Leader's Digest #17 (1 October 2018)

LEADERS ISSUE 17

The mindset of a leader

1 OCTOBER 2018

DIGEST

Sharpen Your Axe: Daily Personal Growth Critical For Leadership Success Dope Your Learning: The Science Behind Getting Your Brain To Enjoy Work Thoughts Inspired: Changing Mindsets And Pushing Growth The BTF Mindset – Do You Have It? DETOXING YOUR BRAIN?

This fortnightly publication is dedicated to advancing civil service leadership and putting it into practice contemporary leadership principles.

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PUBLICATION TEAM Read this issue and past issues online at bit.ly/LEADSCS Scan the QR code below for quicker access:

EDITORIAL

Editor-in-Chief Segaren Assistant Editor Yvonne Lee Diana Marie Capel Graphic Designer Awang Ismail bin Awang Hambali Abdul Rani Haji Adenan

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CONTENTS

ISSUE 17 | 1 OCTOBER 2018

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Sharpen Your Axe: Daily Personal Growth Critical For Leadership Success

Dope Your Learning The Science Behind Getting Your Brain To Enjoy Work

Thoughts Inspired: Changing Mindsets And Pushing Growth

The BTF Mindset – Do You Have It?

DETOXING YOUR BRAIN?

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THE LEADER’S DIGEST IS A FORTNIGHTLY PUBLICATION BY LEADERSHIP INSTITUTE OF SARAWAK CIVIL SERVICE FEATURING ALL THE LATEST SURROUNDING THE TOPIC OF LEADERSHIP. THE PUBLICATION ALSO FEATURES SPECIALLY SELECTED WRITE-UPS RELATED TO EACH THEME OF THE ISSUE, THROUGH ITS CONTENT PARTNERS.

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Sharpen Your Axe:

Daily Personal Growth Critical For Leadership Success

BY ROSHAN THIRAN

Reading a book can sharpen your axe and help you to leadership success.

- Roshan Thiran A few years ago while in Lawas, Sarawak, I was told this story of a very strong and skilled Kayan woodcutter who asked for a job with a timber merchant. He got the job with a good salary and decent work conditions. And so, the woodcutter was determined to do his best for the boss.

His boss gave him an axe and on his first day, the woodcutter chopped down 15 trees. The boss was pleased and said, “Well done, good work!”

Highly motivated, the woodcutter tried harder the next day, but he only could bring down 13 trees. The third day, he tried even harder, but he was only able to bring down 11 trees. Day after day, he tried harder but cut down a smaller number of trees. “I must be losing my strength,” the Kayan man thought. He apologised to the boss, claiming he could not understand why.

“When was the last time you sharpened your axe?” the boss asked.

“Sharpen? I had no time to sharpen my axe. I have been too busy cutting down trees…”

He sharpened his axe and immediately was back to felling 15 trees a day. And since that conversation, he begins the day by sharpening his axe.

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Most leaders are too busy doing and trying to achieve that they never take time to learn and grow. Most of us don’t have the time or patience to update skills, knowledge, and beliefs about an industry, or to take time to think and reflect. Many assume that learning ends at school and so sharpening our axe is not a priority.

6. Overcome a specific fear you have or quit a bad habit.

7. Have a daily exercise routine or take part in some competition.

8. Identify your blind spots.

Understand, acknowledge, and address them.

9. Ask for feedback and get a mentor.

10. Learn from people who inspire you.

So, what exactly is sharpening the axe?

Dr Stephen Covey, who popularised the term, believes that it means “increasing your personal production capacity by daily self-care and self-maintenance”.

You have to do it as often as possible.

But if you’re so focused on your task at hand with no time for discussion, introspection, or study, you’re not really moving forward. Just as a car needs to be refuelled with petrol to keep it going, we likewise need refuelling through learning.

Most people fail to understand what it means and mistake it for taking a break or vacation. If you’re overworking yourself and your productivity drops, take a break. However, that isn’t sharpening the axe – that’s putting the axe down. When you put down a dull blade and rest, the blade will still be dull when you pick it up.

The woodcutter does need downtime to rest, but it is not “sharpening the axe”.

