Issuu

Publication Team

Editor-in-Chief

Datu

Editor

Graphic

Awang

Abdul

CIVIL SERVICE LEADERSHIP IN THE DIGITAL ERA Opportunities and Challenges

The digital era has ushered in a transformative shift in governance, redefining the role of civil service leadership. With rapid technological advancements, civil servants are now equipped with tools that enhance efficiency, transparency, and citizen engagement. However, along with these opportunities come significant challenges that require adaptive leadership, strategic foresight, and a commitment to inclusive governance.

Unlocking Opportunities in Digital Governance

Technology has revolutionized public service delivery. Digital platforms, artificial intelligence (AI), and data analytics now enable governments to streamline administrative processes, reduce bureaucracy, and provide faster, more efficient services. E-governance initiatives, such as online portals for tax filing, licensing, and welfare programs, have improved accessibility, reducing the burden on both citizens and government agencies. Data-driven decision-making has also emerged as a key advantage. With real-time insights, civil service leaders can make informed policy decisions, anticipate challenges, and allocate resources effectively. Transparency and accountability have likewise improved, with digital tools allowing citizens to track government spending and hold officials accountable. Additionally, digital platforms have strengthened citizen engagement. Social media, mobile applications, and virtual town halls have provided avenues for direct interaction between government officials and the public, fostering inclusivity in policymaking. The rise of remote work and digital collaboration has further enhanced efficiency, enabling civil servants to work across departments seamlessly.

Navigating Challenges in the Digital Transformation

Despite these advancements, the digital transition in civil service is not without hurdles. The digital divide remains a major concern, as unequal access to technology limits the reach of digital governance, particularly in rural and underserved communities.

Ensuring inclusivity through improved internet access and digital literacy programs is critical. Cybersecurity and data privacy concerns are also growing threats. With government systems becoming more reliant on digital platforms, the risks of cyberattacks, data breaches, and misinformation have escalated. Strong cybersecurity frameworks and strict data protection regulations are essential to maintaining public trust. Resistance to change is another obstacle. Many civil servants may struggle with digital adaptation due to skill gaps, fear of job displacement, or adherence to traditional bureaucratic methods. Overcoming this challenge requires comprehensive training, change management strategies, and a cultural shift within the civil service. Moreover, ethical concerns surrounding AI and automation must be addressed. Algorithmic bias, ethical decision-making in governance, and the displacement of human jobs by automation pose critical questions about the role of technology in public administration. Governments must establish clear ethical guidelines to ensure fairness and accountability in digital governance.

The Path Forward

To fully harness the potential of digital governance, civil service leadership must prioritize a digital-first approach, investing in technological infrastructure, cybersecurity, and digital literacy programs. Stronger public-private partnerships can accelerate innovation, while ethical AI policies will ensure responsible automation. Building a digitally inclusive government requires bridging the digital divide, expanding internet access, and fostering citizen participation in governance. Above all, maintaining public trust through transparency, data protection, and ethical digital policies is crucial for long-term success. As the world moves further into the digital age, civil service leadership must evolve to meet new challenges while embracing the opportunities that technology offers. The future of governance depends on leaders who can balance innovation.

Datu Dr. Azhar Bin Haji Ahmad

“

Great leadership is not borned by chance, it needs to be nurtured, shaped and strengthened with the right knowledge and principles.

The Right Honourable

Datuk Patinggi Tan Sri (Dr) Abang Abdul Rahman Zohari bin

Tun Datuk Abang Openg

Contemporary Leadership International Summit 2025

Sarawak Strengthens Future Leaders through Leadership Institute

Sarawak continues to move forward in strengthening leadership development by establishing the Leadership Institute, a dedicated institution that aims to produce credible, ethical and far-sighted leaders to face the challenges of the 21st century.

Sarawak Premier, Datuk Patinggi Tan Sri (Dr) Abang Abdul Rahman Zohari Tun Datuk Abang Openg said that to ensure the institute functions effectively and has sufficient resources, the Sarawak Government will provide a special endowment, encompassing expertise, global networks and supporting infrastructure.

According to him, the institute will be a centre for leadership transformation to ensure that future leaders not only have intellectual capabilities, but also strong leadership ethics.

“Leadership development cannot be done alone. It requires strategic collaboration with various parties to ensure its success.

“Today marks a historic step in the journey, and I am pleased to announce that this Leadership Institute will become a reality,” he added.

He said this during his speech at the Opening Ceremony of the Contemporary Leadership International Summit 2025 (CLIS2025) here, on Tuesday.

Datuk Patinggi Abang Zohari stressed that excellent leadership does not solely depend on natural talent, but rather requires systematic development through structured training, mentoring and strengthening of universal leadership values.

He also proposed that if contemporary leadership is the answer to today’s challenges, then it needs to be practiced systematically and institutionalised to ensure the sustainability of quality leadership in the long term.

“Great leadership is not borned by chance, it needs to be nurtured, shaped and strengthened with the right knowledge and principles.

“Therefore, we cannot let the development of future leaders happen by chance. It must be based on a planned, inclusive and far-sighted system,” he added.

The establishment of this Leadership Institute is expected to put Sarawak with a solid foundation in producing future leaders who are not just skilled but also capable of driving the state towards excellence.

This step will place Sarawak as a pioneer in the development of systematic, progressive and resilient leadership.

Also present were the Speaker of the Sarawak Legislative Assembly, Tan Sri Datuk Amar Mohamad Asfia Awang Nassar, Sarawak Secretary, Datuk Amar Mohamad Abu Bakar Marzuki, Deputy Sarawak Secretary (Economic and Development Planning), Dato Sri Dr. Muhammad Abdullah Zaidel, Chairman of the Malaysian Research and Education Foundation, Emeritus Professor Dato’ Abang Abdullah Abang Ali, heads of departments and other guests of honour.

- Unit Komunikasi Awam Sarawak (UKAS) News https://premierdept.sarawak.gov.my/web/subpage/news_ view/12985/UKAS

How Great Leaders Bring Core Values To Life

BY WILLIAM ARRUDA

Start with treating values as strategic assets, holding leadership accountable and using values as a foundation for innovation. Here’s how leaders can embed values in their organizations—and create lasting impact.

