Leader's Digest #01 - 4 Feb 2018

LEADERS ISSUE 01

DIGEST

4 FEB 2018

LEADING IN A DIGITAL ECONOMY 3 challenges facing every CEO in the 21st Century

Is education keeping up with Industry 4.0 ?

PG. 7

It’s Time To Challenge Your Critical Thinking Skills For The Future Of Work

PG. 9

Dear CIOs, It’s Your Time To Shine In This Digital Age!

Content Partner

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

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PUBLICATION TEAM EDITORIAL

Editor-in-Chief Segaren Senior Editor Siti Rahanah Amat Dollah Assistant Editor Samson Tan Graphic Designer Awang Ismail bin Awang Hambali Abdul Rani Haji Adenan

CONTENTS

ISSUE 1 I 4 FEBRUARY 2018

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3 challenges facing every CEO in the 21st Century

04

Is education keeping up with Industry 4.0?

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It’s time to challenge your critical thinking skills for the future of work

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Dear CIOs, It’s Your Time To Shine In This Digital Age!

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Programmes to look out for in January 2018

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Inspirational Quotes | Jokes

THE LEADER’S DIGEST IS A FORTNIGHTLY PUBLICATION BY LEADERSHIP INSTITUTE OF SARAWAK CIVIL SERVICE FEATURING ALL THE LATEST SURROUNDING THE TOPIC OF LEADERSHIP. NEW TRAINING PROGRAMMES IS ALSO A HIGHLIGHT ALONGSIDE SOME OF THE FEEDBACK GATHERED FROM THE TRAININGS ORGANISED BY THE INSTITUTE. THE PUBLICATION ALSO FEATURES SPECIALLY SELECTED WRITE-UPS RELATED TO EACH THEME OF THE ISSUE, THROUGH ITS CONTENT PARTNER, LEADERONOMICS.

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3 challenges facing every

CEO in the 21st Century

BY PRETHIBA ESVARY

Businesses today are facing disruption due to unprecedented changes like market instability, rise of new technology, big data, changing consumer demands and more regulation.

Leaderonomics chief executive officer (CEO) Roshan Thiran says that the traditional function of a business leader is to “drive change, grow the business, meet expectations of employees, shareholders, board members, his C-suite and the community whilst ensuring compliance and adherence to governments and local statutes.”

But how have their roles changed considering today’s volatile, uncertain, complex and ambiguous environment?

WEARER OF MULTIPLE HATS GREATER ACCOUNTABILITY WITH A BLOATED C-SUITE 1 Malaysia 2 Malaysian 3 DEALING Institute of Human Resource With more challenges comes the Digital Economy Corp vicepresident of enterprise development Gopi Ganesalingam tells us that “the dynamics have changed in businesses”.

“The CEO has got to have the hat of human resources, chief financial officer (CFO), chief operating officer (COO) and such.”

Echoing this sentiment, veteran CEO Joel Trammell wrote that a leader may have to switch between roles depending on situations: > Architect – to design the right business model for the company. > Engineer – to put in place proper systems and processes. > Coach – to place the right talents in the right roles/departments. > Player – to contribute their expertise in particular projects. > Learner – to gain new knowledge and insights that can help the business. > Priest – to be a “sounding board” for employees.

The architect, engineer and coach are the most significant roles that CEOs need to take up to enable the company’s continued growth.

Management president Aresandiran Jaganatha Naidu says: “Today, CEOs are responsible for and accountable to everything. If things don’t work out, it’s their fault.”

need to have more expertise at the top to aid the CEO with strategy and decisionmaking. As a result, we are beginning to see a transformation of the C-suite in its size and composition.

CEOs are tasked with looking at the strategy the company. They are the ones responsible for visioning and looking deep within their business to see what can be improved.

Traditionally, the C-suite comprised of the CEO, CFO and COO. Research by Harvard Business Review revealed that the numbers have “doubled, rising from about five in the mid-1980s to almost 10 in the mid-2000s”.