The woodcutter only becomes more productive by sharpening his blade, analysing new woodcutting techniques, exercising to become stronger, and learning from other woodcutters.

SHARPENING YOUR AXE Sharpening the axe is an activity. You too can sharpen the axe of your life.

Here are examples of axe-sharpening activities: 1. Read a book every day.

2. Get out of your comfort zone by changing jobs. A new job forces you to learn.

3. Have a deep conversation with someone you find interesting.

Sharpen your axe through that interaction.

4. Pick up a new hobby. Stretch yourself physically, mentally or emotionally.

5. Study something new.

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The Management Mythbuster author David Axson believes most organisations still rely on outdated management strategies that are irrelevant today.

Unless we are sharpening our axe daily by observing the changing world and changing ourselves accordingly, we risk becoming irrelevant.

Andrew Grove reinvented Intel and oversaw a 4,500-time increase in market capitalisation by his daily habitual “axesharpening” ritual of understanding global changes and taking advantage of it to ensure Intel remained relevant.

Employees at Japanese organisations like Toyota believe it’s a crisis if they do not create improvement each day.

The “kaizen mindset” means that every day, whether you are a line worker or executive, you find ways to learn something new and apply it to what you are doing. This daily organisational ritual of “sharpening the axe” forces employees to be alert, mindful and constantly improving.

Great leaders, like Gandhi, Nelson Mandela and Steve Jobs have a continuous appetite for learning and growth. They always listen and watch in the hope of learning new ideas and discovering new truths and realities.

WE HATE CHANGE Interestingly, many of us do just the opposite. By staying in the same job for many years, although we become experts and the role becomes easy, our learning flattens. We don’t like changing jobs as there is pain and struggle involved in taking on new roles. But, the more we struggle, the more learning we glean.

But when a new boss with new expectations takes over, we sometimes find ourselves struggling even though we have been at the same role for years.

We try harder but still fail to impress.

Why does this happen?

Much like the woodcutter, trying harder will not yield results. This is because we did not upgrade ourselves nor grow in the “easy” years. Our years of experience count for nothing as we did not keep up with the world around us and were ignorant and mindless of things that were evolving daily around us. Two weeks ago, I interviewed Harvard professor Ellen Langer who reminded me of our natural inclination to be mindless.

Mindlessness is our human tendency to operate on auto pilot, whether by stereotyping, performing mechanically or simply not paying attention. We are all victims of being mindless at times.

By sharpening our axe, we move from a mindless state to a mindful state, from “blindly going with the flow” to thinking and “breaking boundaries”.

Why then do so many people fail to sharpen their axe? Well, axe sharpening isn’t as fun as whacking away at the trees. And it is painful and tedious work.

David McKay adds that:

The greatest battles of life are fought out daily in the silent chambers of the soul.

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Sharpening the axe is a daily inner internal battle. Research reveals that self-educated presidents like George Washington and Abraham Lincoln sharpened their axe daily by cultivating the discipline of reading.

In a number of Asian organisations, when there is a crisis or financial situation, the first thing that gets slashed is training programmes for employees.

Yet, in a crisis, there is a greater need for employees to have sharpened axes to deal with issues.

Crises often cause companies to become great because they finally take time to “sharpen their axe” by re-looking at their current strategies and reinventing their industries, sometimes through painful reforms. The South Korean auto industry before the 1998 Asian financial crisis was 'jaguh kampung' and known for low quality cars with strong domestic car sales.

What are you doing to sharpen your axe? Take a step back this weekend and start sharpening your axe.

The crisis forced it to take a step back, sharpen its axe, become mindful to the world and move to sell the majority of its cars outside South Korea.

Of course, too much axe or aimless sharpening can become another form of procrastination. Many like to attend trainings and classes but never end up using the axe. After sharpening the axe, use it or all is in vain.

How are your various blades doing? Your skills, knowledge, mind, physical body, relationships, motivation, commitment to succeed, capacity for growth, emotions – are all of them still sharp? If not, which ones are dull, and what can you do to sharpen them?

Lincoln once said:

Give me six hours to chop down a tree and I’ll spend the first four sharpening my axe.