From Words to Action: How Great Leaders Live Their Core Values

Authentic leaders don’t just talk about values— they live them. It’s easy to list operating principles in an employee handbook or display them on office walls, but if they’re not reflected in daily actions, they’re meaningless.

Don’t Talk About Core Values, Demonstrate Them

Being clear about your values is essential for true selfawareness and a key step in the personal branding process. When leaders are aware of and consistently model their core values, employees notice. That’s when real cultural transformation happens.

Companies that get this right create workplaces where people feel engaged, decision-making is guided by clear principles and long-term strategy stays on track. This is especially important right now as Gallup research revealed that engagement levels in organizations have sunk to a 10-year low.

But what does it actually mean to lead with values? How do you make them part of everyday business decisions instead of something that gets mentioned once a year?

Make Values a Strategic Advantage

Values shouldn’t be a nice-to-have. They should shape hiring, influence business strategy and guide daily operations. When leaders see them as a competitive advantage rather than just ideals, they build organizations that attract top talent, foster trust and sustain long-term success.

Take Microsoft under Satya Nadella. When he stepped in as CEO, the company was stuck in outdated ways of thinking. Instead of making small tweaks, he championed a growth mindset—encouraging employees to experiment, collaborate and rethink how they approached problems. This shift didn’t happen because of a corporate memo, it happened because Nadella embodied those values himself. He modeled curiosity, openness and a commitment to learning — and the organization followed.

1 2

Build Accountability Into Culture

Many companies have beautifully crafted value statements that collapsed because leadership didn’t hold themselves accountable. A list of principles means nothing if they aren’t reinforced at every level—and that starts at the top.

Shawn Cole, president and partner at Cowen Partners, has spent years placing executives who align with the core principles of the organizations they serve. He’s seen the long-term success that comes from

leadership teams deeply committed to their mission and values. Throughout his career, Cole has found that, “value-driven leadership isn’t something you can teach in a seminar.”

“People need to see it lived out,” he says.

Leaders set the tone. When employees see execs making tough calls that align with stated values, it strengthens trust and credibility. One of the best ways to embed values into a company’s DNA is to tie them to hiring, performance evaluations and leadership development. When employees are recognized — through promotions, shout-outs in meetings, in LinkedIn posts, and company-wide awards—for embodying core values, it sends a powerful message to the entire organization and beyond.

And let’s be clear, accountability also means owning mistakes. If a company preaches transparency but avoids tough conversations, employees notice. A strong values-driven culture isn’t about perfection, it’s about acknowledging missteps, adjusting course and staying committed.

Innovate Without Compromising Values

Businesses evolve, but core values should stay constant. Growth and change are inevitable, but when companies abandon their principles in pursuit of shortterm gains, they risk losing what made them successful in the first place.

Cole has seen this challenge play out time and again. “The biggest struggle for many leaders is short-term thinking,” he says. “There’s constant pressure to deliver quick results, but the organizations that thrive longterm are the ones that stick to their values even when it’s hard and adopt an infinite mindset.”

Nike provides a compelling case study. Under Phil Knight and later Mark Parker, the company operated with an infinite mindset—focusing on innovation, performance and creativity. Their leadership nurtured a culture that

prioritized long-term growth over quick wins. However, after Parker’s retirement, some industry insiders noted a shift toward more transactional decision-making, raising concerns that Nike’s foundational values were becoming less central.

Leadership transitions reveal whether values are truly embedded in an organization or dependent on a few key individuals. Companies that stay true to their principles, even through change, are the ones that remain strong.

Create Values Based Leadership that Lasts

We’ve all worked for executives who see values as a box to check—something to reference in speeches but not integrate into daily decisions. Those leaders rarely build lasting legacies. The ones who do make an impact are those who exude their values in every aspect of their work.

Great leaders don’t just declare a vision—they embody it. They make decisions through the lens of their company’s values, reinforcing a culture that remains intact even after leadership changes.

Live Core Values To Inspire Trust Among All Stakeholders

Long-term success isn’t accidental. It comes from a clear sense of purpose, a commitment to core values, and leaders who stay true to those principles—even in the face of challenges. When values guide hiring, strategy, and culture, they create organizations that inspire employees, build trust with customers, and sustain success long after today’s leaders are gone.

This article was originally published in Forbes

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.

Make Plans That Work 7Ways to

BY DAN ROCKWELL

The thing I hate about planning is the feeling that something is getting done. Planning is talking, not doing.

A collective sigh of relief at the end of planning sessions predicts disaster.

7 Ways to Make Plans that Work

Plans don’t work, people do.

Plans are about people. Where can your team take you? Don’t plan a trip across the Sahara when you have a group of go-carts on the team.

Everyone has something to do when planning meetings are done.

Planning isn’t an event.

You plan a disaster if you rely on plans made annually. When circumstances change, plans must adapt. Are you in a volatile situation? Choose long-term mission –make short-term plans.

Course adjustments reflect agility, not failure.

Focus on opportunities.

Avoid the pull of problems. Teams move backwards when problems control plans. How can you seize opportunities?

Know the reason.

This article was originally published on Leadership Freak 1 2 3 4 5 6 7

Build on past performance.

Look to the past before looking to the future. The things that didn’t work in the past won’t magically start working this time.

Repeating failed plans isn’t grit.

The reason to plan is to create or keep customers. Peter Drucker wrote, “The purpose of business is to create and keep a customer. The business enterprise has two – and only two – basic functions: marketing and innovation… All the rest are costs.”

Focus on behaviors.

Any fool can set goals. The real question is: What will you do to accomplish them?

Progress is an illusion without clear behaviors. If you can’t describe the behaviors that get you there, what makes you think you’re going anywhere?

Short-term plans distill into behaviors.

Schedule celebration points.

When will you recognize hard work, lessons learned, progress, and great results?

