Leader's Digest #81 (November 2023) by Leadership Institute

ISSUE 81

NOVEMBER

Orchestrating Leadership

To read, click here leadinstitute.com.my/leaders-digest Scan the QR code for quicker access

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 81 I NOVEMBER 2023

04 YOUR PRESENCE MATTERS

12 FIVE KEY FACTORS WHEN DECIDING WHAT’S NEXT?

06 EMPLOYER BRANDING 101 - ARE YOUR FRONTLINE

14 LEADING IN A DISRUPTIVE WORLD

08 THE VISIONARY CONQUEROR: GENGHIS KHAN’S

16 BOOK REVIEW: LEADERSHIP ORCHESTRATION:

STAFF TRAINED TO BE HUMANE ADVOCATES?

LEADERSHIP LEGACY AND LESSONS

THE CATALYST FOR DIGITAL TRANSFORMATION

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 Imagine a grand symphony performance and the audience eagerly awaits the music to begin. In this orchestral masterpiece, every instrument represents a team member within your organisation. The leader of the orchestra is the conductor of the intricate performance. The success of this symphony, much like the triumph of a team, hinges on careful preparation, synchronisation, and harmony. In an article in the Harvard Business Review, W.C.H. Prentice said that to be successful, leaders must learn two basic lessons about people: that people are complex and different. One person may find satisfaction in solving intellectual problems but may never be given the opportunity to explore how that satisfaction can be applied to business. Another may need a friendly, admiring relationship and may be constantly frustrated by the failure of his superior to recognise and take advantage of that need. Prentice further described that human beings respond not only to the traditional carrot and stick but also to ambition, patriotism, love of the good and the beautiful, boredom, self-doubt, and many other desires and emotions. He sums it up by modelling the role of a leader to an orchestra conductor. Can you imagine that? One thing is for sure: one who conducts the orchestra needs to set his/her ground rules early and what his/her signals mean. Would he not have to get an agreement from everyone on these rules or signals, and are they comfortable to follow? And at the end of every performance, do we not look out for that sense of shared satisfaction for the achievements? Everyone gets involved in the making of great music and that is achievable because everyone had a role to play; everyone had a function.

"Effective leaders take a personal interest in the long-term development of their employees, and they use tact and other social skills to encourage employees to achieve their best. It isn’t about being “nice” or “understanding” it is about tapping into individual motivations to further an organization-wide goal." W.C.H. Prentice

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Why presence matters It’s easy to spot the leaders who have it. The former Chancellor of Germany, Angela Merkel, is a perfect example. She was known for her quiet but commanding presence. Her calm and rational demeanour during multiple crises helped her steer European leaders.

Your Presence Matters BY MICHELLE GIBBINGS

If you’ve ever been in a meeting with someone and it’s clear they aren’t paying attention to you or the conversation, you’ll know it doesn’t feel good. You leave the interaction thinking, ‘Why did I bother? They are clearly not interested’. Their lack of presence is apparent, as is the negative impact it can have on your feelings, thoughts and outcomes. When I reflect on the great leaders I’ve worked with, one trait that set them apart was presence. For those who had it, whether it was a casual conversation or a meeting, they were focused and deliberate. As a participant in the interaction, you left feeling seen and, most importantly, that you mattered to them. In contrast, for those who didn’t have presence, you knew their attention was elsewhere. Sometimes, it was obvious. For example, looking at their mobile or taking a call while meeting with you. Other times, it was more subtle. They seemed distracted, disinterested and generally disconnected and unavailable. For the leaders with presence, it seemed effortless. I don’t know whether they were born with it or whether it was a consciously cultivated skill. What I do know is that it matters. You know it when it’s there and when it’s not. Core characteristics Presence isn’t about charisma. It’s about demeanour and focus. It’s being fully engaged and invested in the moment, conveying a sense of purpose, authenticity, and connection. It is not solely about how you look or sound but how you make others feel when interacting. This means you listen, engage, make eye contact, nod, and ask thoughtful questions. You demonstrate empathy and understanding and are genuinely interested in the person or people you are with. It’s not about arrogance but a willingness to back yourself and take calculated risks. It’s holding steady and composed in the face of challenge and stress. It’s being willing to share your feelings without letting emotions over-run decision-making and perspective.

