian leader is mindful of these outcomes. But, what makes a leader great is his ability to effectively scan his environment, both internal and external and thereafter articulates himself and executes his strategic moves. However, if a leader repeatedly shows poor judgement, even in things regarded as trivial by his followers, then the followers will start to think and believe that having him is a liability.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0tag:blogger.com,1999:blog-8353860812921987943.post-31658464979989707902008-04-23T10:20:00.041+08:002008-04-24T10:31:31.224+08:00The Power of Buying-InThe results of the 8 March General Election (GE) have changed Malaysia's political landscape. With five states fallen into the hands of Pakatan Rakyat, sooner or later, this change will certainly have some implications - for better or worst - on the society and economy.<br /><br />In my previous postings, I have delved into some leadership principles and lessons learned. These principles and lessons learned are not necessarily exhaustive. I have also tried to critically analyze the presence of these principles in Malaysian leaders especially in regard to the performance of the recent GE. Through this analysis, I have somehow felt that there is a missing link. And, that missing link could probably explain the 'tsunami' that eventually changed Malaysia's political scenario.<br /><br />In trying to find this missing link, I have resorted to various sources of information including electronic media - e-newspapers, YouTube video-clips and blogs such as <a href="http://www.youtube.com/watch?v=OlXiyR7K7yw">BN Manifesto</a>; PAS Manifesto, <a href="http://www.tvpas.com/material.php?cat=berita&id=5707">here</a> and <a href="http://www.youtube.com/watch?v=u5c1Ou6eHHw">here</a>; PKR Manifesto, <a href="http://www.youtube.com/watch?v=3Z5KzcSkMNk">here</a> and <a href="http://www.youtube.com/watch?v=vtoh0sRllzs">here</a>; DAP Campaign, <a href="http://www.youtube.com/watch?v=vjQ6kfCGS8c&feature=related">here</a> and <a href="http://www.youtube.com/watch?v=8vEBfbEIxtM">here</a>; and Pakatan Rakyat's Mission, <a href="http://www.youtube.com/watch?v=qozH2pUg2ko">here</a>.<br /><br />My analysis uncovered:<br />1. That there is a very close relationship between; firstly, the <span style="font-style:italic;">leader</span> - that is centered on leadership attributes and influence, and secondly, the <span style="font-style:italic;">leader's vision</span> - that is the destination the leader wants to take his followers to. <br />2. That it is quite natural for people to follow leaders that are stronger than themselves.<br />3. That people will only line-up behind the leader when they have bought-in both the <span style="font-style:italic;">leader</span> as well as <span style="font-style:italic;">his vision</span>. <br />4. That leaders first need to set a dream (vision) and then find his people.<br />5. That people first find their leaders and then their dreams.<br /><br />Given the backdrop on the significance of <span style="font-style:italic;">leaders</span>' attributes and <span style="font-style:italic;">their vision</span>, the recent GE manifested that some leaders were able to not only buy-in but swing the people's support towards them. Others, though still in position, felt that they are slowly loosing the people who traditionally used to support them.These were due to leaders' ability to articulate and then align themselves or otherwise, to the people's dreams and wishes. <br /><br />Politicians called this 'makkal sakhti', management and leadership gurus refer this as the power of buying-in. In much simpler terms, it is <a href="http://orais-insights.blogspot.com/2008/04/leadership-engagement.html">leadership engagement or organizational acceptance.</a><br /> <br />Perhaps, these video clips (<a href="http://www.youtube.com/watch?v=9gtCvmdHMJc&feature=related">1</a>, <a href="http://www.youtube.com/watch?v=NpUU3yxq1BQ">2</a>, <a href="http://www.youtube.com/watch?v=4NIu9X_SzIw">3</a>) give you better impressions of the points discussed above.Oraishttp://www.blogger.com/profile/16697628404589480246noreply@blogger.com0