Roshan is CEO of the Leaderonomics Group. He believes that everyone can be a leader and make a dent in the universe, in their own special ways.

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Dope Your Learning: The Science Behind Getting Your Brain To Enjoy Work

BY SASHE KANAPATHI

In that sense, it would be easy to conclude that if learning is made to be fun, then there is a higher chance for learning to be absorbed meaningfully. Hence, we need to “Dope our Learning”.

We all want to learn, or at least, we say we do. Though, sometimes, I have my doubts if most people genuinely mean this. We also know that learning should result in some sort of a change; ultimately a change of behaviour.

And change is something that leads to anxiety in some way or the other. So how do we make change easier to digest?

By making it fun of course.

Did you know that when you are having fun, the excited brain releases more dopamine? Yes, this is the same neuro chemical that we associate with mediating pleasure.

Some other helpful benefits of dopamine are to enhance memory, attention and even cognition. So, the more fun you have, the more dopamine in your brain, and as a result, you become more engaged and attentive.

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I like to refer to dopamine as the ‘save button’ in the brain.

When dopamine is present during an event or experience, we remember it; when it is absent, nothing seems to stick.

The chemical dopamine, is a neurotransmitter, responsible for sending messages between the brain and different nerve cells of the body.

The idea is to have fun while learning, to enhance the learning experience. In adult education, this is easier said than done.

Each person has a different way of having fun.

So, how do you deliver a programme to make learning fun for everyone? How do we present content in an exciting and novel way that applies to everyone?

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For adults, experience has proven that there are five key components to achieve a fun learning experience:

Here’s a scenario that demonstrates how the five components – in no particular order – are integrated in a simulation: Simulations need to be able to transpose the participant, preferably using technology (two), into a very specific situation that has a defined objective.

The means of achieving the objective require the participants to accomplish tasks that will help them practise the behaviours that the simulation was designed for.

1. Humour

4. Competition

Humour is universal in its appeal and is something that can be injected by facilitators to engage the learners. It’s important not to overdo it of course, so that it isn’t distracting. Just the right amount can go a long way to keep engagement levels high.

It’s important to allow for competition in learning, as long as it is friendly competition. However, it should also be challenging enough to keep learners motivated. This is a key component of gamification.

2. Technology Technology has now become a part of everyone’s lives and something that is second nature to most. It is important to use technology for the value that it provides in making learning accessible.

By using something that is familiar yet, provides benefits in terms of speed and complexity at your fingertips, it enhances the learning experience.

3. Experimentation Experimentation is fun if it entails exploring new concepts in a safe environment. We need to create an environment that allows for failure while engaging the learners’ imagination to try out new things.

5. Benefit It’s important to show learners that the learning is beneficial to them in some way. This can be with rewards (as in gamification), but also show them how it can be applied to real life.

Of the five aspects of training listed above, the first one, humour, is one that is left to the facilitators. However, the remaining four aspects can be delivered through creative programme design. The most efficient way to deliver this fun learning experience is through simulations.

As I’ve shared in previous articles, simulations come in all shapes and forms.

We have simulations that are based on role playing, as well as board-based, and lately things have become more digital in approach. They all provide the four aspects of fun learning experience described above.

"By competing with other people (four), while trying to win (five), participants find themselves trying different behaviours (three).

Eventually this leads to an “aha” moment when either the right behaviour is discovered by one team, or it’s shared through an engaging debrief process (one)."

In our experience, we find that the best way to use simulations is by prepping learners with some content prior.

This gets them primed to the topic and equipped enough to experience the simulation effectively.

If there is no content given, some learners may wind up spending too much of the simulation experience trying to navigate and make sense of the situation at hand instead of learning from the experiential opportunity.

The post simulation debrief is also as important as the simulation itself to extract the learning and to re-play the experience. It also provides context to the activity.

This way, by utilising simulations in any content delivery, we are able to make sure that learning is fun. And fun means more dopamine, which means better absorption as well as retention.

Sashe is the director of the learning and growth division in Leaderonomics.

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Thoughts Inspired: Changing Mindsets And Pushing Growth

BY MARCUS LIM

Reading the story by Mr Roshan (CEO of the Leaderonomics Group) about becoming the “best in the world” when he was part of the leadership team of a “surviving” Malaysian company was insightful. It inspired me to write a response article dedicated to the emerging generation of today, my Generation Y cohort.

