Sarawak Leadership Bulletin #01

Issue 1 ISSN 0128-2859

9 770128 285009

HIGH PERFORMANCE TEAM REACHING GREATER HEIGHTS

“SOME PEOPLE PREDICT THE FUTURE, LEADERS CREATE IT”

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Sarawak Leadership Bulletin - ISSUE 1

[ CONTENTS ] FOREWORD Page 5 SPECIAL MESSAGE Page 6 INTRODUCTION Page 7 ABOUT THIS PUBLICATION Page 8 PREAMBLE Page 9 A MAN FOR ALL SEASONS Page 10 HPT - THROUGH THE YEARS Page 12-17 SARAWAK WAY FORWARD Page 18-19 2017 TRAINING CALENDAR Page 20-21

HPT SOLUTIONS Page 22-23 Q&A Page 24-25 HUMAN RESOURCE CHAMPIONS Page 26 HIGH PERFORMING LEADERS PROGRAM Page 27-30 BALANCED SCORECARD Page 31 HOW TO REALLY IMPROVE YOUR ENGLISH Page 34-35 LOOKING YOUR BEST FOR WORK Page 36-37 EDITORIAL FOREWORD Page 38 PUBLICATION TEAM Page 39

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YAB Datuk Patinggi Tan Sri (Dr) Haji Adenan bin Haji Satem Chief Minister of Sarawak 4

Sarawak Leadership Bulletin - ISSUE 1

FOREWORD I am pleased to write down a few words in this inaugural issue of the Sarawak Leadership Bulletin from the Leadership Institute of the Sarawak Civil Service. This bulletin is a forum where HPT ideas, projects and progress can be recorded, discussed and shared. It is also useful for these projects to be officially documented so that succeeding generations of civil servants can reflect on issues and problems of the past and to learn lessons from their successes, pitfalls and failures. HPT projects can also be compiled as case studies for training workshops so that the participants can understand the techniques and approaches of solving problems in certain localised contexts.

As I mentioned in the recent Council Negeri session, Sarawak is focussing on four specific areas of concern that require immediate solutions. These Key Result Areas (KRAs) are Enhancing Quality of Education and Human Capital, Sarawak as a Sports Powerhouse, Improving Societal Well-being, and Providing an Excellent Service Delivery. The last one is directly related to the roles and functions of the civil service. It is therefore essential for an efficient and effective public service to play a pivotal role in supporting the various transformation initiatives. The State is committed to transform the public service to be more rakyatcentric, spurring productivity through a talented workforce and efficiency in systems and processes. These KFAs require all agencies to perform at a higher level of service delivery and to operate as high-performing organisations.

In conclusion, I wish to acknowledge the exemplary leadership of the State Secretary and his team in the publication of this bulletin in their efforts to elevate the image, branding and performance of the Leadership Institute to a higher level.

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SPECIAL MESSAGE It gives me great pleasure to say a few words in this inaugural issue of the Sarawak Leadership Bulletin of the Sarawak Civil Service.

Tan Sri Datuk Amar Mohamad Morshidi Abdul Ghani

The High Performance Team (HPT) concept in the Sarawak Civil Service (SCS) was developed as a forum to resolve some of the issues related to the State transformation initiatives, commonly known as the SCS 10-20 Action Plan. Before the transformation era, a number of problems faced by the rakyat remained unresolved as they demanded collaboration with, and decisions by, a number of relevant agencies. With the formation of HPT, these issues were rectified speedily as the HPT produced quick solutions from heads of agencies directly involved in the decision-making process.

Thus, HPT serves to create teamwork synergy between heads of government departments and agencies to spur the transformation delivery of the State Civil Service.

In fact, HPT can be considered as an assembly of CEOs, gathered annually since 2010, to brainstorm ideas towards solving some of Sarawak’s critical problems faced by the rakyat on a daily basis. This approach of getting heads of government agencies to huddle for a few days and come up with solutions to these problems produces the HPT Solutions. These problems are related to land ownership, illegal logging, licensing of firearms, and resettlement of dam dwellers, among others.

Sarawak State Secretary

I am glad to see that the Leadership Institute has taken the initiative to produce this bulletin on a regular basis as a means to record and document past and current HPT projects and initiatives. This endeavour will definitely assist many new civil servants to resolve problems that are unique, localised in nature and not covered by standard textbooks in colleges and universities.

I must congratulate the Leadership Institute and the production team for this fine publication. Their hard work and commitment has made this publication possible.

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Sarawak Leadership Bulletin - ISSUE 1

INTRODUCTION Thank you for giving me the opportunity to pen a few words in this first issue of the Bulletin.