Aresandiran added if there were any shortcomings in the organisation back then, managers were held accountable.

Today, the CEO is responsible even if decisions were made collectively with others, or even if the mistake was made by someone else.

This statement can be supported by recent news where CEOs have been asked to step down for, say a company’s declining performance, such as Mark Fields from Ford or regulatory and culture issues such as Travis Kalanick from Uber.

Today, newer titles such as CMO (chief marketing officer), CTO (chief technology officer), CDO (chief data officer), CCO (chief customer officer) and CHRO (chief human resources officer) have entered the equation.

The challenge arises when team members adopt a functional view of their roles, as opposed to a holistic one.

To ensure effectiveness of the C-suite team, transformational leadership expert professor Chris Roebuck said it is imperative that “CEOs become a facilitator who leverages the expertise of all team members” and ensure that there is strong trust.

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• HOW LEARNING MUST EVOLVE WITH THE TIMES

It is true to say that the world is changing but what many people don’t realise is that the speed and pace of change is increasing dramatically every year. Throughout most of human history, we have lived in small hunter-gatherer groups, and only in the last 12,000 years or so did our ancestors settle in stable communities to practise agriculture.

Then, roughly 300 years ago, the first industrial revolution began in Britain and triggered the changes that have replaced subsistence with abundance and banished superstition through science.

All of the technology we see around us and all the conveniences we use every day have been created in the span of 10 to 12 human generations, but the pace of change is accelerating as we enter what many perceive to be the fourth industrial revolution.

The first industrial revolution was built on steam power and lasted approximately 150 years; the second industrial revolution lasted roughly a century as humans harnessed the new energies

Earth’s core, but also by the many mini-suns of clean and safe fusion reactors.

• THE DAWN OF INDUSTRY 4.0

The factories of the future will be very different from the workplaces of today – in 2015 alone nearly 100,000 robots were deployed in automotive factories and a further 65,000 were installed in factories making electrical and electronic goods, so automation will liberate people from the drudgery of production lines.

At the same time, automated vehicles will completely change the way in which we think about and use transport.

The age of car ownership is coming to a close as the driverless vehicle appears on the roads of the United Kingdom, Singapore, and the USA. Ride hailing firm Uber has already experimented with the driverless taxi in Philadelphia, the driverless bus is already operating in Greece, and driverless support vehicles are being tested at Changi airport in Singapore.

Is education keeping up with

Industry 4. ?

BY PROFESSOR HEW GILL FOR LEADERONOMICS

of petrocarbons and electricity; the third industrial revolution has seen information technology shrink incredible processing power from mainframe computers the size of buildings to mobile handsets that connect individuals across continents instantaneously.

Within 15 years, most of us will no longer “invest” in expensive lumps of metal that sit idle in carparks and garages for 98% of the time; instead, we will use the internet to summon our virtual chariots to take us whenever – and wherever – we need.

Now, we are entering a fourth industrial age that will be based upon a combination of the existing and the new, and it is an age that will bring more significant changes than everything that had gone before.

At work or at home, the Internet of Things (IoT) will completely change the way in which most of us carry out our basic daily tasks, eliminating the drudgery of shopping, banking and even cooking.

The fourth industrial age will bring huge changes in food production as the rooftops, walls and open spaces of our cities become farms for new crops developed through biotechnology.

“Intelligent” devices in our kitchens, bathrooms, bedrooms, living rooms and offices will respond to every request and anticipate most of our needs. In the UK, delivery company Ocado has built an automated warehouse that selects and ships more than 2.5 million supermarket items for home delivery daily.

Traditional farming, especially livestock farming, with its wasteful use of land and massive environmental damage will be replaced by protein grown in the laboratory or the sea.