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Leaders with presence enable those around them to feel heard, valued and respected. They create an environment where others follow their lead, not out of obligation, but because they genuinely want to be a part of something. When you’re present, you connect. The person you’re with walks away feeling they matter, and that helps to develop and solidify the relationship. Similarly, when you’re present, you notice what is said and unsaid. You see the subtle shifts in relationships and group dynamics. You can sense what is landing or not landing when ideas are floated. These elements put you in a stronger position to influence and negotiate outcomes. Having presence is also beneficial for your career. Many years ago, I was chatting with a senior executive about a person in their team who had rapid career advancement, and I asked them what they saw as the distinguishing reason. Their response – ‘Presence’. They explained that the person always turned up prepared. They listened. Focused during all conversations and always observed and heard what was happening. Barriers in the digital age Presence, like all skills, is something that you can develop. However, in a world full of distractions, it takes effort. The constant barrage of notifications, the lure of social media, and the demands of our increasingly digital lives make it harder to remain fully engaged in the moment. We can worry about missing out, and so constantly check devices, and we can be addicted to being ‘on’ and digitally connected. There’s also research that our attention span is decreasing. According to one study, the average human attention span has decreased from 12 seconds in 2000 to 8.25 seconds in 2015. However, some experts argue that attention span is not a fixed trait that can be measured objectively but rather a complex and dynamic skill that depends on various factors, such as interest, motivation, context, and environment. Consequently, it may not be accurate to say that attention spans are getting shorter, but rather they are changing and adapting to different situations and demands. Lastly, multi-tasking is a myth. Once heralded as a valuable skill, it’s clear that all multi-tasking does is divide our attention. It prevents us from fully engaging with the people and situations around us and results in the original task taking longer to complete.

Consciously cultivate leadership presence Yes, there are barriers, but none of them are insurmountable. Being present takes work, but it’s worth the effort. So, where do you start? Like all good things, look inward first. Focus within Self-awareness is crucial. You need to know yourself because that allows you to focus on who you are and the type of leader you want to be. Once you know that, you can better target areas where you must adapt and shift your behaviour and approach. As part of this discovery work, consider four crucial characteristics that help with presence: authenticity, adaptability, empathy and respect. » Embrace authenticity: authenticity not only enhances your presence but also builds trust. Don’t imitate someone else’s style or personality, but hold true to your values. Find your voice and be you. Share your stories, opinions and emotions in an appropriate and relevant way. » Be adaptable: be ready and willing to adjust to different situations and people. Don’t be rigid or resistant to change; instead, be flexible and open-minded. » Be empathetic: understand the feelings of others and seek to understand perspectives. Extend the hand of friendship and notice what people need. Create space for people to be seen and heard. » Be respectful: be considerate, courteous and interested in others. Notice, accept and recognise your needs and the needs of those around you. Seek inner calm It’s hard to be present when your mind is scattered. Practices such as meditation and deep breathing are so important in this regard. If you want to stay calm under pressure, you must be able to notice the emotional trigger and have strategies at hand to deploy. Regular meditation lays the groundwork for you to be more mindful. It will help you stay present in the moment and reduce distractions. It can also help you manage stress more effectively.