As the Executive Director of the Leadership Institute, I am glad to see the birth of a new publication that will add to the library of journals produced by State civil servants. In the past, many projects, programmes and success stories remained unrecorded and undocumented due to a lack of awareness of their importance.

Datu Dr. Sabariah Putit

Deputy Sarawak State Secretary, (Performance and Service Delivery Transformation)

The State Civil Service has adopted the HPT culture to spur its service transformation to a higher level. A High Performance Team (HPT) can be defined as a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose. They consistently show high levels of collaboration and innovation in producing superior results. There is a sense of clear focus and intense energy within the team. Collectively, the team develops shared norms and values of its own amongst its members.

This HPT initiative is part of the Sarawak Civil Service’s vision to be world-class. With the enlightened leadership of the State Secretary, the SCS took off on a journey of a thousand miles with faith and confidence, well aware of the challenges that lay ahead. After five years of implementing the transformation action plans and initiatives, our faith in the transformation journey has borne fruit.

I am happy to note that this new publication will be one of the initiatives of the Leadership Institute to align its roles and functions with the direction of the State Civil Service. Thus the Bulletin will highlight both the HPT programmes and projects and other High Performance Leadership (HPL) programmes conducted by the Leadership Institute for the Civil Service.

I wish to thank the publication team in the Leadership Institute for their commitment and selfless work in the production of this Bulletin. I wish you all the best in this inaugural issue and I look forward with eagerness to the upcoming issues.

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About this

P U BL I CAT I O N

In December 2016, the Sarawak Leadership Bulletin was launched as a magazine briefing on the Sarawak Civil Service (SCS), with a close leaning to the mandate of its leaders.

The idea of this magazine came about after realising that the public sector in Sarawak has undergone many phases of transformation and the need to document learning experiences and best practices ought to be highlighted.

Our commitment is to ensure that all aspects of leadership within the civil service can become an invaluable lesson to our readers in the public sector to understand what it takes to uphold the right attitude and mind set to continue to deliver excellent services to the public.

This also is a great avenue for effective leaders within the public sector to share their experiences and some tips on how they have been able to be effective in their agencies or department; capturing everything that is related to good leadership and exemplary human resource management within the civil service.

Sarawak Leadership Bulletin can continue to grow because of the simple belief that there will always be a place for a print brand that is committed to telling fresh stories, that knows the success of a good civil service is all down to everyone’s eagerness to embrace good leadership and to make sure that continues for the long haul.

This publication is produced by the Leadership Institute of Sarawak Civil Service to complement its efforts in promoting learning development within the SCS. The Bulletin is published twice a year and would not be possible without your continuous support and cooperation.

Sarawak Leadership Bulletin – capturing moments of good governance.

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preamble - What is HPT?

A High Performance Team (HPT) can be defined as a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose. They consistently show high levels of collaboration and innovation in producing superior results. There is a sense of clear focus and intense energy within the team. Collectively, the team develops shared norms and values of its own amongst its members. The team embraces a strong sense of ownership and accountability for achieving its goals, and the team members display a high level of mutual trust towards each other.

The High Performance Teams (HPT) in Sarawak Civil Service (SCS) were developed to resolve some of the issues related to the SCS transformation initiatives, commonly known as the SCS 10-20 Action Plan. Before the transformation era, a number of problems faced by the rakyat remained unresolved as they needed collaboration with, and decisions by, a number of different agencies. With the formation of HPTs, these issues could be rectified speedily because HPTs consisted of heads of agencies involved in the decision-making process. Thus, HPTs serve to create teamwork synergy between heads of government agencies to spur the transformation of the State Civil Service.

In fact, an HPT can be considered as an assembly of CEOs, gathered annually since 2010, to brainstorm ideas for solving some of Sarawak’s critical problems faced by the rakyat on a daily basis. Some of these problems are related to land ownership, illegal logging, licensing of firearms, and the resettlement of dam dwellers.

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A MAN FOR ALL

SEASONS

Our featured leader for this inaugural edition of the Sarawak Leadership Bulletin is none other than the Sarawak Chief Minister himself, Datuk Patinggi Tan Sri (Dr) Haji Adenan Haji Satem. The cover photo for this issue shows the Chief Minister with his characteristic calm and unflappable demeanour, with an understated paternalism which speaks of kindness, yet which promises toughness if needed.

Another example of this fearlessness is his persistent arguments in favour of State autonomy for Sarawak, and the rights of Sarawak under various agreements that were signed at the birth of Malaysia in the 1960s.