Tip: Never let people who aren’t doing the work make all the plans.

What makes plans work?

DAN ROCKWELL

Dan Rockwell is a coach and speaker and is freakishly interested in leadership. He is an author of a world-renowned leadership blog, Leadership Freak.

The Problem with Lacking Clarity in Your Life

BY GREGG VANOUREK

Do

you know who you are?

What you want?

We may have a vague sense of these things but no real clarity. We lack a clear vision that pulls us forward toward its sweet and compelling destination.

Meanwhile, we keep our heads down and stay busy as a form of avoidance. Sometimes this situation continues for a very long time, placing us in an extended state of drifting.

Lacking clarity is one of the most damaging traps we can fall into. Why? Because lacking clarity affects everything, including our quality of life, relationships, work, leadership, and dreams. And because having clarity is a superpower. Life is so much better and richer when we have a clear vision of a better future, anticipation about what it will feel like when we realize it, and conviction about what’s important and meaningful.

What We Should Get Clear About

Okay, so clarity is important, but clarity about what? Here are the ten most important things we should get clear about:

purpose: why we’re here; our reason for being values: the things that are most important to us; what we believe and stand for vision: what success looks like—a mental picture of what we want to be, do, and contribute in life and with whom strengths: what we’re good at, including our knowledge, skills, and talents passions: what we get lost in, consuming us with palpable emotion

goals: what we want to accomplish priorities: the relative importance of our top aims strategies: how we’ll achieve our vision and goals and what we’ll focus on given our available time and resources capabilities: what knowledge and skills we need to develop to realize our vision service: who we seek to impact and how

Signs We’re Lacking Clarity

There’s a big price to pay when we don’t have enough clarity about these things. When we lack clarity, we tend to:

• suffer from anxiety, stress, self-doubt, indecision, and frustration

• struggle with knowing where to begin

• question ourselves and our actions

• procrastinate

• begin projects without finishing them

• struggle with minor decision-making

• feel like we need advice from others before making most decisions

• feel overwhelmed and burned out

• agree to too many things

• feel confused and uncertain about what to do next

• be more prone to distraction and disorganization

• keep comparing ourselves with others

• put in inconsistent effort

• remain too busy and frazzled to think about and work toward a better future

• see a decline in motivation and performance

Lack of clarity is the primary reason for failure in business and personal life.

-Brian Tracy

Benefits of Clarity

On the flip side, there are many powerful benefits that flow from having clarity in our lives. For example, having greater clarity:

• eliminates distractions and helps us focus

• helps us establish a definitive direction

• makes it easier to identify actions to take and prioritize them

• helps us overcome fear and doubt

• makes it easier for others to help and support us because they have better insights into what we want

• allows us to put our energy into what we want

• helps us get things done

• makes it easier to say no to things that don’t matter to us

• helps us manage challenges more effectively

• reduces feelings of overwhelm and helps us manage stress more effectively

• helps us make better decisions and reduces decision fatigue

• allows us to set and enforce boundaries

• helps us save money since we avoid spending it on things that don’t matter

• helps us feel contentment and happiness

• provides the serenity that comes from knowing what matters most

• leads to healthier relationships

• boosts our confidence

• facilitates better performance

“

…compared with their peers, high performers have more clarity on who they are, what they want, how to get it, and what they find meaningful and fulfilling.

-Brendon Burchard

How to Get More Clarity

Given all the compelling benefits of achieving greater clarity, the question then becomes how to go about it. What can we do to bring more clarity to our lives? Here are 16 actions we can take:

Eliminate distractions, clear out clutter, and create more white space in our lives. This makes room for self-awareness, pattern-mapping, and new insights.

Do one thing at a time.

Take more action more often. Many people assume they need clarity before acting, but sometimes clarity comes from taking action. Act, assess, learn, and adjust. Then repeat.

Reflect after acting. Step back periodically to see how things are going. What’s emerging and what’s getting in the way?

Talk to others. Share what we’re unclear about and ask for their input. They may be able to see things we can’t from their vantage point. (Consider doing this in small groups.)

Develop a clear vision of what life will be like when we’re living the life we want. Start by defining what success looks like in different areas, including family, relationships, health, work, education, community, and more.

Spend more time thinking about our desired future. Also, engage in planning and actions that move us toward that future. Best to schedule time for it on our calendar.

Journal about what’s going on and what isn’t clear yet. Write freely and let thoughts appear uninhibited.

Start acting like the person we want to become. Bring our desired future into our present.

Turn our purpose, values, and vision into a daily mantra or affirmation.* This will help embed them into our consciousness and build them into the fabric of our days.

Ask what we would do if we had less time. By doing so, we force tough choices about what to focus on. Reduce exposure to negative influences. They extract a tax on our energy and attention. And they pull us away from our own priorities.

Engage in regular centering activities. Take breaks and go for walks. Try deep breathing or meditation.

Follow a regular, daily routine. Be sure that it includes time for quiet reflection.

Make time for systematic self-care. Don’t neglect good habits of nutrition, hydration, movement, and sleep.

Work with a coach or mentor. Focus on getting more clarity on purpose, values, vision, strengths, passions, goals, priorities, strategies, capabilities, and service opportunities.

2 Reflection Questions

To what extent are you clear about who you are, what you want, and where you’re going?

What more will you do, starting today, to achieve greater clarity in your life and work?

This article was originally published on Gregg Vanourek

Related Traps

Lack of clarity is common, and it can be pernicious, affecting so much of how we think and what we do. It’s also accompanied by several associated traps:

• Avoidance

• Burnout

• Caring Too Much About What Others Think

• Comparing Ourselves to Others

• Complacency

• Disease of More

• Dissatisfaction

• Drifting through Life

• Living in Fear

• Wearing “Golden Handcuffs”

• Having Our Identity Wrapped Up Too Much in Work

• Indecision

• Losing Ourselves

• Not Having Enough Margin in Our Lives

• Pretending to Be Someone We’re Not

• Self-Doubt

• Settling

• Playing the Short Game

• Being Unfocused

Achieving clarity about who we are, what we want, and where we’re going can be very challenging. But lacking clarity leads to drifting and settling. And having clarity is a superpower that adds energy and richness to all we do.