Focus externally Once you’ve done the inner work, you are better placed to focus externally. When you’re in a leadership position, you set the standard for presence and attentiveness in your team. Show your team the importance of being fully engaged and encourage them to do likewise. Create meeting policies that discourage device use and promote practices that enhance focus and engagement. Presence creates connection. So be thoughtful and focus your attention intentionally, whether during meetings, conference calls, one-on-one conversations, or even reading and answering emails. Consider all interactions as an opportunity to connect rather than a transaction or task to finish. Prioritise connection, and when you are with someone, really be with them. Show that you are listening by nodding, smiling or asking questions. Avoid interrupting, judging or jumping to conclusions. Summarise what you heard and reflect back on what you understood. Notice your communication skills, both verbal and non-verbal. Are you maintaining eye contact appropriately and using open body language? What messages are you displaying by your actions? Importantly, avoid habits that may distract or undermine your message, such as fidgeting, crossing your arms or looking away. To help build your presence, set boundaries with your digital devices. When you are in meetings, put them on silent. Better yet, if you can, leave them outside the meeting room. Make an effort to single-task rather than multi-task. When in a meeting or a conversation, be fully present and avoid checking your phone or responding to emails. Presence is a quality that can be cultivated. So, what first step will you take to elevate your presence at work?

Use your breathing to centre your awareness, release tension and help you focus. For example, taking a deep breath and exhaling before making a phone call about a challenging topic can subconsciously relieve nerves. Focusing on your mindset helps, too. Are you focusing on what you can do or concentrating on what you can’t do? As part of this, reflect so you can refocus and recharge. Reflect on moments when you were most present and consider the factors contributing to that state. Use this insight to build new habits.

Michelle Gibbings

Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is 'Bad Boss: What to do if you work for one, manage one or are one'. www.michellegibbings.com.

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Employer Branding 101 Are Your Frontline Staff Trained To Be Humane Advocates? BY JANIISU K VERGHESE PH.D.

Source: Vector image is from freepik.com by @pch.vector

Commitment from Frontline Staff are the Cornerstone of a Strong Employer Brand Consider these cases: » Many of us may have experienced the difference between a cheerful talent specialist inviting you to a position available vs another one where the interaction is merely transactional and to ‘fill’ the position. » Or, when an interview is scheduled, on one hand, the recruitment lead explains the role, tells you whom you will meet, and provides you with all the information you need to be successful. In another case, the meeting is slotted without considering your personal time and preferences and without you knowing whom you will end up speaking with on the other end! » Or, when the talent acquisition contact tells you that ‘we want someone at your level and experience but who can operate at a junior level’, alarm bells should go off about the corporate culture and the mindsets within. If there is a lack of clarity on the role and how the organisation can tap the human potential to thrive rather than ‘serve’ the current needs, there is a serious issue.

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Despite all the ‘song and dance’ companies do with ‘how great our workplace is’ and ‘you will be joining a cuttingedge firm’, it only matters when the rubber meets the road. The human interactions, with the frontline staff, are the ‘make or break’ events in which so few organizations invest time. Probably, because their leaders don’t view it as vital or they are too arrogant to think that the brand recall will override all potential conflicts. Why is this a problem for employer branding and how can organizations nip it in the bud? It takes a long time to build an employer brand but it takes just 1-2 poor interactions and decisions to undo the great work. How many leaders have taken the time to sit in on recruiter outreaches and conversations to gauge the pulse of what candidates feel, seek, and believe in? How many managers have taken the time to give honest and constructive feedback on the process and also take hard decisions when they know the people on the frontlines aren’t suited for the role? 1. Do a dipstick among your frontline staff and there is a good chance many of them can’t articulate what the company’s purpose is or what the brand stands for and how they fit in. I don’t blame them – the issue begins further up the hierarchy. Just 28% of staff feel aligned with their company’s purpose. 2. Invest in your managers and leaders going through a ‘frontline’ boot camp that makes them aware of the challenges, opportunities, and implications of engaging prospective candidates in a highly competitive environment.

