Leader's Digest #80 (October 2023)

LEADERS ISSUE 80

OCTOBER 2023

DIGEST

LEADERSHIP MOTIVATION Cultivating Better Leaders

To read, click here leadinstitute.com.my/leaders-digest Scan the QR code for quicker access Photo by Josh Calabrese on Unsplash

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Publication Team Editor-in-Chief Fang Tze Chiang Editor Diana Marie Capel Graphic Designers Awang Ismail bin Awang Hambali Abdul Rani Haji Adenan

* Read our online version to access the hyperlinks to other reference articles made by the author.

Contents

ISSUE 80 I OCTOBER 2023

04 WHY LEARNING IS THE KEY TO LEADERSHIP

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QUALITY CHILDCARE IS A CURE TO LOW FEMALE LABOUR PARTICIPATION

06 18 SIGNS YOU’RE OVERTHINKING

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LESSONS ON TRANSFORMATION FROM TAO TE CHING AND JAPANESE MARTIAL ARTS

08 HOW TO BE LESS NEGATIVE – AND STILL BE

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LEADING WITH VULNERABILITY

YOURSELF

LET US KNOW If you are encouraged or provoked by any item in the LEADERS DIGEST, we would appreciate if you share your thoughts with us.

Here’s how to reach us: Email: corporate@leadinstitute.com.my Leader’s Digest is a monthly publication by the Leadership Institute of Sarawak Civil Service, dedicated to advancing civil service leadership and to inspire our Sarawak Civil Service (SCS) leaders with contemporary leadership principles. It features a range of content contributed by our strategic partners and panel of advisors from renowned global institutions as well as established corporations that we are affiliated with. Occasionally, we have guest contributions from our pool of subject matter experts as well as from our own employees.

The views expressed in the articles published are not necessarily those of Leadership Institute of Sarawak Civil Service Sdn. Bhd. (292980-T). No part of this publication may be reproduced in any form without the publisher’s permission in writing.

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From the

Editorial Desk

MOTIVATION A leader tends to have a huge influence on the thoughts and motivation of people. This is because motivation is a characteristic that pushes individuals to work hard and helps them achieve objectives. As a leader, one should keep an open perspective on human nature and have the right leadership traits to influence motivation. An effective leader must have a thorough knowledge of motivational factors for others, have the capacity to enthuse optimism and confidence in the followers and lead them to constructive endeavours, which is called resonance. He/she needs to be aware of the team members acting as one unit and when there are differences. Emotional Intelligence is also important because subordinates expect it from their leaders. A subordinate working closely with the manager would expect the manager to understand his situation and priorities because these affect the teams’ commitment and work performance.

“A leader has to suitably know and understand when he/ she needs to be directive and when he needs to delegate. To become an efficient leader, you must be self-motivated.” This means knowing our identity, our needs, and a strong urge to do anything to achieve personal and organisational goals.

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Source: Image is from storyset.com

WHY LEARNING IS THE KEY TO LEADERSHIP

BY WILLIAM ARRUDA

LIFELONG LEARNING: THE CORNERSTONE OF EFFECTIVE LEADERSHIP IN A RAPIDLY CHANGING WORLD Today, leaders are constantly challenged to navigate unprecedented shifts in business models, tech advancements and workforce expectations. Now, more than ever, the ability to learn and adapt is not just a nice-to-have trait for leaders; it’s an absolute necessity.

In the words of John F. Kennedy, “Leadership and learning are indispensable to each other.”

Here’s are eight reasons why learning and leading are intrinsically linked.

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1. THE PACE OF CHANGE IS ACCELERATING Leaders can no longer rely on time-tested strategies and proven models. The speed of technological innovation and the global dissemination of information have ushered in an era where change is the only thing that isn’t going to change. Leaders who commit to ongoing learning can anticipate these shifts and guide their teams more adeptly through them 2. DIVERSE CHALLENGES REQUIRE DIVERSE KNOWLEDGE Today’s business leaders are confronted with a multitude of demands, from managing remote teams to leading hybrid meetings, or from navigating global supply chain disruptions to addressing concerns about sustainability, and a slew of other seemingly contradictory needs.