GREGG VANOUREK

Gregg Vanourek is an executive, changemaker, and awardwinning 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).

Sarawak Tribune Interview

EMBRACING EMERGING TECHNOLOGIES

CEO of the Leadership Institute of Sarawak Civil Service

The Sarawak Civil Service should move forward together to achieve the aspirations set by the state’s highest leadership. In leadership, the focus is primarily on the leadership aspect rather than the numerous operational matters.

Datu Dr. Azhar Haji Ahmad Chief Executive Officer, Leadership Institute of Sarawak Civil Service

LEADERSHIP is a collective effort and must adapt to the evolving needs of a diverse workforce, especially in light of emerging technologies.

Chief executive officer (CEO) of the Leadership Institute of the Sarawak Civil Service, Datuk Dr Azhar Ahmad, stressed the importance of embracing change and ensuring that leadership practices align with Sarawak’s aspirations.

Having retired in November last year after more than 34 years of service in the Federal public sector, Azhar’s transition to the Institute marks the beginning of a new chapter.

His focus now shifts to fostering leadership within the state civil service.

His previous roles in the Ministry of Education, including as the director of the Educational Policy Planning and Research Division, Teachers Professional Development Division, Islamic Education Division, and Sarawak State Education Department, have shaped his approach to this new responsibility.

Reporter Nura Valentiana Lorna and photographer Ghazali Bujang met with Azhar for an in-depth discussion.

He shared his vision and views on the future of LI under his leadership, aligning with the aspirations of Premier Datuk Patinggi Tan Sri Abang Johari Tun Openg.

After years of service and experience in education, how has the transition been for you?

I have been a teacher in the Federal Civil Service for more than 34 years, working closely with kids, students and teachers.

When I was offered the CEO position at the Leadership Institute, I had to constantly remind myself of this shift in perspective.

Although the Institute primarily focuses on training the State Civil Service (SCS), my role in the education fraternity also centres on nationbuilding, equipping students with knowledge and skills, and nurturing the right attitude.

The function remained the same as I transitioned to the Institute, but in a different way, as it now applies to the State Civil Service.

How do you see your experience before this contributing to leadership development within the civil service?

With my appointment as the Institute’s CEO, I have the aspiration to contribute to the betterment of Sarawak by developing leadership skills that drive the state civil service in line with the aspirations of our top leader, the Premier himself.

As I examined the functions we were implementing, we felt the need to align them more closely with leadership aspects.

This is from a more systemic perspective, specifically in the context of Sarawak. The Sarawak Civil Service should move forward together to achieve the aspirations set by the state’s highest leadership.

In leadership, the focus is primarily on the leadership aspect rather than the numerous operational matters that take place in the education fraternity.

I now have the time to reflect on and draw from my experiences in the education sector to guide my new role at the Institute.

How do you plan to enhance leadership training for the Sarawak Civil Service?

As the CEO, I must align with the Institute’s existing vision to develop leaders for the betterment of Sarawak.

That is what I am doing now, and I will lead my team and the entire organisation toward achieving the vision and mission we have set.

At the Institute, we have developed a leadership framework with two main components: leadership competencies or leadership qualities and functional competencies.

The framework’s last review was in 2019, prior to the pandemic. Naturally, many changes have occurred between then and now.

Various developments have emerged within the state civil service and leadership, along with new visions and directions set by the state leadership.

Therefore, we must review and refine the framework to align with a new vision.

In your first month as CEO, what key observations have you made about the strengths and areas for improvement in leadership development within the civil service?

The Institute has done tremendous work in developing the State Civil Service at every level, from support staff to top professional and management leadership.

Moving forward, I believe the Institute must evolve into a true leadership training institution. We need to develop our own internal, in-house training planners and providers.

At the Institute, we have established a Leadership Framework for our profiling process designed to assist the State human resource department in profiling officers.

We have already completed the competency profiling exercise for all Resident and District Offices (RANDO), and this year, we will extend the process to all seven state ministries.

This framework is also used to design training programmes, determine training needs, assign specific implementation tasks, and evaluate all our training activities.

With the rapid changes in governance and technology, what skills do you believe civil servants must prioritise to remain effective leaders?

As we navigate the 21st century, we must stay highly aware of the changes happening around us and the new ways of conducting, delivering, and communicating.

We need to embrace constantly evolving approaches and consider how to integrate new technologies into our operations.

We are now engaging with a new generation. Our organisations include Gen X, Y, Z, and even Alpha and Beta.

Imagine that some of our newly appointed officers from the Alpha and Beta generations bring different styles and ways of thinking.

Leadership must consider these factors, adapting to and embracing these differences.

In our ongoing review of the leadership framework, we are meticulously considering emerging technologies, digitalisation, and artificial intelligence (AI) to ensure they are incorporated into management and leadership practices.

What is your leadership philosophy, and how do you intend to apply it in guiding the Sarawak Civil Service to greater success?

Leadership is not the work of just one person. I firmly believe that good leadership should be collective and function within a proper ecosystem.

A good leader has a role to lead, set the direction, and influence people, helping them understand, nurturing their growth, and developing the entire team within the organisation.

For me, this is what defines good leadership. That is why leadership cannot rely on just one person.

Any challenge or achievement we strive for ultimately comes down to the people within the organisation. They should work together toward our shared goals. It’s not just about having good facilities or advanced technology.

The real focus must always return to the human factor. People are the ones who drive progress, and developing them is the primary responsibility of a good leader.

Looking at the Institute’s efforts to strengthen leadership, what are the latest initiatives being implemented or planned for the future?

We have been entrusted with managing development programmes for the civil service at various levels that will offer participants exposure to regional and international practices.

We are focused on providing these experiences that will allow them to gain insights and bring back ideas to further contribute to the state and society’s progress.

“ “

The real focus must always return to the human factor. People are the ones who drive progress, and developing them is the primary responsibility of a good leader.