No other Sarawak leader has been this bold, yet Adenan has shown that he has the courage to stand up to the central authorities to champion the interests of the people he serves.

So, what kind of leader is the Sarawak Chief Minister?

What is meant by the “Adenan Way”? Firstly, as was shown when he won the recent State election by a landslide, Tan Sri Adenan is a man of the people without being a populist, who champions the bread and butter issues raised by the rural folk of Sarawak who seek a livelihood in these challenging economic times. He is a no-nonsense leader who knows how to identify quick wins that will gain the hearts of the ordinary people. This was shown when he abolished the unpopular Tanah Puteh toll bridge across the Sarawak River in 2016.

Effectively, CM Adenan has the vision and the audaciousness to plan the impossible, and to actually do it. Married to this is his strong aura of integrity – he is an honest man who walks the talk. This has made him respected widely among the people, and among those who work with him, such as the Sarawak Civil Service.

He has an approachability and a down-to-earth personality that makes him likeable, and he is not afraid to attend functions while dressed informally, bending the traditional rules of protocol and even treating the audience to a song or two (Cliff Richard being one of his favourites!). Yet despite this, he is far from being frivolous.

CM Adenan immediately proves himself to be a leader for whom substance has far more importance than style. Straight after being elected, he revealed to us his dreams for the future of Sarawak, and then went on to show that he really was going to make these dreams a reality. One example is the promotion of the status of English in Sarawak public life, a policy which has found much favour with the educational and business community, but which has flown in the face of the Federal authorities in Kuala Lumpur.

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So what does this kind of leadership mean for the Sarawak Civil Service? Certainly, it means the end of a quiet life! With so many visionary plans for the State being proposed by the Chief Minister, much work needs to be done by all civil servants to realise those plans. To make this happen, the CM has re-wired the governance structure of the Sarawak government and civil service, placing all of his plans under three new Deputy Chief Ministers responsible for different policy areas such as Socio-Economic Transformation, Rural Transformation and Performance and Service Delivery Transformation. Supporting this decisionmaking framework is a system of committees headed by the State Secretary and his Deputies, tasked with bringing about the transformations that are the core of Sarawak’s future greatness.

All of this hard work happens because of the style of leadership of the elected head of the Sarawak Government, Datuk Patinggi Tan Sri Adenan Satem.

We think that his style of leadership will bring about great and positive changes for the State of Sarawak in the years to come. Let us see if we are right…

YAB Datuk Patinggi Tan Sri (Dr) Haji Adenan bin Haji Satem Speech during Hari Perkhidmatan Awam 2015

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HPT THROUGH THE YEARS

HPT 2010

HPT 2011 12

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HPT THROUGH THE YEARS

HPT 2012

HPT 2013

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HPT THROUGH THE YEARS

HPT 2014

HPT 2015 14

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HPT THROUGH THE YEARS

HPT 2016 Johor Bahru 11-14 August 2016

Last August, over 100 senior Sarawak Civil Servants descended on Johor Bahru’s Amerin Hotel to chart the future path of the State of Sarawak. This was the High Performance Team Retreat for 2016, following on from the 2015 event that took place in Kota Kinabalu, Sabah. The theme of this year’s retreat was Sarawak Transformation: The Way Forward.

The Retreat was organised around the new Transformation strategies put forward by Sarawak Chief Minister Datuk Patinggi Tan Sri (Dr) Haji Adenan bin Haji Satem. These strategies are aimed at bringing about a future Sarawak that is both prosperous and progressive. The strategies are: • Socio Economic Transformation (SET) • Rural Transformation (RT) • Performance and Service Delivery Transformation (PSDT) In order to realise these strategies, the Sarawak Government has created three Cabinet Committees, each headed by a Deputy Chief Minister and reporting to the Chief Minister himself. These Committees are in turn supported by Working Committees under the State Secretary, Tan Sri Datuk Amar Haji Mohamad Morshidi bin Abdul Ghani, and headed by the relevant Deputy State Secretaries.

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All these committees need to have things to discuss, so as to formulate policy. That is where the HPT Retreat comes in. The objectives of the HPT Retreat 2016 were: • To create teamwork synergy between heads of department to spur the transformation of the State Civil Service to create a culture of work excellence (Creating a teamwork culture among key decision makers), • To provide a platform for heads of department to discuss critical issues related to the civil service, particularly State development issues (Creating a forum for discussing important issues) and • To promote a greater level of cooperation among the agencies in developing service delivery excellence to the Rakyat (Boosting inter-agency co-operation in order to enhance service delivery to the people).