We will find new ways to generate, transmit and store energy as the age of filthy fossil fuels finally comes to an end, to be replaced not just by the energy of the sun, the wind, the waves and the

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In late 2016, the online retailer Amazon made its first deliveries in the UK using drones. Very soon, the body monitoring devices we wear on our wrists will communicate with our personal digital assistants to plan our weekly menus, and our fridges and microwaves will place automatic orders with retailers, urban farms and processing plants.

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• THE FUTURE OF HUMANITY

Many people find these changes threatening, but they forget that all the changes outlined above will be accompanied by what is perhaps the biggest change of the fourth industrial revolution – massive demographic shifts.

The World Economic Forum (WEF) recently published are report entitled “The Future of Jobs” in which it identified the 10 key skills that employers will want in the future:

1. Complex problem-solving 2. Critical thinking 3. Creativity 4. People management 5. Co-ordinating with others 6. Emotional intelligence 7. Judgement and decision-making 8. Service orientation 9. Negotiation 10. Cognitive flexibility

In most developed countries, the population will begin to decline and will eventually reach a level lower than it is today. These trends are already very evident in places like Singapore and Japan, but they are also emerging in most of Western Europe and even in China; with Malaysia also feeling the change.

This means that even as traditional jobs begin to disappear, the number of job opportunities in the new industries of the future relative to the number of young people will continue to increase.

Also we need to remember that no matter how production and delivery may change, business will still be about people.

Customers will always be people, the organisations that develop, produce and deliver products and services will continue to be staffed by people and, no matter how many robots there may be in a factory, ultimately, the business will still owned, managed and directed by people.

In an age of abundance where every consumer is able to choose the products and services that suit them best, there will be more and different commercial opportunities than there are now.

This means that the young people of the 21st century will have many – and more – job opportunities than their parents and grandparents, and it also means the nature of careers will change.

We can already see the end of the “traditional” career – in the past we tended to believe that most people would train for a particular career, and maybe work for two or three organisations during their whole working life.

This model is already receding and will completely disappear in a few decades. We should not be scared and we should not be upset because this model was only a temporary phenomenon that was with us for five or six generations.

Most people in the future will have multi-track careers and they may even have multiple jobs simultaneously; technology will have the potential to liberate us so that we are able to take on many different forms of employment across our lives and to adapt our careers to reflect our changing priorities.

In the age of automation and smart systems, the key to career success will no longer be based solely on specialist knowledge.

Although knowledge will always be important, life-long career success will be based upon key transferable skills that can be leveraged to succeed in businesses, and organisations that probably do not even exist today.

This obviously also means that the nature of education will need to change and that the role of schools, colleges and universities – especially universities – will, in some ways, be very different in the future.

What is immediately obvious about this list is that the skills identified are generic; they are not subject specific, and half of them are soft-skills. This reflects the fact that increasingly employers will want employees who are able to apply a series of skills and attributes flexibly across a range of business scenarios.

Implicit in this approach is the fact that knowledge will be constantly changing and that the employees of the future will need to use their skills in new ways and keep upgrading and improving their knowledge if they are to be successful.

• EDUCATION – KEEPING UP WITH THE TIMES?

In order to meet these requirements it is incumbent on educational institutions that they adapt their curricula to the needs of business.

At the national level, the Higher Education Ministry is embedding a culture of progressive improvement through continuous effort in its soaring upwards initiative under the leadership of minister Datuk Seri Idris Jusoh.

This vision is being translated into various policies and practical steps to underpin the national philosophy of education that will “develop the potential of individuals in a holistic and integrated manner, so as to produce individuals who are intellectually, spiritually, emotionally and physically balanced and harmonious”. Perhaps the most significant of these is the discussion around the introduction learning outcomes that will combine advanced mastery of a degree discipline with the development of key personal, interpersonal and social skills, and virtuous habits across the following eight areas:

1. Knowledge of the degree discipline 2. Practical and psychomotor skills 3. Interpersonal skills and social responsibility 4. Ethics and professionalism 5. Communication and leadership skills 6. Analytical and critical thinking skills 7. Lifelong learning and information management 8. Management skills and entrepreneurial characteristics

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It will be immediately apparent that these outcomes cover exactly the same areas as those identified by the WEF, showing that Idris and his team are thinking strategically about how to position Malaysia in the new world economy.