Continuous learning allows leaders to acquire knowledge across multiple domains, equipping them with a big-picture understanding of diverse stakeholders and the best path to win-win solutions.

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3. TEAMS THRIVE IN A LEARNING CULTURE When leaders prioritise their own professional development, it sets a powerful example for their teams. To build a team that stays ahead of change, leaders need to demonstrate a culture of learning, where employees are encouraged to upskill, reskill, and take charge of their own career trajectories.

Learning cultures not only boost employee engagement and job satisfaction but also keep the organisation agile, resilient and on the leading edge of innovation. One way leaders encourage learning while promoting team cohesion is to sponsor learning programs where the team participates together. As President John Quincy Adams is said to have proclaimed, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”

4. DECISION-MAKING REQUIRES NEW SKILLS AND KNOWLEDGE The decisions that leaders make have profound impacts on their organisations. With the benefit of continuous learning, leaders can base their decisions on the latest research, best practices and a deeper understanding of the complexities of their industry. Well-informed decisions can be the difference between propelling a team forward or facing unforeseen setbacks. In our data-driven society, whims and hunches don’t cut it anymore.

5. DIGITAL IS PART OF EVERYONE’S JOB The digital revolution has led to a skills gap, with many organisations struggling to find talented applicants who are well-versed in data analytics, artificial intelligence and digital marketing.

Leaders who are committed to learning can better understand these areas, guide talent-development initiatives, and ensure their teams have the competitive edge needed to thrive in the digital age.

increase this trait. In fact, self-awareness is the first step in the personal branding process and in Daniel Goleman’s model of emotional intelligence. And as remote and hybrid work become the norm, the ability to connect with—and lead—teams virtually requires a heightened level of awareness of self (and others).

7. LEARNING CREATES CONNECTIONS WITH TEAM MEMBERS According to Gallup, leaders who score high in the strength of “Learner” on the Clifton Strengths Assessment provide stability by being prepared for inevitable situations of “not knowing.” Not always being the expert can create transparency for others and makes room for everyone to pitch in with their individual areas of true expertise.

8. LEADERS NEED A STRATEGY FOR STAYING AHEAD OF COMPETITORS Leaders who are dedicated to continuous learning are curious and can identify emerging market trends, innovate more effectively, and position their organisations to quickly capitalise on new opportunities. Being proactive in learning and adapting is the ultimate way to stay ahead of the curve—and ahead of the competition.

In his 1597 book, Meditationes Sacrae, Sir Francis Bacon wrote, “Knowledge itself is power.” And today it holds more truth than ever before. For leaders, the commitment to continuous learning is the only way to remain relevant and avoid becoming a reluctant relic. As the business landscape continues to evolve, leaders who stay curious and embrace learning will undoubtedly be at the forefront, guiding their organisations to success. Learning is leading.

This article was originally published in Forbes.

6. SELF-AWARENESS IS THE MOST NEEDED LEADERSHIP ATTRIBUTE Leaders need to be aware of their strengths, blind spots, preferences and biases. The learning process itself helps us achieve this. Learning in the areas of emotional intelligence, relationship building and personal branding can help leaders directly

WILLIAM ARRUDA William Arruda is the bestselling author of the definitive books on personal branding: Digital YOU, Career Distinction and Ditch. Dare.

Do! And he’s the creative energy behind Reach Personal Branding and CareerBlast.TV – two groundbreaking organizations committed to expanding the visibility, availability, and value of personal branding across the globe.

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18 Signs You’re Overthinking

BY GREGG VANOUREK

Many of us get caught up in overthinking—excessively analyzing something or dwelling on possibilities. We think about some things—mostly bad things—too much and for too long.

It can be mentally replaying embarrassing moments or worrying about an upcoming meeting. Our thoughts spiral out of control when someone mentions out of the blue that we need to talk.

There are two prevalent forms of overthinking: ruminating (involuntary, compulsive thinking) and worrying (fretting about potential problems or imagining bad outcomes).

Overthinking is very common. In my Traps Test, with responses from more than 600 people around the world so far asking about more than 60 common traps that inhibit people’s happiness and quality of life, overthinking is the top trap.