3. Provide training on branding, especially personal branding for your frontline staff so that candidates are engaging with people they view as experts and thought advocates. Not just another ‘recruiter’ trying to get ‘bums on seats’. 4. Grow the team’s capabilities in digital marketing because it will help them understand what drives candidates and how to tap into the market better. 5. Conduct refreshers (if not done already) on the employee value proposition and how it has evolved post-pandemic and the hybrid work expectations in today’s market. Everyone is busy. Therefore, these reinforcements can help immensely. 6. Train your frontline to be empathetic and ‘go to the source’ and figure out the core issues that matter for candidates. Not just the ‘small talk’ but truly understanding what the candidates struggle with. If they aren’t going to join immediately, they may consider you in the future. 7. Collaborate with your staff because they have great insights and ideas on what’s working, how people think about the brand, and what needs to change. They are also your first responders during crises if you have them on your side. 8. No employer brand can achieve success unless the frontline staff are inspired, empowered, and equipped to do what’s right for the brand. It isn’t a ‘tick-in-thebox’ exercise to have informed them about the brand standards and provide scripts to talk to candidates. Unless they truly believe in what they are saying, it will end up sounding ‘fake’ and that puts your employer's brand in jeopardy.

Aniisu K Verghese Ph.D.

Aniisu K Verghese Ph.D. is an award-winning communications leader, personal branding coach, author, speaker and academician with over 22 years of experience. His mission is to help organisations and individuals discover and develop their 'sweet-spot' through effective communications. Aniisu has spoken at international conferences on 4 continents and authored three books - Inclusive Internal Communications (2023), Internal Communications - Insights, Practices and Models (2012) and Get Intentional (2021). More about his work can be read at www.intraskope.com and www.aniisu.com

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LEADERS

DIGEST

THE VISIONARY CONQUEROR:

GENGHIS KHAN’S LEADERSHIP LEGACY AND LESSONS BY LEE NALLALINGHAM

Issue 81 I November 2023

LEADERS

DIGEST

Unveiling Timeless Leadership Wisdom for Today's Visionary Leader Genghis Khan, the legendary Mongolian leader, forged one of the largest empires in history through his strategic brilliance, military prowess, and innovative leadership approach. His rise to power during the 13th century and the subsequent expansion of the Mongol Empire left an indelible mark on the world. In this article, we will explore the leadership qualities of Genghis Khan, delve into his achievements, and extract valuable lessons that modern leaders can apply to their own leadership journeys. Who Was Genghis Khan? Genghis Khan, born as Temujin in 1162, united the Mongol tribes and became the founder and first Great Khan of the Mongol Empire. He implemented a series of military campaigns, transforming the nomadic Mongols into a formidable force that conquered vast territories across Asia and Europe. Leadership Lessons from Genghis Khan Bold Vision and Strategic Planning: Genghis Khan possessed a bold vision for the Mongol Empire, which extended beyond mere conquest. He aimed to unite diverse peoples under a single rule, promote trade and cultural exchange, and establish a vast network of alliances. To implement this lesson, leaders can: » Develop a compelling vision that inspires and unifies the organisation. » Create strategic plans that outline the necessary steps to achieve the vision. » Encourage innovative thinking and adaptability to navigate challenges and seize opportunities.

Adaptive Leadership: Genghis Khan understood the importance of adaptability in an ever-changing world. He was quick to adapt to new environments, learn from diverse cultures, and leverage technological advancements to gain an advantage. To implement this lesson, leaders can: » Foster a culture of adaptability and openness to change within the organisation. » Embrace emerging technologies and trends to drive innovation. » Encourage a growth mindset and continuous learning among team members. Building a Loyal and Motivated Team: Genghis Khan recognised the significance of building a loyal and motivated team. He fostered camaraderie, rewarded loyalty, and ensured that meritocracy played a crucial role in the selection and advancement of his followers. To implement this lesson, leaders can: » Cultivate strong relationships with team members, based on trust and mutual respect. » Recognise and reward contributions and achievements. » Provide opportunities for growth and development, empowering team members to reach their full potential. Genghis Khan’s leadership legacy is characterised by a bold vision, adaptability, and the ability to build a loyal and motivated team. His innovative strategies and inclusive leadership style allowed him to conquer vast territories and establish a lasting empire. By embracing visionary thinking, adaptability, and nurturing a strong team, modern leaders can navigate complexities and achieve extraordinary results.