• ADAPTING IS WHAT WE AS PEOPLE DO BEST

Across the world, forward thinking governments, employers and educational institutions are already beginning to implement the changes that are needed to equip young people for the fourth industrial age.

However, we also should be clear that flexibility is not the same as having low moral standards because truly successful people are marked by their integrity, ethical behaviour and clear personal values. In this century, successful people will be upright in intentions and behaviour; they will put other people first and show moral leadership for their organisation and nation.

• TRAINING PEOPLE FOR THE JOBS OF THE FUTURE

Research has shown that, in the last 35 years, there has been a steep decline in the number of jobs where levels of social skills are unimportant.

This is because the modern economy creates wealth through creativity and the most effective way to foster creativity is through collaboration.

These proposals are also grounded upon business psychology research that has identified the factors that are critical for high job performance and organisational success.

In my professional life as an entrepreneur, banker and business leader these were the attributes I looked for when hiring and these were the areas we focused on to develop highperforming team members.

These are the areas which modern universities should be developing in their students and it also means that young people need to realise that it is important for them to take the lead and make decisions; instead of always being told what to do, successful individuals will need to initiate action, give direction and take responsibility.

It will also be essential to have the interpersonal skills to work closely with others in supportive and cooperative relationships, showing respect and positive regard for colleagues and having the sensitivity to work well with transnational, multi-ethnic, genderbalanced work teams.

The lesson of evolution is that success comes from adaptability and flexibility, so the graduates of the future will need to bend to change and be resilient in the face of stress.

Nevertheless, adaptability will mean being open to new ideas and experiences, and it will also be for the individual to take responsibility for lifelong learning opportunities. This may mean returning to university three, four or more times – sometimes as student – but also as a teacher and a researcher.

Some people will view these changes with apprehension, but this is a wonderful time to be alive. The power of technology is creating truly global markets on a scale that has not been seen since the early 1900s as once again economies are becoming fully integrated and physical, and political borders are shrinking away.

Malaysia is exceptionally wellplaced to benefit from the new global economy. Physically, Malaysia is at the crossroads of the world’s trade routes.

Intellectually and culturally Malaysia has strong links with all of the world’s major trading blocs, and Mother Nature has gifted Malaysia with abundant natural resources and a talented population.

The growing partnership between government, business and tertiary educational institutions means that young Malaysians will be equipped with the knowledge and transferrable skills needed for success at a time of great opportunity, and I have no doubt that Malaysia and its young people will continue soaring upwards to a successful future.

The customer will continue to be king and queen, but 21st century graduates will need to understand that everybody is a customer and this means having the skills to persuade and influence people.

In a truly global market, every worker needs to be focused on customer satisfaction, ensuring that a quality service or product is always delivered to the agreed standards – on cost, and on time.

This will also require the capacity for inner harmony and balance, the ability to manage pressure, and to cope with those times when things go wrong.

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Professor Hew Gill joined Sunway University after a successful multi-track career as an entrepreneur, public servant, banker, senior leader and business consultant. He is a frequent broadcaster and sought-after public speaker on a range of business and psychological subjects, and is always interested in commercial research and consultancy projects. To engage with Hew, e-mail editor@leaderonomics.com

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It’s Time To Challenge Your Critical Thinking Skills For The Future Of Work

BY NG YOU JING FOR LEADERONOMICS

Critical thinking is one of the essential skills that contribute to an individual’s career success, regardless of one’s profession. A recent insight by Guthrie-Jensen Global Training Consultants shows that it is the second most vital skill we’ll need to thrive in 2020 after complex problem solving, especially with Industry 4.0.