- Sarawak Tribune News

Source: https://www.sarawaktribune.com/embracingemerging-technologies/

Source:ImagebyKjpargeterfromFreepik.com

Are You Leading AI or is AI Leading You?

BY MICHELLE GIBBINGS

AI at Work: Are You in Control or Being Controlled?

Depending on which side of the AI divide you sit on, AI will either ruin workplaces and destroy jobs or be a productivity bonanza.

With generative AI evolving at an unprecedented rate, it is imperative to balance the opportunities presented by this change with ethical responsibilities.

In striking the optimal balance, leaders must consider how to leverage technology wisely while being adaptive and ready to take advantage of it.

Both considerations are vital so you lead AI at work rather than AI leading you.

As a leader, you want to understand technology’s consequences, particularly as it can sometimes be unintentional. You also want to prepare yourself and your team because it’s here whether you like it or not

Identify the Issues

The first step in successfully navigating these changes is to ensure you are fully informed and aware of AI’s challenges

Brian Patrick Green, Director of Technology Ethics at the Markkula Centre for Applied Ethics at Santa Clara University, has identified 16 central issues, which represent challenges and opportunities.

These issues include concerns around transparency of AI use and safeguarding user privacy; bias in data sources, which can lead to discriminatory outcomes; being clear on where the responsibility lies and ensuring ethical guidelines for AI deployment; and impacts on jobs.

There may also be issues that are specific to your profession and industry.

Take the time to fully understand the issues and their relevance to how you work now and in the future.

Elevate Assessment

Back in 2017, Genpact research found that only a quarter of people surveyed were concerned about AI’s impact on the workforce right now; instead, they were more concerned about what it meant for their children or later generations.

More recent research from SnapLogic found that 72% of Australians interviewed welcomed AI’s use in their role, compared to an average of 66%, with UK respondents the least inclined at 61%. However, 34% of respondents felt that very few people in their organisation had the skills to implement and adopt AI successfully.

Just as organisations undertake scenario planning to help them investigate and plan for unknown risks, this is a helpful approach when preparing for potential AI changes. Look ahead, examine where your industry, organisation and profession are heading, and consider possible pathways and options that could eventuate.

By conducting thorough impact assessments, you can better understand AI’s use and the impacts on your role, team, clients/customers, and communities.

Using these insights, you can determine how far you need to pivot and adapt, and you can proactively address workforce transitions and any necessary reskilling or upskilling for your team.

Support your Team

When ChatGPT was first released, some sectors immediately banned its use. However, a better approach was to find ways to work with the technology, as Professor Aumann from Northern Michigan University did. He explained how, when he saw its prevalence, he changed how students were assessed, weaved ChatGPT into the lessons, and asked students to evaluate the chatbot’s responses.

Investigate the benefits and options. Ask yourself: How can it save time? Where could it improve processes and output? How can it be best blended with the work I and my team lead?

Explore and play with the technology to test the boundaries. You also want to do this regularly because the capacity and capability of the large language models are rapidly evolving. Something that one of the models couldn’t do last year, they could do now.

Talk with your team about how and where it can be helpful. When employees see the benefits of working with it, they will more readily leverage its benefits to innovation and work quality.

However, not all of your team will readily embrace AI. Don’t dismiss their concerns. Work with them and help them to navigate this changing landscape. It’s easier to adapt when a person can see the benefits and feel supported to try something new. It’s also easier to adapt when you – their leader – role models supportive behaviours. For example, talk to your team about where and how its use is welcomed, demonstrate to your team how you are using AI, and provide forums where ideas can be shared.

Embrace Humanity

Not everything can be outsourced to technology, nor would you want to.

Technology is excellent at processes but not at emotions and connection. A robot can’t connect, show genuine compassion, or provide the emotional support humans need to thrive.

However, some experts say Anthropic’s chatbot Claude has sensitivity, wit, and a willingness to express opinions.

That said, I’ll still argue that the ‘special sauce’ that makes us all unique becomes even more critical in the age of AI.

Lead by Example

Ethical leadership will be more critical than ever when you confront decisions you have not faced before.

As a leader, your integrity will be tested as you make choices around transparency, collective good, and workforce changes. Consequently, you want to identify what you stand for, identify the issues that matter and be aware of the line you won’t cross

In embracing ethical AI, seek input from the fields of technology, law, philosophy, and sociology. Encourage collaboration to tackle complex challenges and regularly monitor AI systems for bias, discrimination, and unintended consequences.

Leaders who navigate the ethical challenges of AI with integrity will drive innovation and ensure a future where technology serves humanity rather than harms it.

So, as posed at the start of this article, are you leading AI, or is AI leading you?

Republished with courtesy from michellegibbings.com.

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’.

Leading Through Low Morale How to Stay Strong When Everything Feels Uncertain

BY KARIN HURT, DAVID DYE

In Times of Chaos and Low Morale, Lead Yourself First

You love your work. You’ve dedicated so many years to serving your people, the mission, and making a difference. But now, everything’s changed. Day after day, you face a new set of decisions that make little sense. If anything, they seem to oppose the very work you’ve committed your life to. Your team is suffering. To say they have low morale is an understatement.

How do you lead in these times of chaos and uncertainty when nothing makes sense?

And, let’s be honest—there are days when it feels impossible for you. Days when poor leadership, broken systems, or sheer exhaustion make you wonder if your work even matters.

Here’s the truth: It does. And so do you.

As a leader, you’re not just responsible for managing tasks—you’re guiding people through uncertainty. You’re the calm in the storm. And even when the storm feels endless, you have more power than you think.

When Morale is Low, First, Find Your Strength

You can’t lead from an empty tank. When you have low morale and you feeling drained, disengaged, or overwhelmed, start with yourself.

Reconnect to your purpose.

Why did you choose this path? Beyond the frustrations, what still matters to you about this work? Find that spark and hold on to it.

Control what you can.

You may not change policies or leadership decisions, but you can control your attitude, your influence, and the way you show up for your team.