LEE NALLALINGHAM

Lee is an International Best Selling Author, Speaker & Leader and has been leading teams for nearly 20 years. He has a proven track record across HR, Technology and Business Transformation. He has led teams in excess of 60 people, delivered over $250m in annual cost savings, efficiencies, and revenue generation, successfully delivered 5 integrations following mergers / acquisitions and worked across 6 continents, 70 countries and with over 100 MNC clients. For more information on Lee, please click here.

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"Practicing a culture of innovation and creativity is the basis in the Sarawak Public Service to ensure that we continue to thrive in the dynamics of the new economic landscape." The Right Honorable Datuk Patinggi Tan Sri (Dr) Abang Haji Abdul Rahman Zohari Bin Tun Datuk Abang Haji Openg, Premier of Sarawak

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Know your career parameters In my work with clients, I’ve found that identifying your career leap is best done in the context of your whole life. Your personal and professional life are intertwined, and decisions in one sphere impact the other.

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

There are two parts to this – identifying your career drivers and specifying personal circumstances – both provide parameters that help you match your career leap to your needs.

FIVE KEY FACTORS WHEN DECIDING WHAT’S NEXT? BY MICHELLE GIBBINGS

Unlocking New Career Horizons Careers have twists and turns, ups and downs, and many unexpected chances and challenges. If someone had asked me to map out my career when I was in my early 20s, I would never have envisaged it unfolding as it has: multiple roles, companies, geographies and professions. As a serial career leaper, the root causes of my shifts were many and varied. Professors Lynda Gratton and Andrew Scott, from the London Business School, advocate for pursuing a multi-career pathway in their book The 100-Year Life. This makes sense when you look into the not-too-distant future and see how the world of work is continuing to change, with roles coming and going and new professions emerging. Do you know what a prompt engineer does? I certainly didn’t until I listened to this recent Freakonomics episode. This new role is the result of generative AI. There’s little doubt that AI will transform your job, profession, industry and organisation. How fast that transformation will be is unknown. However, it is predicted, as detailed in this article for Harvard Business Review, that the average half-life of skills is less than five years, and in some tech fields, it’s as low as 2.5 years. If you’ve never considered it, you may soon realise it’s time to consider a career leap. Career leaps come in many forms. You can leap across functional roles, occupations, industries, levels and geographic zones, or a combination of all of these. The greater the mix, the higher the complexity. Career leaps take planning, dedication and determination. A crucial first step is evaluating what type of career leap suits you. 12

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People have different aspirations and inspirations that drive their careers. For some, it may be a job that pays the bills. In comparison, others may see work as central to their identity and seek a fulfilling, challenging job that contributes to society. Using tools such as Edgar Schein’s Career Anchors can be helpful in this regard. Similarly, individual circumstances will influence career choices. Get specific about the type of environment you want to work in, the minimum salary you need to maintain or expand your lifestyle, alignment with your purpose, the flexibility required and whether you are willing to relocate. Bringing those two elements together, you can identify the parameters for the nature of your career leap. For example, you may be seeking a job that is: ӹ Highly stable and secure, with set working hours and high flexibility or ӹ Well-paid, senior level and highly challenging, where you are comfortable with travel and relocation. Compare and contrast Often, we view a new career with ‘rose-tinted’ glasses, only to find out later that the reality of the job is quite different and the shift is more complicated than expected. For example, a 2021 report from consulting firm DDI found that 47% of executive appointments made from outside the organisation failed. Do your homework and research what the market is like. Is it growing or contracting? Where are the pitfalls and opportunities? Will you be able to earn enough money? Are there barriers to entry and educational requirements? Seek out connections and find people who work in the field. Meet with them to test the viability and sustainability of your potential career leap and discover what it’s like to work in that field and what it takes to be successful. Uncover the positives and negatives and what they wish they had known before starting this career path. This process helps you compare and contrast your expectations with reality.