Meanwhile, a skills survey by the American Management Association in 2012 indicates that only 40.6% of surveyed employers rate their employees’ critical thinking skill as above average.

The good news is anyone can train their minds to think critically. In essence, it’s the ability to analyse details and make rational judgment in order to solve problems.

Other skills like strategic thinking, design thinking, and analytical thinking are also important for those who aspire to become a leader in the digital age, since they help build a strong foundation for better decision-making capability – yet another skill needed to thrive in the future of work.

Let’s dive deeper...

1. STRATEGIC THINKING In the evolving VUCA (for volative, uncertain, complex and ambiguous) world of work, the ability to make timely decisions to acclimatise and adapt to disruptions remains some of the top challenges in any industry.

The concept of strategic thinking can be explained as a cognitive thinking process that involves a thorough assessment of the situation, therefore able to deliver the most favourable decision.

You need to look at the bigger picture when placed in the position of a decision maker, especially in the business context.

Before arriving at any conclusion, keep your stakeholders’ opinions and interests in your thinking process so that your decision will lead in a win-win situation.

Applying strategic thinking requires deep interactions with people. Essentially, it is expected of you to involve everyone in your team or across teams. The most important aspect of thinking strategically is to recognise the small details that make all the difference, through which you can seize the competitive advantages to achieve your goals.

2. DESIGN THINKING Most people approach a situation by diving head first into the problems, whereas design thinking is quite unique – it focuses on the solutions. To employ the art and design methodology into other areas of work, you must first develop a complete understanding of your target audience, for example your customers, to discover their unmet needs and design the best solutions to their challenges.

a new workflow or introduce a new policy, you need to engage your stakeholders from the very beginning to understand their behaviours and challenges, instead of implementing solutions without trial. From there, you’ll be able to monitor the effectiveness of your solution

3. ANALYTICAL THINKING To boost your critical thinking skill, pay attention to visual analytics too. It involves gathering, organising, and analysing information to identify the key areas that contain valuable insights. Oftentimes, you will need to work with various data sets or information sources to compare the pros and cons of each potential solution. Keep in mind the importance of acquiring quality and relevant data to avoid information overload.

Analytical thinking can be applied to any circumstance, especially in the problem-solving process.

CRITICAL THINKING PRACTICES IN THE WORKPLACE Some of the substantial effects that critical thinking practices have in the workplace include:

1. HUMAN RESOURCES (HR) As HR function entails people engagement matters, it is expected of them to be the key to workplace harmony and employee wellbeing. Therefore, the decision of whether to reward or reprimand employees should be based on facts and analytics.

Oftentimes, a manager needs to look at the overall team performance before assessing individual results. Critical thinking allows you to deliver fair assessment and avoid personal biases.

Design thinking allows you to stay innovative while minimising the risks that come with any new development. Be it to create

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2. MARKETING

3. APPLICATION

Perhaps one of the most critical field of work that requires critical thinking skills, marketing involves every aspect of the problemsolving process. A marketeer who utilises strategic thinking to develop a smart marketing plan will yield better outcomes as compared to those who rely on pure assumptions.

Consider all the hypothetical solutions to overcome the challenge.

It can be done by utilising your knowledge and use insights that you have attained from Steps 1 and 2.

In other words, the most crucial part of any marketing campaign is research, which requires not only data collection but also data analysis. Without such insights, you won’t be able to identify the optimum approach to reach and engage potential customers.

3. SALES At the end of the marketing funnel lies the responsibilities of sales professionals, who are often faced with high expectations from potential customers. In this sector, you would understand the significance of buyer personas in developing the right pitch.

Without relevant information and most importantly, design thinking approach, you will less likely close the deals.

STAGES OF CRITICAL THINKING As you dive into the process, it is best to familiarise the characteristics of a critical thinker for a better understanding.