Give yourself space.

Even five minutes of stepping away from the chaos— whether it’s taking a walk, breathing deeply, or writing your thoughts—can reset your mindset.

Be the Leader You’d Want Your Boss to Be

If you’re struggling with poor upper management, a disengaged board, or political decisions that have nothing to do with your actual work, don’t let that define your leadership. You don’t need permission to create a healthy, engaged, and supportive environment for your team.

Acknowledge reality.

Your team knows when things are rough. Don’t sugarcoat it—but do offer hope. A simple “I know this is frustrating. And, we’ll figure it out as a team” goes a long way. When you confront a dark reality with belief in your collective strength, you empower your team to face it together. “This is hard, and we’re going to face it together” brings out the strength in your people.

Ask more than you tell.

In uncertain times, people crave a voice. Ask your team, “What’s one thing we can do to make this easier?” or “How can I support you right now?” And listen to what they say.

Protect your team.

When leadership is chaotic, shield your team where you can. Advocate for them. Give them the clarity that higher-ups aren’t providing.

Keep People Engaged When Morale is Low

Disengagement spreads like wildfire in times of turmoil. As a leader, you have the power to shift the energy— one conversation, one moment at a time.

Bring them into the solution.

If decisions from above don’t make sense, ask, “How can we make this work for us?” People commit more when they help shape the path forward.

Find meaning in the moment.

Even when the big picture is blurry, focus on the impact of today. Who did you help? What problem did you solve? Focus on these small wins that reinforce what truly matters.

Hold on to one another.

Acknowledge one another–what you’ve been through, how you have one another’s backs, and commit to doing the best you can for one another, even as the storm swirls around you.

Your Leadership Matters More Than Ever

You might not fix everything. But you can create an environment where people feel heard, supported, and valued—where they can continue to make a difference. If not for all the work you’d like to achieve, then for one another.

That’s what real leadership looks like.

KARIN HURT

Karin Hurt helps human-centered leaders find clarity in uncertainty, drive innovation, and achieve breakthrough results. She’s the founder and CEO of Let’s Grow Leaders, an international leadership development and training firm known for practical tools and leadership development programs that stick, and the author of four books including Courageous Cultures: How to Build Teams of MicroInnovators, Problem Solvers and Customer Advocates.

DAVID DYE

And in the middle of chaos, that’s exactly what people need. 3 1 2 3 3 2 1 4

Celebrate small wins.

Even in the worst circumstances, progress exists. Acknowledge it. A quick “I see the effort you’re putting in” can help someone feel valued.

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.

Leadership in the Digital Age Why Your Online Presence Starts with a Strong Domain

Looking to the future, digital leadership will only become more important.

In today’s digital age, a leader’s influence often extends beyond boardrooms and face-to-face meetings. Whether you’re a corporate executive, an entrepreneur, or a thought leader in your field, your online presence plays a pivotal role in how others perceive your leadership. The first interaction someone has with you or your business is likely through Google or social media – in other words, through the digital sphere. Research shows that 93% of consumers conduct online

BY MATTHEW LYNCH

research before purchasing, and 92% prefer to get information from a company’s website rather than its social media page. This means that establishing a credible and strong digital presence isn’t just beneficial; it’s essential.

For leaders and businesses alike, having a solid online presence builds trust with customers, employees, and stakeholders. It signals transparency, accessibility, and modernity. A key starting point for building that presence is your domain name – the digital address that anchors your online identity. Let’s explore why a strong domain name is utterly critical and how it ties into effective leadership in the digital era.

The Role of a Domain Name

Your domain name is more than just an internet address; it’s the cornerstone of your online brand. A well-chosen domain sets the stage for a great first impression, making your brand easy to find and remember. It reinforces brand consistency across all platforms, builds credibility, and even contributes to search visibility. Think of it as your digital storefront sign – if the name is clear and professional, people will likely trust what’s behind it.

Credibility is one of the biggest benefits of having your own domain. People tend to trust businesses and individuals with professional websites and email addresses in their domain. (For example, name@ yourcompany.com appears far more credible than yourcompany@gmail.com.) Surveys back this up: 84% of people believe a business with a website (and its own domain) is more credible than one that only has a social media page. In a world full of online scams and misinformation, a custom domain signals that you are established and legitimate.

A good domain name also strengthens your branding. Ideally, it matches your business or personal brand name so that every time someone sees the URL, they recognise and recall your brand instantly. Conversely, a poorly chosen domain – maybe one that’s too long, confusing, or unrelated – can hurt your brand. If your domain is something like best-leadership-portal-123. info, it doesn’t exactly scream professionalism. Leaders who understand the value of branding take care to secure domains that reflect their identity and values. Owning your domain also gives you control: you decide what content is associated with your name, and you’re not at the mercy of third-party platforms’ rules or changes.

Lessons from Digital Leaders

Successful digital-age leaders recognise the power of a strong domain in shaping their brand. Here are a few examples and lessons from prominent figures and companies:

Elon Musk (Tesla): The CEO of Tesla famously went to great lengths to acquire Tesla.com. For years, the company operated with TeslaMotors.com until Musk secured the shorter, cleaner Tesla.com domain in 2016 – a move that reportedly cost $11 million and took a decade of effort. Musk was unwilling to settle for a less-than-perfect domain because he knew the Tesla brand needed to be unified under one strong name. The lesson here is that investing in the right domain can be a long-term branding win.

Jeff Bezos (Amazon): Amazon’s founder, Jeff Bezos, understood the importance of domain names from the start. He registered multiple options in Amazon’s early days (like Relentless.com, which to this day redirects to Amazon). This foresight ensured that Amazon’s online presence was protected and consistent. The fact that Bezos still maintains Relentless.com – a name he once considered for the company – shows how seriously he takes domain ownership in guarding the brand. The takeaway: A proactive domain strategy (including securing alternate or related names) can safeguard your brand’s future.