According to researcher Susan Nolen-Hoeksema, 73% of people aged 25 to 35 admitted to overthinking at some point in their lives. She found that overthinking is more common among women, but common for men too. When author Jon Acuff and Dr. Michael C. Peasley asked 10,000 people if they struggle with overthinking, 99.5% of respondents said “yes.” What’s more, 73% reported that it made them feel inadequate, and 52% said it left them feeling drained.

Source: Photo by Muhmed Alaa El-Bank on Unsplash

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18 SIGNS OF OVERTHINKING Overthinking can include the following: 1.

having trouble shutting off our thoughts

2.

criticizing ourselves excessively for something we did in the past

3.

having so many thoughts and not knowing where to begin

4.

cycling through possible scenarios in our minds

5.

fearing that we’re not enough and that others will judge us harshly or reject us

6.

frequently wondering what others are thinking of us

7.

assuming the worst and imagining terrible outcomes (catastrophizing)

8.

bombarding ourselves with negative self-talk

9.

having trouble making decisions

10. getting caught up in “analysis paralysis” and not moving forward on things 11. second-guessing our decisions

“

While you were overthinking, you missed everything worth feeling.

- Nitya Prakash, Indian writer

REFLECTION QUESTIONS •

To what extent overthinking?

•

How is it affecting your mental health and wellbeing?

•

What will you do to tame your overthinking dragons?

14. mentally replaying awkward moments 15. getting stuck in negative thought loops and uncomfortable emotions 16. feeling anxious, restless, or unsettled often 17. experiencing mental fatigue 18. having a hard time focusing on the present moment (because we’re thinking about the past or the future)

you

struggling

with

TOOLS FOR YOU •

Traps Test (Common Traps of Living) to help you identify what’s getting in the way of your happiness and quality of life

•

Quality of Life Assessment to help you discover your strongest areas and the areas that need work and then act accordingly

•

Personal Values Exercise to help you clarify what’s most important to you

12. changing our mind often 13. fearing that we’ll never get better or that our situation won’t improve

are

“

A crowded mind leaves no space for a peaceful heart.

- Christine Evangelou, writer This article was also published on Gregg Vanourek’s LinkedIn.

GREGG VANOUREK Gregg Vanourek is an executive, changemaker, and award-winning author who trains, teaches, and speaks on leadership, entrepreneurship, and life and work design. He runs Gregg Vanourek LLC, a training venture focused on leading self, leading others, and leading change. Gregg is co-author of three books, including Triple Crown Leadership (a winner of the International Book Awards) and LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion).

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HOW TO BE LESS NEGATIVE – AND STILL BE YOURSELF

BY DAVID DYE

LEARNING HOW TO BE LESS NEGATIVE WILL MAKE YOU MORE EFFECTIVE When your team or supervisor thinks of you as a negative person, you’re less likely to be invited to conversations where you would have valuable contributions to make.

You’re less likely to receive recognition for your work and your odds of promotion go down. If you often hear that you’re too negative, learning how to be less negative is a critical skill to master—and fast.

That might not feel fair—after all, Eeyore was still invited to all the goings on in the Hundred Acre Woods and appreciated for his loyalty. But unless Winnie the Pooh and Tigger are on your team, shifting that perception of negativity will help you have more influence and contribute your expertise.

WHY IT’S HARD TO HEAR “Don’t be so negative” can be incredibly frustrating feedback when you don’t think of yourself as negative.

I know because I’ve heard this feedback many times in my career and relationships. What made it so frustrating is that in almost every one of those circumstances, I would not have told you I was being negative.

Most of the time, from my perspective, I was engaging with an idea, answering questions I thought I’d been asked, or trying to prevent problems.

But the reality, as Marshall Goldsmith says, is that “In leadership, it doesn’t matter what we said. All that matters is what they think they heard.”

The good news is that there are easy shifts you can make that don’t require you to change your personality – It’s not about changing who you are. And these shifts will help you bring your best qualities to every team and conversation.

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Source: Vector image by jcomp on freepik.com

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WHY THEY THINK YOU’RE NEGATIVE One of the most common reasons people get a ‘negative’ label is because of how they respond to ideas. See if this sounds familiar: During a leadership meeting, your boss proposes an idea that has a shiny, attractive quality. Let’s say they want to hire a contractor because it looks like it will save money, save time, and solve a problem.