1. KNOWLEDGE You need to reflect on your experiences of overcoming similar challenges. Don’t take impulsive actions. Think back about how you solved certain issues as a compass to determine the most effective strategies that will lead to a desired outcome.

Before taking any action, remind yourself not to settle for the first solution that comes to your mind without exploring other ways.

What matters is the possibility, not probability. It is important that you maintain an open mind, and be ready for a different route to obtain another solution.

Example of questions to get started: What are the options I should consider to increase my chances of success?

What is the potential outcome if I take a particular action?

What are the alternatives that I should consider to achieve the most ideal results?

4. ANALYSIS This is the part where you put them all together for critical analysis.

With all the information and insights that you’ve gained so far, you will be able to foresee the effect of each course of action and its worst-case scenario, too.

Example of questions to get started: How is this relevant?

What is the relationship between…?

What distinctions can be made between…?

What other possibilities can be justified through this?

Example of questions to get started: Why did this method work for me previously?

Why are these factors essential to my current situation? How do I take advantage of them?

How can I use my past experience to solve the problem?

5. EVALUATION

2. AWARENESS

Example of questions to get started: How certain am I of the actual outcomes?

What sort of solution do I have if…?

What new developments can I gain from it?

The objective now is to establish a comprehensive understanding of the current challenges in reference to the historical insights from the previous stage.

In the final stage of critical thinking, you will need to be ready to reaffirm the validity of the solutions you’ve brought forward.

Focus on making a set of conditions to determine the potential answers to your own questions.

You can learn to adopt critical thinking into the process of planning, differentiating, transcribing, and interpreting the obstacles that you are facing. Better yet, look at it from different perspectives.

This is the tipping point where critical thinkers differentiate between truth and perspective, cause and effect, and opinion and speculation.

Example of questions to get started: What is the current situation?

From which perspective should I observe this situation?

How do I manage it based on my understanding of the challenge?

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Great apes are thinking and planning ahead. What more humans?

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Dear CIOs, It’s Your Time To Shine In This Digital Age!

BY RUBA NACKEERAN FOR LEADERONOMICS

Although the ultimate decision-making power and success lie with the chief executive officer (CEO), it looks like the chief information officer (CIO) is increasingly becoming the brain behind making the success happen.

The only constant in the world is change and nothing stands as a testament to this in the corporate world than the emergence and evolution of the CIO’s role. From being an overseer of technical aspects to now actively playing a role in strategising and innovating the business, the position of the CIO in the last decade has transitioned drastically.

Caused by the rapid digitalisation of businesses and the digital economy, the change now requires CIO to not just put on their tech hat but also merge it with their business-savvy hat. This means CIOs aren’t just required to know their stuff but also be discerning enough to make the best use of every technical decision in a way which is beneficial to the company both financially and administratively.

Say, for instance, a company decides to implement Salesforce. com, a customer relationship management (CRM) solution, for its sales team to better its case management functionality.

This is where the CIO steps in and sees that the solution can actually be expanded to do more than its intended purpose.

The CRM’s helpdesk function can be utilised by the support team so that both sales and support are always on top of their game when it comes to customer support. A CIO here takes on the role of an internal consultant and strategic thinker on how technology can be used as an enabler of a business objective rather than just an information technology (IT) procurement rubber stamp.

- HOW THE ROLE OF CIOS HAS EVOLVED -

It also looks like this is the year for CIOs in Malaysia and the surrounding region to prove if they’re going to make it or break it. Although IT spending is expected to go down globally in 2016, according to Gartner, Malaysia will increase its IT spending by 7.8% to reach RM68.9bil this year.

If you find this odd considering the less than favourable financial status of our nation, Gartner’s research vice president, John-David Lovelock said business leaders know that they need to become digital businesses or face irrelevance in the digital world. Simply

put, despite the tough economy, businesses are well aware of the concept of “you snooze, you lose”.