Personal Branding – Oprah Winfrey: It’s not just tech CEOs who leverage domains. Media leader Oprah Winfrey uses Oprah.com as the hub for her personal brand and media empire. By having a dedicated website in her name, she extends her influence beyond television and provides a trusted space for fans to engage with her content. For leaders building a personal brand, owning your .com (or relevant domain) is a smart move to establish authority and trust with your audience.

These examples underscore a common theme: digital leaders treat their domain name as a strategic asset. It’s a part of their leadership toolkit for shaping narratives, building communities, and reinforcing credibility online. Whether you’re a global CEO or an emerging entrepreneur, there’s a clear message: take charge of your domain or risk losing control of your online story.

Practical Tips for Choosing the Right Domain

How can you choose the right domain for your brand or business? Here are some practical tips for leaders looking to strengthen their online presence:

Keep it short and simple: Aim for a domain name that is concise and easy to type. Shorter names (generally 6-15 characters) are more memorable and less prone to typos. Make it memorable and on-brand: Use a name that reflects your business or personal brand. It should be the same as your company name or a close variant, if possible. This consistency helps people connect your URL to you. Avoid strings of generic keywords – instead, choose something distinctive that people won’t forget.

Choose the right extension: Domain extensions like .com, .org, .net, or newer ones (.io, .ai, .shop, etc.) all have different connotations. In many cases, .com is preferable because it’s globally recognised and trusted (over half of all websites use .com). If .com isn’t available or relevant, pick an extension that fits your purpose – for example, .org for nonprofits or a country-specific TLD for local businesses.

Avoid numbers and hyphens: Punctuation and numbers can make a domain harder to pronounce, spell, and remember. They also look less professional and can lead to confusion (was that “5” or “five” in the address?). Stick to letters and words if possible.

Ensure uniqueness and availability: Do your research to make sure your desired domain isn’t trademarked, in use by someone else, or too similar to existing brands (to avoid legal issues and confusion). Once you find a good domain name, register it sooner rather than later – good names tend to get snapped up quickly. It’s also wise to check that corresponding social media handles are available so you can maintain a consistent identity across platforms.

When you’re ready to secure your perfect domain name, services like register.domains can help you check availability and complete the registration process smoothly. Having the right tools makes establishing your online presence that much easier.

Conclusion

In the digital age, establishing a strong online presence is a core part of effective leadership. Your domain name, as the gateway to that presence, is a small detail that can have a big impact on your credibility and brand image. By choosing and nurturing the right domain, you set yourself up to reach a wider audience and build trust before you even personally interact with them.

Key Takeaways:

A custom domain and website lend credibility and authority to you or your business, often forming the first impression for potential clients or followers. Your domain name should reinforce your brand –it’s an integral part of branding strategy, not just an IT consideration.

Leaders who proactively manage their online presence (starting with a strong domain) are better positioned to connect with stakeholders and adapt to the fast-paced digital landscape.

Looking to the future, digital leadership will only become more important. The specific tools and platforms may evolve, but a strong domain will likely remain the foundation of a robust online presence. By securing a compelling domain and building a dynamic online presence around it, you prepare your brand or leadership legacy to thrive in the years ahead. In short, your online presence truly does start with a strong domain – and in the digital era, that can make all the difference.

MATTHEW LYNCH

Matthew Lynch is a seasoned brand strategist and writer, currently serving as the Manager of Brand Management at Cude Design. With a keen eye for both online and offline brand reputation, he specializes in crafting compelling narratives that drive brand growth and audience engagement. His expertise lies in developing strategic content, enhancing brand visibility, and ensuring a strong market presence. Passionate about storytelling and brand identity, Matthew blends creativity with analytical insight to shape impactful brand experiences.

The Scars You Don’t See: What Leadership Really Costs

BY BEN FOO

The Hidden Toll of Leadership: Sacrifices, Struggles, and Strength

Building my career in my 20’s, I would naturally and unquestionably look at my boss and their bosses, thinking they had all the answers. They had more experience after all. Like a student looking at a lecturer who had all the answers, I thought the top leadership of a company had it all figured out. Why else would they be at the very top?

As I aspired to grow into those leadership roles, the more I realized how little I knew about the cost of leadership. The leadership tax, so to speak and what it would take from you. Nobody sets out to be a lousy leader, a bad leader. I don’t believe so. Most aim to be a good leader, being able to positively influence people to jump on the wagon and boldly head towards the vision of the leader.

I wanted to be a good leader. I still work at it every day. A leader who can set a clear direction, align people towards it, get buy-in from his leaders, engage shareholders, connect with stakeholders and manage his own effectiveness. Sure.

That’s a straightforward framework to follow. However, being “good” is subjective. For me, ‘good’ meant being a leader of character. Someone who lives by a higher standard because they believe there is a call on their life to lead. A higher standard that is made of principles

and values that are inherently good and being consistent with it. It is to be held accountable to those standards and to live by that example so that one can teach others to do the same.

To live up to such standards takes a massive toll on the person because you realize that you alone are fully and completely responsible for the atmosphere that surrounds you. I’m talking about the physical and psychological space around you with your subordinates, your peers, your superiors, stakeholders, etc. The sooner we realize this the sooner we can decide if we want to be a good leader in the first place. In my career spanning almost 28 years, I can count the number of such leaders I’ve served under on one hand.

Circumstances outside your control will happen and sometimes, these situations can be managed by solving the problem with your team but there are times when circumstances are imposed on you by external factors or even by other people that seem unjust, distasteful, or uncalled for. What do you do then? What if your peer needed your help and you extended it but his superior disapproved of the work and your colleague threw you under the bus? What if it happened to your immediate subordinate? What if you were proactive to ask your boss if they needed help with a presentation and they declined and then asked you to present a deck to a group of stakeholders at the last minute on the day itself? I can go on and there are many more horrifying examples but you get my drift.

The things that people do to others are the ones that hurts the most. The sting. The bite. The chunk of your soul that was sucked out. What do you do as a leader WHEN such circumstances happen, especially when it also hurts your team?