You hear the idea and immediately see three critical problems: •

The person they want to bring in to help doesn’t have the experience with a critical function

•

While the initial cost is lower, managing the contractor and bringing them up to speed will cost more time and money, plus any extension of the contract would cost more money than the current situation

•

The function is mission-critical, and the contractor has no redundancy. If they get sick, the team’s out of luck or will have to work harder to make up the difference.

For the idea people, they want to explore and build on ideas, not have their creativity and energy crushed before their ideas can breathe. And for relationship people, jumping straight to problems feels harsh and disrespectful.

Roadblocks…crushed…harsh…disrespectful. What do all these words have in common?

They are negative.

And that’s how your supervisor or colleagues perceive your attempt to head off problems.

And that’s assuming you’re always correct in your analysis. Which of course, you’re not. There are often opportunities to build on ideas and explore possibilities you can miss.

HOW TO BE LESS NEGATIVE IN THREE EASY SHIFTS The problem isn’t your analysis. The team needs you to help think through ideas and ensure the solutions you implement together are as sound as they can be.

Here are three shifts you can make in how you respond to ideas that will help you have more influence:

What do you do?

1. First, Affirm

Well, if you’re often labeled as negative, you probably say something like, “I see a couple of challenges here…” and then list them.

This step will help your idea people feel heard and relationship people feel connected. Find something interesting, fun, or positive about the idea and say that first. For example, you might say,

Are you wrong?

You Might Be Right, But… Let’s assume you are one hundred percent correct in your analysis. And you care about the outcomes, the team’s welfare, and saving the business time and money. You’re justifiably concerned about the future of the team, the business, and your customers.

You care. You’re correct. And yet, you’re called negative.

Why? The problem is that for many personality types, jumping straight to problems and challenges isn’t effective. For the “get things done” crowd, the roadblocks are frustrating—they want to see action.

•

“That’s a creative way of looking at this.”

•

“A third party could bring a fresh perspective.”

•

“Wow, that’s interesting, I hadn’t looked at it that way.”

•

“I appreciate you thinking about how we can save money here.”

(We once worked with a very literal-minded engineer who had a reputation as a caustic teammate. As he worked to “First, Affirm” his starting effort was, “Oh, that’s an idea.” It was as much of an affirmation as he could muster when confronted with what he saw as wrong-headed thinking—but his team still appreciated the effort.)

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2. Present Problems as Solutions This step is critical. You will still share your challenges or concerns. But instead of stating them as problems, package them as solutions or opportunities.

Most people will appreciate that you cared enough to be honest and valued their suggestion enough to give it a proper hearing. Sometimes, they’ll even say, “Oh, it’s okay, I was just brainstorming and it can wait.”

For example, “That’s a great idea, here are three things we can do to make sure it succeeds. First, let’s ensure the contractor has experience in this technology. Then, if we can find someone at this price point without an extension penalty and who has a team to back them up, this could really work.”

Taking responsibility for your state of mind and tone when you respond will help avoid the times you’re most likely to come across as negative.

Presenting your analysis as “ways to make this work” is magical. First, people’s perception totally shifts.

Your concerns don’t come across as obstacles. You’re contributing to the idea’s success.

A FINAL NOTE ABOUT MENTAL HEALTH

Second, when people hear what it will take to “make their idea work,” they will form their own conclusions about viability or solutions. They may propose followup solutions. Or, you’ll hear them say, “That’s a good point, I don’t think this is the best idea, let’s keep looking.” You didn’t negate their idea, you supported it in a way that they could do the analysis.

3. Take Your Temperature

You’re not changing who you are – you’re choosing to be your most effective self with others.

These suggestions about how to be less negative are written to help if you are otherwise feeling healthy and constructive. They are not intended to address depression or other mental health challenges.

If you find yourself in a state of negative thinking where everything seems dark, gloomy, or hopeless for many weeks, I invite you to be kind to yourself and talk with a counselor or mental health professional (just as you would talk to your dentist for a persistent toothache).

This article was originally published on Let’s Grow Leaders.

This final shift is about managing yourself.

When I am tired, frustrated, or have lots of problems vying for attention and someone presents an idea, I am most likely to forget steps 1 and 2. Or, I may do them, but my tone is tired, whiny, or negative.