This advantage means that Malaysian CIOs are not just able to invest in emerging IT technologies and solutions that can help optimise the business process but also make their presence known within the company by leading the transformation to make the best out of a financially turbulent time.

According to KPMG’s CIO Advisory managing director, Marc Snyder, there has been a 10% hike in the number of CIOs reporting to CEOs this year than 2015. This is a good indication that CIOs are now looked at as key business partners rather than someone who is consulted when there’s a need for a new tech upgrade.

As part of taking charge of their company’s digital transformation, more CIOs are moving away from on-premise equipment and systems to migrating to the cloud. By doing so, they’re reducing the hours and expertise needed to look after on-premise equipment or systems. And not to mention the saving of capital on integration and updating of legacy systems means more of it being channeled into new solutions which are more aligned with the business’s new direction.

- TECHNICAL TALENT: CIOS’ BIGGEST CHALLENGE -

Excess funds can also be used to address a barrier that CIOs from all over are facing – the lack of technical talent. In fact, Gartner in its 2016 CIO Agenda Report cited talent as the biggest problem faced by CIOs. Some strategies the report suggested include collaborating with universities and colleges to create co-designed courses, hosting internship positions and crowdsourcing projects.

CIOs should also look at training and encouraging their existing IT teams to hone their skills and knowledge because a good career growth promises commitment.

- THE SPOTLIGHTS ARE ON! -

With all these exciting changes and challenges the CIOs are facing, it finally feels that this is their time to shine. After all, it wasn’t too long ago when CIOs were said to be the least affluent folks in the C-suite level when it comes to the decision-making process of the business apart from chief human resource officers.

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PROGRAMMES TO LOOK OUT FOR IN

JANUARY 2018

DISCOVERING NEW PUBLIC PASSION: UNEARTHING THE HIDDEN RESOURCE OF INTRINSIC MOTIVATION IN YOUR ORGANISATION Trainer: Dr. Nigel Goh Learning Outcomes • Apply practice-oriented knowledge • Conduct research on intrinsic motivation of public servants • Learning through peer-sharing • Cultivate new thinking and follow-up action on achieving results • Learn practical strategic to effect change within the public service

DESIGN THINKING FOR LEADERS (GRADE 44 - 52) Trainer: Rajoo Palaniapan Learning Outcomes • Use Design Thinking as a methodology for complex problem solving and innovation inspired by people • Develop an ability to see problems from new perspectives • Apply the Principles and Process of Design Thinking • Apply the Principles of Innovation and develop strategy for organisational innovation • Develop Creative Confidence as a Design Thinker in an organisation

PROBLEM SOLVING AND DECISION MAKING (GRADE 41- 44) Trainer: Rajoo Palaniapan Learning Outcomes • Apply new skills on-the-job • Conduct Root Cause Analysis (RCA) • Identify touch decisions aligned with operational priorities • Analyse and plan for the resolution on high-priority issues • Identify and proactively manage risks and opportunities • Use the right questions to find hidden insight

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- Inspirational Quotes -

Innovation distinguishes between a leader and a follower.

- Steve Jobs

Management is doing things right; leadership is doing the right things.

- Peter Drucker

Leadership is not about a title or a designation. It’s about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire teammates and customers.

The quality of a leader is reflected in the standards they set for themselves.

- Ray Kroc

- Robin S. Sharma

Leadership is practiced not so much in words as in attitude and in actions.

- Harold S. Geneen

A good leader takes a little more than his share of the blame, a little less than his share of the credit.

- Arnold H. Glasow

- Jokes -

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BUILDING LEADERS OF EXCELLENCE

LEADERSHIP INSTITUTE OF SARAWAK CIVIL SERVICE KM20, JALAN KUCHING SERIAN, SEMENGGOK, 93250 KUCHING, SARAWAK. TELEPHONE : +6082-625166 FAX : +6082-625966 E-mail : info@leadinstitute.com.my