Identify your risk appetite Following the flow and doing what everyone else does can be easier. In contrast, pursuing your purpose and aspirations can come with a ‘risk’ tag attached. To forge your path, you want to get comfortable with ambiguity, be ready to make tough choices and back yourself. Just like organisations assess the risk associated with strategic decisions and determine if it aligns with their risk appetite, you want to do the same. Examine the risks associated with your proposed career leap in four dimensions: financial, health, relationships, and reputation. Each element has an upside and a downside, so consider the risks from both perspectives. 1. Financial – consider the financial implications of the move. You may earn less during the transition to your new career, or if the decision doesn’t work out, there may be a period where you are not making an income or earning enough to cover your expenses. There are also many potential upsides as the career shift may elevate your current or future earning capacity. 2. Health – a career change can be stressful for you and those around you, and it becomes worse if the leap isn’t going well. Consider the impacts on your mental health and well-being and your readiness to navigate the ups and downs of a career change. 3. Relationships – if your leap isn’t supported by the significant other in your life, deciding to make a career change can strain your relationship. Similarly, staying in a job you hate isn’t good for your relationship. 4. Reputation – you can suffer reputational damage if your leap isn’t managed well, while it can be a career accelerator when you land that plumb role. The more you are willing to take a risk and ‘have a go’, the more likely you will find a rewarding career. Remember, people around you may question your choice and challenge your thinking. Don’t let their fears and expectations throw you off course. Balance the Effort In deciding on your career leap, consider if there are time imperatives. You may have no timeframe or a set timeframe in which you need to move careers. Once you’ve specified your timeframe, you want to examine the effort required to land your leap. You may need to learn new skills, build new networks and reposition yourself in the market. A career leap high in effort doesn’t mean it isn’t worth pursuing. It’s about being realistic so there’s a match between your required timeframe and the effort involved.

More stretch and effort are required when shifting industries and professions than a career shift that only involves moving from one company to another. Typically, the more effort is needed, the longer it will take. If you must land a new job quickly to afford the rent or keep paying the mortgage, and your desired destination will take a long time to get there, it may not be a wise move (yet). Make the trade-offs There is a sense of relief when you have zero emails in your inbox, When I decided to leave corporate nine years ago, I walked away from the security of a high-paying corporate salary into the unknown of running my own business. I was willing to take that risk and make the accompanying trade-off to pursue a career change that aligned with my aspirations. Life is a series of choices; often, doing one thing requires you to give up something else. For example, you may be willing to accept less money initially because the role is a great learning opportunity and provides the stepping stone for your next big career leap. Know what matters to you so you can know what you are willing to trade. The more precise you are on what you are willing to trade, the easier it is to identify the career destination that best meets your needs. Getting clarity on your next career step doesn’t have to be complicated, and it can be fun. While assessing whether a career leap is right for you, discard others’ expectations. Expectations drive us to hold a fixed view of the job we ‘should’ do and the career we ‘should’ have. However, doing something just because you ‘should’ isn’t likely to satisfy you. You are far more likely to succeed when you focus on what you ‘could’ do. Above all, enjoy the learning and adventure that comes with pursuing something new and as the poet Robert Frost wrote, “Two roads diverged in a wood, and I took the one less travelled by, and that has made all the difference”

Michelle Gibbings

Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is ‘Bad Boss: What to do if you work for one, manage one or are one’. www.michellegibbings.com.

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LEADING IN A DISRUPTIVE WORLD BY KIRAN TULJARAM

Source: Image is from freepik.com by @freepik.

Riding The Waves of Change They became an overnight sensation! When the world shut down in 2020, it became the go-to tool for remote work and virtual meetings. It’s user base skyrocketed to over 300 million in just a few months. This is the story of Zoom. During the pandemic, Eric Yuan, CEO of Zoom faced unprecedented challenges. He and his team addressed a number of issues, including security concerns and privacy breaches, resulting in Zoom emerging from the pandemic as a stronger and more resilient company. Eric Yuan's ability to quickly adapt to change, make sound decisions, and communicate effectively with his team helped Zoom stay ahead of the curve and emerge from the pandemic as a leader in its industry. Zoom's story is a reminder that even in the most challenging and disruptive times, effective leadership can make a big difference.