When you find yourself in a conversation about ideas or where you would typically be told you are negative, pause and “take your temperature.” How do you feel?

If you’re tired, frustrated, or tied in knots with other problems, can you pause and not respond right away?

DAVID DYE

For example, “I appreciate you bringing this up—and, I am exhausted and trying to solve three things at once right now. I want to make sure I give your idea the positive attention it warrants. Can we talk tomorrow morning?”

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David Dye helps human-centered leaders find clarity in uncertainty, drive innovation, and achieve breakthrough results. He’s the President of Let’s Grow Leaders, an international leadership development and training firm known for practical tools and leadership development programs that stick. He’s the author of several books including Courageous Cultures and is the host of the popular podcast Leadership without Losing Your Soul.

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QUALITY CHILDCARE IS A CURE TO LOW FEMALE LABOUR PARTICIPATION

BY MORGAN LOH

Source: Vector image is from freepik.com by @macrovector

THE KEY TO EMPOWERMENT IS THROUGH ACCESSIBLE, QUALITY CHILDCARE On the eve of the Campus’ celebration of Equity, Diversity and Inclusion, we reviewed the key statistics and data on the status of gender equity in Malaysia.

Here’s what we found: •

Australia’s female labour force participation rate stood at 62.2% (versus 55% in Malaysia);

•

Unemployment rate of females in Australia was 4.9%, where males’ unemployment rate was 5.1% in 2021 (versus unemployment rate of females in Malaysia was 4.8% for female and 4.5% for males) ;

•

Interestingly, the educational attainment of women is higher than men in both countries, according to the latest Gender Gap Report released by World Economic Forum.

Assuming a better educational attainment leads to higher employability, our stats did not tell us so. Given the higher education attainment among women compared to men, it does not make sense that the female labour force participation rate was lower.

What is more puzzling is Malaysia was ranked lower in female labour force participation than other less developed Southeast Asian countries, such as Thailand (66.8%) and Vietnam (68.1%). This remains a key unresolved gender issue that stagnates our economic development.

When we tried to dig deeper through the statistical reports, there was no further explanation on the stories behind the numbers and figures. Obviously, there is a missing piece in the puzzle, and it leads to our key question(s) here - What prevents and excludes women from seeking a job? How could countries like Malaysia move on from such a stagnated situation to encourage more female workers to join the workforce?

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Why do Women Stay Out of The Workforce?

“I suppose you have a good work ethic and you want to do the best that you can do and it was really difficult to draw the line between being mommy and being at home, but also having a work identity.”

The statement was quoted from a study [1] published in 2020, which observes the expectation where female household members are expected to be responsible for childcare. This is due to gender stereotyping of women in their roles as they were always expected to (or forced to) choose between their family and careers, where they are traditionally being viewed as the caretakers of the family. Data have shown that prior to the COVID-19 pandemic, the primary reasons for Malaysian women to stay out of the labour force were housework and family responsibilities.

Some might argue flexible working arrangements (work from home) experimented during the lockdown would increase the female labour participate rate.

This does not appear to be the case. If flexible work arrangements do not solve the problem of low female labour participation, what other arrangements or policies could?

Current research indicates [2] [3], unfortunately, that women faced more psychological distress compared to men while working from home. A report from the United Nations Development Programme (UNDP) showed that women who were between 35-44 years of age were twice as likely as men to face difficulty in caregiving. Furthermore, psychological distress associated with caretaking responsibilities along with their full time career would eventually discourage women from returning to work. They just could not manage two roles - employee and caregiver.

A win-win situation here could be achieved through an equal distribution of caretaking responsibilities among partners. However, this becomes challenging when both partners are employed (and the child-care responsibilities will usually be dedicated to the older female members of the household).

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“No one would take care of my children if I left for work…”

Taking Kuala Lumpur (the capital city of Malaysia) as an example, the average cost of private childcare alone for children aged from 37-48 months is approximately RM750 (approximately $232 AUD) per month in 2019.

This could be a burden for the bottom 40% singleincome group as almost 50% of their income would go to childcare. Note that the minimum wage is only RM1,500 (approx. $484.89 AUD) per month in Malaysia.