As a quick summary, Roshan explains how the leadership team of that company, within two years, transformed the organisation’s turnaround time of more than 450 days into an organisation with turnaround time of below 40 days with the same “Malaysian” workforce.

According to him, this was all possible with a leadership team who believed and was committed to being the best.

Then my question was if it was all up to the leadership team to inspire, what would happen if they did not come along at all? Could the emerging generation come about and do something to inspire that change of mindset and push growth from the bottom-up?

I believe the answer is YES! And here is how.

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IT BEGINS WITH THAT DECISION

SHARE THAT BEAUTIFUL MINDSET OF GREATNESS

It all begins with that decision to become not just a good employee, but a great employee. That is, an employee who decides to take ownership of his or her role in the organisation and become great at it. It all starts with that thing we call “vision”.

However, becoming that role model is only half the battle won.

More often than not, when you become successful at what you do, people will seek you for your secret sauce. This is the opportunity to share your ideas and plans on how you operate as an individual and spread that mindset of greatness and growth.

Be generous with your information and how you can help others in your department.

More often than not, managers fail to ask the question, “What is your vision for this department?” to new employees who join an organisation. However, that is not an excuse for us to neglect that question and go about working like drones.

The first step is to ask what your vision is for the department you are currently working in and what your manager’s vision is.

Are they aligned? If not, how can you align your vision to your manager’s? If yes, excellent, you are on your way to achieving greatness.

BE THAT INSPIRATION, THAT ROLE MODEL Of course, having a vision for the department is just the first step.

What comes next is the plan. It will involve much determination and perseverance on your part to become that role model for your fellow colleagues.

The idea is that while you have little to no influence over your manager or the leadership team of the organisation, you have peer influence over your colleagues who work with you in the same department.

Through your dedication and hard work, become the best at what you do and you may inspire others to follow suit. Help your manager achieve his or her vision for the department by aligning yours with his or hers and take ownership of your role in that department.

Go the extra mile and focus on that gap you want to bridge to ensure success and persevere until you have successfully closed it. Subsequently, when you hit your targets, share the success with everyone because at the end of the day, the success reflects well on your department as a whole.

Begin a culture of appreciation by giving out notes or little gifts to boost morale and form that connection within the department.

Organise department lunches or “get-together” outings to build bonds and promote teamwork.

In the end, if everyone does well, the whole department looks good. And when your department looks good, your manager looks good to the leadership team and that will eventually motivate him or her to believe that greatness is within reach.

BE GENEROUS Do bear in mind there is a chance your hard work and dedication may not be recognised and rewarded. If that happens, you will have to call upon your great heart to understand that while officially you may not be rewarded, you have impacted the lives of your colleagues and your manager.

Becoming a great employee means becoming an effective follower, i.e. a follower that inspires greatness in your fellow teammates and supports your leader with the necessary push and motivation. Remember the saying, a great leader is only as great as his followers. So be a great follower!

Marcus Lim is a practitioner of the art of movement, Parkour. He believes in building confidence and self-awareness through physical representations and movement of the body. He played an active role in developing young leaders by coordinating and managing the Leaderonomics Club in high schools around the Klang Valley.

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The BTF Mindset – Do You Have It?

BY ROSHAN THIRAN and SANDY CLARKE

“Yesterday is gone.

Tomorrow has not yet come. We have only today. Let us begin.”

– Mother Teresa

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What does the future look like?

What does it hold in store for us now and for the generations to come? Some might say that the question should be, “What will the future look like?”, since we can’t say what the future has in store because it has yet to arrive. All we can do is wait and see, right?

At Leaderonomics, we like to take a different view of things and challenge the kind of conventional wisdom that leads us to rest on our laurels. We ask, “What does the future look like?” with the realisation that the future isn’t something that is created tomorrow – the future is something that we make today, right here in this moment. One decision by decision. One transaction by transaction. One interaction at a time.