The Goliaths We Face

Many years ago, I stepped into a leadership role at a time when revenues were declining, and the brand image was in quite a fragile state. I oversaw brand, marketing, digital, strategy and comms then. The team was demotivated and to make matters worse, I had a peer who looked after sales who behaved like a boardroom thug. In my first 6 months, I would be attending weekly sales and marketing meetings with him and his team, only to be met by incessant threats and raised voices about my team’s incompetence and our apparent lack of support. It was quite a spectacle, I must say, coming from an MNC culture. Much of the rants and accusations were baseless and intended to spark a reaction from me. His leaders would add on to verbally wear my team down.

In my first 6 months, my initial response started with genuine surprise at such behaviour followed by anger and intense irritation. My first thoughts were, “Someone ought to teach this oversized child a lesson and that person will be me!” followed by thoughts of unleashing the ‘Harvey Specter’ within to put him in his place. As I entertained these thoughts, I would leave the meetings with such a physical strain on my neck and shoulders that I needed physiotherapy.

However, something came alive within me. It was this sense of boldness, and it felt like a calm, steady voice telling me to respond counterintuitively. To stay silent when this colleague shouted and ranted in these meetings. To smile and simply watch him. To listen deeply as he repeated the same narrative. I decided to take responsibility of my response and create my own “atmosphere” of stillness which juxtaposed his behaviour. As I did this week in week out, I could think better and see through this person. I saw fear, insecurity and desperation which helped me frame the situation differently.

The Power of Psychological Leverage

I now felt I had leverage. Psychological leverage, specifically. The more I remained silent, the more he looked out of control, unbecoming of a senior executive. In those first 6 months, I ensured my team worked on the low-hanging fruits to create momentum in our marketing and brand efforts to generate strong leads above target. After 6 months, I decided to play a different game, stopping him midway and questioning him on his numbers. “You have X number of leads from marketing, how many of these leads have you engaged? How many staff do you have who are responsible for engaging these number of leads per day? The math shows you have more leads than your team can manage. At best, your team is only able to contact 60% of the leads we generate and you’re bleeding money for the company. Your conversion rates are a dismal X% and yet you demand more leads. Please explain to everyone in this room.”

Other senior executives were present. What happened next was a temper tantrum that I had only seen in movies with screams of, “How dare you question me? What do you know about sales? I’ve been doing this for the past 20 years…blah blah blah.”. One of his leaders got so worked up, he slammed his laptop on the table.

That day, he lost all credibility. Nobody wanted to be seen near him or supporting him. Things didn’t go very well for him after that incident.

I’m sharing this story because at some point in our careers, we will face such Goliaths. You may be facing one or several of them right now. They may be “giants” and will throw their “years of experience” or connections or louder voices at you as a display of strength. I call them “warlords”. An experience like this is very valuable because it tests our character. All your senses are ringing all at once and the more we’re exposed to experiences like this, the more battle-tested we are.

Your Response Can Change the Atmosphere

What can we do in circumstances like this? I can certainly suggest what you shouldn’t do first - react emotionally. I’d like to say, “Stay calm. Collect your thoughts.”

We are human after all, and the natural instinctive reaction is most often an emotionally led one. To tell ourselves, “Calm your emotions” and have rationality take the lead is a trained pre-determined behaviour (and skill).

It’s easier said than done but mental and emotional preparation before an actual incident is the best approach. Pre-determine and decide now that when you’re faced with such circumstances and Goliaths, your default response is calmness. It may not FEEL natural at that moment, but it IS a STRATEGY. It is a STRATEGY to steer a situation when it seems out of control. By choosing to stay calm, diffuse a heated argument and speak with facts, we’re effectively shifting the atmosphere around us to influence others towards the pace and rhythm that we’re setting. People respond positively to calmness because it makes them feel safe. By managing our response, we have better influence over leading the discussion. It preserves your credibility, reputation and influence.

Furthermore, the “Goliath” in the room would expect an instinctive reaction from you and is prepared. When our response is one of calm, it throws them off. It makes them second guess you and destabilizes their own perceived power. It shifts the balance of the environment over into your control, very subconsciously.

This is a strategy and as long as we remind ourselves that it is a strategy to grow our credibility and influence positively, I hope we remember that we hold a lot of influence whether we know it or not. We will only discover it in situations when a Goliath emerges. David defeated Goliath because of strategy, not just courage or luck. David was already a master marksman with his slingshot. His strategy was to keep a distance from

Goliath and play by his own rules of engagement rather than fight the giant in close quarters.

Battle scars in our career are inevitable but I look at my scars knowing that each one tells a story of failure and success. Both are needed in my journey towards becoming a good leader. Without failure, I wouldn’t be grateful for success.

When I go through tough battles and meet Goliaths, the temptation is to run from them or even run towards the fight in full-on confrontation mode but when we realize our actions affect those beyond just ourselves and may impact others’ perception of our team, it’s something worth stopping to think about first. That’s a cost of leadership. Your actions may carry consequences for your team. Sometimes, reacting to an emotional urge to retort is a selfish act.

The Leadership Tax We Choose To Pay

The cost of leadership comes in many forms—some visible, many unseen. But what matters most is how we choose to carry that weight and what we take away from the journey.

At the end of the day, leadership is a choice—a daily, costly, and often unseen one. It’s the decision to hold ourselves to a higher standard when no one else is watching. To bear the weight of the unseen tax that comes with leading well. To recognize that while we may not always get it right, the real measure of leadership is found in the scars we choose to wear with purpose. Because in those scars, we find resilience, wisdom, and the kind of leadership that truly endures.

CEO & Growth Architect with 27+ years of leading business transformations, scaling profitability, and executing high-impact strategies across F&B, Retail, Higher Education, and Corporate Travel. Proven success in revenue growth, P&L turnaround, and operational excellence at global and regional scales.

This article was firstly published on Ben Foo’s LinkedIn.

BEN FOO

Zahir dan Batin

Sungguh cantik si rama-rama, Hinggap seekor di depan mata, Kini syawal telah menjelma, Tangan dihulur maaf dipinta.

Daripada Pengurusan dan Kakitangan

Maaf