To achieve the Objectives of the Retreat, all participants, supported by a dedicated Secretariat, were divided into groups under each of the Transformation Key Areas. They were tasked with discussing and arriving at initiatives for addressing several Key Result Areas (KRA) related to each of the three areas.

The discussions went on for two days and often stretched into the early hours of the morning, as members of various groups formulated proposals and initiatives for approval by the State Secretary and the Deputy State Secretaries. The business of government knows no time limits! As the new embryo policies started to form, each Deputy State Secretary presented summaries to the State Secretary on the last day of the Retreat, and finally, the State Secretary presented the total set of findings to the Chief Minister himself, along with his three new Deputy Chief Ministers. The resulting policy statements will form the basis of Sarawak’s strategic thrusts for the years to come.

Last but not least, the Retreat was not all work and no play. Even though all participants worked hard, there was time for excellent refreshments and some sumptuous dinners, as well as the Grand Theme Night which took place at the JB Hilton as graced by the CM and his wife.

As a newbie in the world of government, I found the whole decision making process at the Retreat to be both exhaustive and fascinating. This Retreat showed me how much work – thinking, discussing, writing and presenting – goes into running a modern political entity such as Sarawak. It was a humbling experience which I hope I get the chance to repeat in the future.

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hpt 2016 : Sarawak waY FOrwarD Three major focus areas will play a vital role in executing the State’s comprehensive transformation plan.

“I want to see Sarawak as a prosperous and progressive State, which overcomes the challenges of our development gaps. To meet the need for us to achieve higher economic growth for Sarawak and also to address the areas of autonomy and service delivery, I am embarking on a deliberate transformation of the State which includes three main areas: • Socio Economic Transformation • Rural Transformation • Performance and Service Delivery Transformation The objectives of these transformations are to closely monitor and take action in our socio-economic development, as well as matters related to rural growth and service delivery. This will mean that the Ministries and YBs, as well as the civil service, will now have to perform and deliver our transformation plan for Sarawak with greater focus and more immediate delivery.”

(Chief Minister’s excerpt during the State Legislative Assembly Meeting on 15 June 2016)

PROGRESSIVE AND PROSPEROUS SARAWAK SOCIO ECONOMIC

RURAL TRANSFORMATION

TRANSFORMATION (SET)

(RT)

Increasing Investment in Industrial Sector Creating New Growth In The Services Sector Through Tourism

Increasing Participation In Entrepreneurship

Modernising and Commercializing the Agriculture Sector

Rural Schools

Rural Health Services

Devolution of Power and Empowerment

Service Delivery

Urban Development & Urban Renewal

Rural Basic Infrastructure

Rural Broadband Connectivity

State Public Relations Strategy

Quality of Education and Human Capital

Environmental Development

Flood Mitigation

Communities Affected by Dam Project

Societal Well-being

Sarawak as a Sports Powerhouse

18 Key Result Areas (KRAS)

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PERFORMANCE AND SERVICE DELIVERY TRANSFORMATION (PSDT)

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The Socio Economic Transformation looks into how the State can increase socio-economic growth across various sectors such as the industrial, agriculture Socio Economic and services sectors, while Transformation at the same time viewing its importance in improving the lives of the people living in Sarawak.

The State Government recognises the need to work closely with the private sector, in order to optimise existing businesses and empowering them to make more profits. A thriving and growing economy can bring a lot of benefit to all strata of society, such as creating more jobs and at the same time uplifting the general population to a higher per-capita income.

By attracting more investment in the industrial sector, for example, more businesses would come to Sarawak and at the same time creating greater desire amongst foreigners to come to Sarawak. A conducive environment to operate businesses can also become a strong catalyst for promoting entrepreneurship, which is why the Government is making a strong push for fresh graduates to start exploring this as a career path.

As more and more people get to know Sarawak, this in turn will also bring a major benefit to the tourism sector in terms of attracting tourists; and with a strong push to create a lasting brand image that will be able to promote not only the services sector but literally ‘putting Sarawak on the map’ on all fronts.

By the year 2020, Malaysia hopes to attain the status of a developed country. Four years from this date, many of our kampungs are still Rural without basic social amenities Transformation and road accessibility, which is something that should not happen to a country that aims to achieve a developed status.

In order to bridge the prevailing rural-urban gap, there needs to be more concerted efforts to make sure that road access and connectivity are improved. The Chief Minister has made it one of his main priorities to see to it that under his leadership, this will be addressed as

soon as possible. Therefore, the Pan Borneo Highway has been a major project of the State ever since it was announced by the Prime Minister.