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Each year that passes, each month, each week, day and moment that we are blessed to know presents us not with opportunity, but with the choice to create opportunity and make the world around us a better place.

by proactively investing in and nurturing that future that we ensure a solid foundation on which future generations can build their successes.

A number of years ago, I became obsessed and was driven daily by this vision to transform nations, build communities of love, and grow people into leaders. I know clearly that these goals won’t happen today but in the future – our legacy is shaped by what we choose to do today. At that point in time, I decided that we have to do something today, not wait for tomorrow.

Together with Ang Hui Ming and a few other dreamers, we set about taking action right then and there so that our tomorrow would be different.

I have had many conversations with both employees and customers that “building the future (BTF)” cannot be a value. But we believe that everyone at Leaderonomics must have a BTF mindset ingrained into their souls. I take great pride in our team members who push beyond their boundaries and abilities to provide young people with the best developmental education and practical skills that will allow them to grow in confidence and one day be leaders that change this nation.

Take a look around you. Every day we see young children walking to school, playing with their friends, or shopping in the malls with their parents. Each one of those children you see has within them the enormous potential to be someone, whether that be a great leader, coach, innovator, scientist or successful entrepreneur, to name just a few possibilities.

NURTURING THE BTF MINDSET

But having a BTF mindset ingrained is very hard. It is littered with stories of failure. Every great leader who built the future, drove innovation and had gamechanging success stories did not do so without some failures along the way.

Rather, iconic figures have cultivated resilience through experience, which led them to get back up after each fall and carry on regardless. The future isn’t built by getting it right first time: the future is built by having the strength of character to never give up until we get it right. And this is important for all of us to embrace – this BTF mindset fuelled by passion and powered by resilience and grit to overcome failure countless times.

The BTF mindset is not a fun journey – it is a challenging one filled with obstacles and pain. If there were no problems to

solve, there would be no need to disrupt the present, create opportunities and revolutionise the way things are done.

The BTF mindset requires courage to step outside our comfort zone, take ownership and pursue the kinds of ideas that not only solve the problems, but inspire others to follow in our footsteps so that they may tackle whatever future challenges that remain to be faced.

The BTF mindset is one that embraces diversity, by being inclusive, by offering a hand to anyone who has the capacity to be a force for good in the world (FYI: that means everyone). It also means that each of us must endeavour daily to be at the cutting edge of education and learning, whether that be through producing informative content through our multiple media channels; delivering an array of development programmes for young people, human resource professionals and C-suite managers; or pioneering new and exciting education platforms through our digital learning facilities. We must have the BTF mantra engrained deeply to motivate us to fight the overwhelming odds needed to drive change.

Building the future requires deep endurance and a high level of execution skills. Many times, we have great ideas but we are let down by our execution.

In our modern age, we are all part of a great acceleration as advances in the fields of science and technology sweep in rapidly. With that in mind, building the future truly is something that requires the ability to relentlessly execute and continuously improve.

What we see in those children is exactly what drives us to make sure that they are given the right tools, guidance and support through our highly-acclaimed youth camps and programmes. It’s often said that children are our future, but it’s Issue 17 | October 2018

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THE BRIGHTER TOMORROW Working to build a brighter tomorrow is a duty that we all share. There are few more exciting prospects than knowing that what each of us does today creates a ripple effect that will carry on even after our own lifetimes, and it’s even more thrilling to realise that there is no way of knowing where our influence ends. I believe if every single person on this earth has a BTF mindset, we will start putting away all our differences, and we will all start co-operating and cocreating the future together.

Building the future is one of our key values at Leaderonomics, and it’s there for good reason. We began life from the realisation that positive change comes from a place of opportunity and a cando attitude. We know that the likes of status, place, race, creed or gender have no bearing on a person’s capacity to help make the world a better place. All they need to do is realise that they can, and to be presented with a chance to shine and flourish as they were intended to do.

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That’s where Leaderonomics comes in. Whether it’s members of our own team, a seasoned executive, or a young person with the willingness to realise the inherent greatness that lies deep within themselves, we consider it a privilege and an honour to work alongside every single person who can affect positive change in the world around them.

We can help build a future where our world is free, fair and just; a world that inspires and excites; and a world that unites rather than divides. As the African proverb goes, “If you want to go fast, go alone. If you want to go far, go together.”