The Urgency of a Leader and Innovative Mindset In challenging and disruptive times, there is a sense of urgency to solve problems. Problem solving leaders will take risks and try new things. This will lead to generation of new ideas and solutions. The element of urgency essentially creates a ripe environment for innovation. In such situations, leaders are more focused and motivated to look for solutions. The urgency of the situation also compels leaders to question current practices or norms and consider radical alternatives. 14

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Pfizer's role in developing vaccines against the Covid-19 virus during the pandemic is one recent example. CEO Albert Bourla has been credited with creating a culture of innovation at Pfizer. Here is how you can foster the culture of innovation in your organisation: i. encourage experimentation, ii. reward creativity, iii. provide resources for employees to pursue new ideas, iv. encourage collaboration of people from different backgrounds and expertise, and v. create a safe environment for people to take risks and make decisions

The Power of Habits Agility and adaptability are key traits to have in an ever changing world. And this can mean breaking away from old habits and creating new habits. However, making major changes abruptly are difficult and are hard to sustain. James Clear in Atomic Habits suggests making small, consistent changes that can be integrated in our daily leadership practices. The success of a habit change depends very much on the following: i. Using cues - leaders can use cues and triggers to their advantage by associating them with desired behaviours. For example – a leader who sees a team member struggle at work can offer assistance and guidance. By doing so leaders can develop a habit of coaching or mentoring. ii. Making it attractive - communicate to your team the positive outcomes and advantages of adopting the desired habit. Emphasise how the habit can contribute to organisational success, enhanced wellbeing, or strengthened teamwork. iii. Making it easy - simplify processes or procedures related to the desired habit, utilise technology to provide timely reminders and prompts about the desired habit, i.e schedule notifications or use pop-up messages. iv. Creating a habit-friendly environment - leaders should create environments that encourages and reinforces positive habits. This could involve setting expectations, providing resources, and celebrating successes.

Remember to start small. Drastic changes lead to overwhelm and a greater likelihood to give up. Making small changes allows our bodies, minds, and habits to adapt gradually to the new behaviour and if we fail, view this exercise as an opportunity for growth and improvement.

Leading High Performance Teams Disruptive times can bring setbacks and uncertainties. They often bring complex set of challenges that require a wide range of expertise and perspectives. For this organisations need high-performance teams that possess the resilience and perseverance to weather storms, learn from mistakes, and maintain focus on long-term goals. In the face of adversity, high-performance teams bounce back from setbacks and maintain a positive outlook. LEGO faced several challenges in the early 2000s, including declining sales, increased competition from other toy companies, and a perception that its products were outdated. A new product development team was assembled consisting of talented designers, engineers, and marketers, and they had the freedom to experiment with new ideas. The team worked closely with LEGO's core customers, including children and adult fans, to get feedback on their ideas. The company made a remarkable comeback. This is a reminder that it is possible to achieve great things with the right team and the right mindset.

Create a Culture of Reinvention to Stay Relevant In the last few years we saw overnight successes of certain solutions and the demise of some. Organisations that have stood the test of time have succeeded for many reasons. Examples of such organisations are: ӹ Amazon: Amazon is known for its willingness to experiment with new ideas, such as its Amazon Go convenience stores and its drone delivery service. ӹ Apple: Apple has a long history of innovation, dating back to its introduction of the Macintosh computer in the 1980s to its current smart phones, tablets, laptops with powerful processors and cameras, smart watches and many more . ӹ Netflix: Netflix has disrupted the traditional television industry with its streaming service, built on 3 basic pillars – employing high talented people, candour and no controls. ӹ Google: Google is constantly innovating with new products and services, such as its self-driving cars and its artificial intelligence platform.