Although public childcare services in Malaysia were highly subsidised, given the limited number of public childcare facilities available, some parents might end up sending their children to private childcare institutions.

Back in 2016, a member of the Ramping Up Early Childhood Care and Education (ECCE) task force had drawn concern to the fact that there were not enough registered childcare centres in semi-rural and rural areas [4]. This issue remained unresolved until 2018, when Datuk Seri Wan Azizah called for urgent attention to increase childcare centres in Malaysia. Recall on the theory of supply and demand, some readers would know that with a shortage in the supply of childcare centres, the cost of childcare would get higher. This rise in price further pushes the bottom 40% family out of the buyer market of private childcare.

Other than the accessibility of childcare services, parents have concerns about childcare quality.

Although Malaysia has regulations on ensuring the safety and quality of childcare centres, more has to be done to ensure the eligibility and the capability of the caretakers of our young children. It is saddening to know that a total of 86 child abuse reports involved childcare providers in Malaysia during 2019. This statistic further exposes the cracks in our regulatory system as some caregivers do not possess good knowledge and practice in caregiving. This has been proven in a 2017 study, where only 38.7% of caregivers demonstrated sufficient knowledge in caretaking [5].

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What’s Next for Policymakers?

Policymakers, as key decision makers, should recognise the obstacles and challenges when drafting gender sensitive policies, so as to benefit everyone.

While the Malaysian government has introduced some good policies (e.g: more flexible work arrangements and longer maternity leave for women), we believe that we should take a step back to at least understand and appreciate the deftness of working moms who try to keep everything on track in their life at home and at work.

It is clear that household responsibilities and the lack of childcare services is a major concern to parents and this has to be addressed concurrently. This means if we want to encourage more women to join the labour force, providing affordable and quality childcare could be the remedy for low female labour participation. Improving the childcare system could bring more benefits than costs as it offers a sigh of relief for working mothers, as well as supporting post-pandemic recovery through improved productivity. Other than setting up more childcare centres in semi-rural and rural areas.

As a part of women’s empowerment, it is vital to create a friendlier and more supportive environment that allows women to get through the difficulties posed by their gender roles. If we truly value the female members of our society, then our public policy must change.

This article is co-authored with my colleague, Framjee Hathy, PhD student from the Department of Economics; and Associate Professor Dr Jane Terpstra-Tong, Deputy Head of School (Education), Monash Business School.

Source: Photo by Markus Spiske on Pexel

This article was first published on Morgan Loh’s Linkedin.

MORGAN LOH Morgan Loh is an Economics graduate and is passionate about using her economics knowledge to improve public welfare and making a positive impact on people’s lives. Her background includes work as a Research Analyst in the Economics Team at Research for Social Advancement (REFSA), a local think tank promoting social advancement in Malaysia. She is currently pursuing a PhD at Monash University Malaysia, where her research focuses on Health Economics and Public Policy.

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Lessons on Transformation from

Tao Te Ching and Japanese Martial Arts

BY ADAM BENNETT

Source: Photo by Leslie Jones on Unsplash

UNLOCKING CHANGE AND GROWTH Every human endeavour, whether a company, sporting club, government organisation, or any other, has a ‘way’ of doing things. And this ‘way’ is familiar to everyone as the combination of philosophies, culture, tools, techniques, and strategies that makes their organisation unique.

The ‘way’ is deeply ingrained in Japanese culture and philosophy and has become a foundational element of the traditional martial arts that’ve been transmitted through the generations, such as karate-do, judo, and kendo.

This concept of there being a ‘way’ of things is old. It has its roots in the Tao Te Ching, written by Lao Zhi, a Chinese philosopher in the 4th century BCE. According to the Tao Te Ching, there’s a ‘way’ of being a farmer, priest, soldier or merchant, and all occupations have definite characteristics that underpin how they do things.

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These established ways and traditions can be a significant impediment to change.

One reason transformation’s so difficult is because the current ‘way’ of doing things never has to argue its own case. The status quo continues, familiar and comfortable to everyone, adding a little extra complexity and weight year after year, like the rings of a tree.

And when someone turns up suggesting change, the many people comfortable with these existing traditional ways are inevitably likely to resist.