Let’s create a lasting, positive legacy that will benefit generations to come.

A key question for each of us is the question I pose to all our employees when they join us but is one that is valid for everyone: Are you ready to build the future and more importantly, are you willing to go through the pain and anguish of building the future?

Believe me, it is far more satisfying to build the future than to bask in the comforts of the present. So, join us and let’s together build the future.

Roshan is CEO of the Leaderonomics Group. He believes that everyone can be a leader and make a dent in the universe, in their own special ways.

Sandy is a freelance writer based in Malaysia, and previously enjoyed 10 years as a journalist and broadcaster in the UK.

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Detoxing Your Brain?

BY YVONNE LEE

Thanks to regular news and advertisements highlighting the dangers of an unhealthy lifestyle, I have often contemplated on starting a detoxification process. Many products and natural remedies out there claim to cleanse our liver, kidney, intestines, lymphatic system and so on. Their core message sounds pretty convincingToxins are dangerous and you can’t completely avoid them from entering your system. They are in our food, in the air, everywhere. In order to stay healthy, you need to remove those toxins from your body through a proper detoxification process. Straightforward, isn’t it?

And then I heard about detoxing our brains. Imagine, the same concept, applied to removing toxic thoughts from our system. This perspective has been propagated by Dr. Caroline Leaf, author and cognitive neuroscientist who has

spent her last 30 years researching the impact of the Mind-Brain connection and the neuroplasticity of the brain.

In her clinical practice and work experience with thousands of underprivileged teachers and students in South Africa and the USA as a communication pathologist and cognitive neuroscientist, she developed an original theory of the science of thought with research-based tools and processes. Her real-world neuroscience research has transformed the lives of patients with Traumatic Brain Injury (TBI), chronic traumatic encephalopathy (CTE), learning disabilities (ADD, ADHD), autism, the dementias, emotional traumas and mental health issues and has shown thousands of students of all ages, and adults and corporations how to use their minds to detox and develop their brains.

In her book ‘Who Switched Off My Brain?’, she started off with the premise that:

Every time you have a thought, it is actively changing your brain and your body – for better or for worse.

She further clarified that thoughts: • • •

are measurable and occupy mental “real estate.” are active; they grow and change. influence every decision, word, action and physical reaction we make.

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‘Toxic thoughts’, she defined, were thoughts that trigger negative and anxious emotions, which produce biochemicals that cause the body stress.

As leaders, we may be so ingrained to think that we know that we should always treat the root cause and not the symptoms. But when it comes to stress, like it or not, we tend to only treat its symptoms most of the time. If we take a step back and consider how we tend to beat stress, we’d find ourselves ‘running away’ by eating, sleeping, watching movies or funny videos on YouTube, playing games, complaining to others, travelling to somewhere else and so on. Now, that’s not completely wrong, but how often do we sit and reflect on the reasons why we were having those negative and anxious emotions in the first place?

Dr. Leaf encourages the habit of reflection as an important practice to cultivate positive thoughts and to detox toxic thoughts. Reflection does not only entail thinking about the situation, but writing down our thoughts because the actual process of writing consolidates

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the memory and adds clarity to what we have been thinking about.

and that would cause more stress to me in the long run.

Prior to encountering Dr. Leaf’s perspectives, I had personally tried to be more intentional in writing down my thoughts during stressful times, particularly when I was facing internal conflicts with others. I would make myself write down answers to questions such as:

Martin Luther once said:

• • • •

What (specifically) did the person do to make me feel this way?

Why did that make me feel angry/ sad/disappointed/stressed?

What would I do differently if this situation happens again?

If I had a chance to be honest with this person, what would I say to him/her?

Writing down the answers to such questions made me realize that at many times, people may not mean harm, but I was the one reading into the situation with a tainted lens. And if I did not nip those toxic thoughts in the bud, I would become bitter towards the other party,

You cannot keep birds from flying over your head but you can keep them from building a nest in your hair As a leader, we may have plenty of undesirable situations (or sometimes, people) around us, but we can choose not to be a ‘nest’ of toxins, but to build healthy thoughts and lead meaningfully.

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