The success of these organisations can be attributed to a number of factors, including: ӹ A clear vision and mission: These organisations all have a clear understanding of what they want to achieve and how they plan to get there ӹ A strong customer focus: These organisations are all customer-centric, constantly striving to improve their products and services to meet the evolving needs of their customers. ӹ A commitment to innovation: These organisations are always looking for new ways to do things better and to create new products and services that meet the needs of their customers. ӹ A willingness to take risks: These organisations are not afraid to try new things, even if they might fail. This willingness to take risks is essential for innovation. Does your organisation have what it takes to reinvent itself in these disruptive times?

Global Leadership Summit The upcoming Global Leadership Summit presents an invaluable opportunity for you to connect with industry experts, gain insights into emerging trends, and develop strategies to future-proof your organisation. This Summit happening on the 28th of November 2023, is co-organised by GLS Business and Leaderonomics with Kuala Lumpur Kepong Berhad as the strategic partner. Are you ready to learn from global thought leaders today? Sign up here.

Kiran Tuljaram

Kiran Tuljaram, the Lead Editor at Leaderonomics, brings a wealth of experience to her role. With a background as a trained lawyer, she dedicated nearly a decade to the banking industry before embarking on her entrepreneurial journey. Following her tenure as a Legal Manager at a bank, Kiran founded and successfully ran multiple businesses, including the establishment of her own fashion accessories label. Balancing her entrepreneurial endeavours, Kiran is also a devoted mother to three girls. Her varied background in banking, motherhood, employment, occasional social work, and managing director in her business has provided her with invaluable insights and a unique perspective on the critical importance of leadership within organisations.

Issue 81 I November 2023

This book covers the leadership orchestration and the dimensions required for strategic development and sustainability in the digital age. Dr Kiula concluded that institutional perspective on process performance and evidence-based decision-making is correlated with leadership orchestration. He added that effective adoption and application of data analytics, visualisation and business intelligence in the digital age is also dependent on institutional leadership. Global competition has become increasingly information-intensive and e-skills have gained impetus in order to create and maintain a competitive advantage. Harnessing the full potential for ICT in higher education requires skills for the management, governance and leadership in the information age. The author makes the assertion that includes three matters as listed below; a. competent leadership is the most important skill of all in the digital age, b. digital leadership skills are becoming critical, and companies with the most digitally capable leaders are financially outperforming the average by 50%, and, c. some of the must-have attributes for leaders have been amplified by the digital age; the academia, the professionals, the practitioners, the enthusiasts and the leaders must engage and scrutinise leadership in the digital age. This book analysed the correlation between the leader as a conductor, architect, auctioneer, promoter, and developer with digital age readiness for enterprise development, competitive advantage, and sustainability. The responsibility to build e-skills and other capabilities to tap the benefits of ICTs rests on the leadership.

DIANA MARIE

Diana Marie is a team member at the Leadership Institute of Sarawak Civil Service attached with Corporate Affairs who found love in reading and writing whilst discovering inspiration in Leadership that Makes a Difference.

Issue 81 I November 2023

RENEWABLE ENERGY

GREEN ENERGY & TECHNOLOGY

IN CONJUNCTION WITH SARAWAK CIVIL SERVICE

INNOVATION MONTH 2023

Innovation and Creativity: Embracing New Economy

Re n ewable En erg y

SUSTAINABLE GROWTH & PROSPERITY

for Environmental Sustainability

October to November 2023 ENVIRONMENTAL, SOCIAL & GOVERNANCE

Organised by

In collaboration with

Issue 81 I November 2023

Learning Visit to

Sarawak Energy Headquarters and Hydrogen Production & Refuelling Station

Issue 81 I November 2023

Webinar

Renewable Energy: Power on Demand

Issue 81 I November 2023

Leadership Institute of Sarawak Civil Service KM20, Jalan Kuching Serian, Semenggok, 93250 Kuching, Sarawak. Telephone : +6082-625166 Fax : +6082-625966 E-mail : corporate@leadinstitute.com.my