Transformation of organisations is empirically difficult, and Harvard Business School estimates that 70-80% of transformation projects fail.

So, what can the Tao Te Ching and traditional Japanese martial arts teach us about transformation? Well, as it turns out, plenty.

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Martial Arts Mindset Traditional Japanese martial arts provide many lessons that can help us adopt the right mindset to overcome this innate resistance, including focus, resilience, and determination. I believe the four most powerful lessons that traditional martial arts can teach us are to connect with people, keep an open mind, set meaningful objectives, and take action. #1 Courtesy and respect for others These traits are the foundation for martial arts because their goal is to create good people who contribute positively to society. And importantly, disrespectful and carelessly executed techniques can create injury or serious harm to your training partner.

true expert who can predict with certainty how your industry will operate in the future. You must actively draw on the experience and opinions of others with regards to what’s really happening in the world and use them to complement and challenge your own views.

Corporate graveyards are filled with organisations that thought they knew it all and failed to take a humble approach. We’re probably all familiar with how Blockbuster Video failed to adjust to a changing world and thought itself the expert in all things relating to private movie viewing. What’s less obvious is that Reed Hastings, the founder of Netflix, actually pitched his movie-streaming idea to Blockbuster in 2001, and they laughed him out of their boardroom. #3 Ambition

Likewise in a corporate setting: respect for others should be the starting point for every interaction, but especially those related to transformation. A disrespectful and carelessly discouraging comment can have a hugely negative impact on a whole team or the entire company. Courtesy from the leader means ‘turning up’ in a positive, engaged and present manner.

Respect means being honest and transparent with people throughout the change journey and treating anyone negatively impacted fairly. #2 Humility Every traditional martial art instils a strong sense of humility. Before any exercise in karate, you bow to your partner or opponent as a sign of respect, and as a physical indicator that you are there to learn and work together without ego. This protects the student from hubris, and when combined with genuine curiosity, is a powerful force for keeping an open mind and resisting the temptation to think that you know everything.

In a corporate transformation setting, especially when you’ve had decades working in the same industry, its critical to avoid considering yourself the only

Traditional martials arts require the exponent to be ambitious and want to win. After all, in the samurai duels prevalent in Japan in the 17th century, coming second really could mean the difference between life and death.

Whilst it’s unlikely we’ll face an opponent with a razorsharp samurai sword anytime soon, we’d do well to be ultra-driven against our external industry competitors and cultivate a strong desire to win. This means an ongoing commitment to serving customers with better products and services and being more efficient and effective in their delivery than anyone else.

Amazon is a great example of ambition. After commencing operations as an online book seller, they’ve grown into range of other category-killer retail areas, launched Amazon Web Services to help other companies migrate their technology operations into the cloud, created a TV and movie streaming business called Prime, and are now becoming market leaders in artificial intelligence and machine learning. They are relentlessly pursuing their vision to be ‘Earth’s most customer centric company.’

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#4 Urgency The last trait is urgency, and bias for action. In martial arts, an opportunity to win may present itself briefly, and if you blink, you miss it. Martial artists are therefore trained to take immediate and decisive advantage of every opportunity that presents itself. They know they may not get a second chance.

Whilst company decisions and opportunities may not be as ephemeral, you should still seek to get at them, and not waste time. Do it today. Build momentum and create pressure to get things done. The faster the transformation is completed the better. Urgency is an underutilised corporate resource.

Conclusion Transformation of any organisation will require you to challenge the long-held customs and ‘ways’ of working that people have always used. Leveraging the traditional martial arts mindset of courtesy and respect for others, whilst being humble, curious and willing to learn more will help you connect with the people who need to change. When you combine these with ambition to set meaningful targets, and an urgent mindset to actually get things done, you’ll be off to a great start.

Source: Photo by Thao LEE on Unsplash

ADAM BENNETT Adam Bennett is the Principal of Great Change Consulting, and a former CEO, big-4 bank CIO and management consultant. He’s the author of Great Change – the WAY to get big strategy done published

by Wiley. He holds a 3rd dan black belt awarded by the International Karate-Do Gojukai Association, headquartered in Tokyo, Japan.

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Source: Photo by Christina @ wocintechchat.com on Unsplash

Leading with Vulnerability

BY JACOB MORGAN

THE RELATIONSHIP BETWEEN AUTHENTIC LEADERSHIP AND VULNERABILITY AT WORK

From the over 100 CEOs I interviewed at companies including GE, American Airlines, Edward Jones, Hyatt, and dozens of others, the answer is a resounding, no!

In our personal lives we all know the power of vulnerability, it helps us connect with our friends and family members and build great relationships.

What does being vulnerable at work even mean? Most people assume it has something to do with authenticity which is somewhat true. Vulnerability is saying or doing something that exposes you to the potential of emotional harm. For example, sharing a personal challenge or struggle or admitting to a mistake or failure.

We’re also told to be vulnerable at work, but is that good advice?

At work we have a very different dynamic that includes hierarchy, deadlines, bosses, customers, money, and a host of other things. Is being vulnerable in that kind of an environment really just as easy as it is in our personal lives?

What if you’re in a leadership role where you are actually responsible for the lives of others and for the fiscal side of a team or business? Is vulnerability for you the same as it is for everyone else?

Leading with vulnerability on the other hand takes this one step further, it’s about saying or doing something that exposes you to the potential of emotional harm but while taking action to create a positive outcome.

Taking a similar example, this would be admitting to making a mistake but also sharing what you learned and the steps you are going to take to make sure the mistake doesn’t happen again in the future.

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I call this, The Vulnerable Leader Equation.

Authenticity plays an important role when it comes to leading with vulnerability, but being authentic and being vulnerable are not the same thing.

In fact, the most common response I got back when I asked the over 100 CEOs to define what it means to be a vulnerable leader is “authenticity.” When probed further, this was defined as being a single version of you.

Jack Welch was authentic and so was Steve Ballmer.

They arguably wore their emotions on their sleeves and had no problem cursing you out or throwing a chair across the room, but were they known for intentionally opening themselves up to the potential of emotional harm?

Absolutely not.

Here’s how Christian Klein, the CEO of the 110,00-person enterprise application software company SAP told me about being authentic.

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“The biggest mistake leaders make is that they think they have all the answers – and if they don’t, they pretend they do. The truth is that no one on this planet knows all the answers. Be authentic. For people to trust you, you need to “walk the talk” and shouldn’t pretend to be someone you’re not. If leaders can’t be vulnerable, others on the team are not going to do that either.”

For decades most of us had to live with two identities, like spies in an action thriller. We had the identity at home and the identity at work and these two identities were never supposed to meet! Being authentic, simply put, means just being a single version of yourself.

To focus on being more authentic at work, here are a few things you can do:

Define your personal set of values and stick to them.

Authentic leaders are grounded in a strong set of core values. These values guide their decisions, actions, and interactions. By defining and adhering to a personal set of values, a leader showcases consistency and integrity.

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Speak up.

Authentic leadership involves voicing your opinions, concerns, and ideas even when they might be unpopular (but in a respective way). By speaking up, you demonstrate courage and commitment to your beliefs. This also fosters an environment of open communication where team members feel encouraged to share their perspectives, leading to richer discussions and better decision-making.

Share how you’re feeling.

Sharing emotions and vulnerabilities humanises you as a leader. It shows that you are not infallible or a robotic entity but a real person with genuine feelings.

By being open about your emotions, you create a safe space for others to express their feelings too. This leads to deeper connections, mutual understanding, and a more cohesive team dynamic.

Be honest with yourself and those around you.

Honesty is a cornerstone of authentic leadership.

Being truthful, even when the truth is hard to admit, showcases a leader’s integrity. By being honest with themselves, leaders can recognise their strengths and areas for improvement. Being honest with others builds trust, as team members know they can take the leader’s words at face value and that there are no hidden agendas.

Being authentic is one of the 8 attributes of vulnerable leaders.

JACOB MORGAN Jacob Morgan is one of the world’s leading authorities on leadership, the future of work, and employee experience. He’s the best-selling author of 5 books including his most recent one, Leading with Vulnerability: Unlock Your Greatest Superpower to Transform Yourself, Your Team, and Your Organization which is based on over 100 CEO interviews and a survey of 14,000 employees. He is also a keynote speaker, and futurist who advises business leaders and organisations around the world.

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