The provision of treated water and electricity to rural communities has been a key highlight of this subcommittee. Broadband connection will also be looked at, which will ensure that every household can and will have access to the Internet, which has become a part of so many lives in today’s modern technological era.

Under this transformation, there are eight key areas that have been identified namely, rural schools; rural medical services; rural roads; rural water; rural electricity; broadband connectivity; flood mitigation; and projects affecting rural communities.

This transformation area focuses on a broad range of issues within the Sarawak Civil Service (SCS).

Performance of the SCS is linked closely with this transformation, which aims Performance and to drive more performanceService Delivery based practices, and a key Transformation driver to increase the level of competency of every civil servant within the SCS. Quality education and having well-trained human capital are some of the core thrusts of this transformation. A key component that is essential in driving a ‘Performance and Service Delivery’ portfolio, is by leveraging on areas that Sarawak has been performing well in and to continue to develop a sustainable model that can help the State build on

from current successes on to the next phase of growth.

‘Devolution of Power’ also comes under this transformation. As the State head towards gaining more autonomy from the Federal Government, more work needs to be done so that Sarawak can be on par with the rest of Malaysia. Having recently passed a new State law on the distribution and reticulation of gas, during the latest State Legislative Assembly held in November 2016, all activities associated with the distribution of gas or within the distribution system for supply and delivery will be licensed by the state government under this new law. And this is just a start.

The KRAs under this transformation are devolution of power and empowerment; the SCS 10-20 Scorecard; State public relations strategy; quality of education and human capital; societal well-being; and Sarawak as a sports powerhouse.

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2017 TRAINING CALENDAR

Jan

Feb

- Workplace Communication (Grade 41 - 44)

- Strategic Leadership Excellence L4

- Leadership Skills at Work (Grade 41 - 44)

- Essentials for Strategic Planning for SCS Officers (Grade 41-44)

- Kursus Pemantapan dan Kecekapan Perkeranian (Grade 17-40)

- Introduction to SCS Scorecard: Concept & Methodology

- Pengurusan Mesyuarat Kerajaan (Grade 27 & Above) - Working Effectively with Different Types of People - GIMP Basic & Intermediate and OpenOffice.org (Writer, Calc and Impress) - Open Office Course

(Gred 41 & 44) - Essentials of Project Management for Non-Technical Officers (Grade 41 - 44) - Project Management Leadership for Non-Technical Officers (Grade 48 - 52) - Program / Event Management HOD Talks - Effective Supervisory Skills - Pengurusan dan Etika Pembersih Pejabat (N1-11)

Apr

- Kursus Keusahawanan dan Persediaan untuk Bakal Pesara

- Leadership Advantage Program L4 & L5

- Program Tanggungjawap Sosial Korporat

- Essentials for Strategic Planning for SCS Officers (Grade 41-44)

- Prioritizing and Managing Time Effectively

- Introduction to SCS Scorecard: Concept & Methodology

- Cultivating A Winning Mindset

(Grade 41 & 44)

- Pengurusan Kewangan Peribadi Untuk Penjawat Awam

- Effective Records and File Management (Grade 17 to 27)

- Financial Management for Public Sector (Grade 41 - 44)

- Microsoft Excel 2010 (Advanced) (Grade 17 and above)

- Financial Management Seminar

- Microsoft Excel 2010 (Intermediate) (Grade 17 and above)

- Essentials of Project Management for Non-Technical Officers

- Techniques to Enhance Creativity

(Grade 41 - 44) - Event Management and Protocol (Grade 27 - 48)

- Decision Making and Critical Thinking Tools - Train the Trainer (TTT) (Grade 27 & above)

Mar

- Public Relations Excellence

- Visionary Excellence: SCS HOD talks

- Techniques to Enhance Creativity

- HR Excellence L3 (Certification)

- Decision Making and Critical Thinking Tools

May

- Essentials for Strategic Planning for SCS Officers (Grade 41-44)

- Train the Trainer (TTT) (Grade 27 & above)

- Strategic Leadership Excellence L4

- Introduction to SCS Scorecard: Concept & Methodology

- Microsoft Excel 2010-Dashboard and Interactive Report

- Design Thinking & Innovation Strategy for Business Leaders L4

(Grade 41 & 44) - SCS Scorecard: Understanding The 9-Step Methodology for Effective Execution (Grade 48 & 52) - Communication Skills For Leaders

- Microsoft Excel 2010 (Advanced) (Grade 17 and above)

(Grade 27 & above) - GIMP Basic & Intermediate and OpenOffice.org (Writer, Calc and Impress) - Administrative Professional Seminar 2017

- New Synthesis Program (L4 & L5) - Essentials for Strategic Planning for SCS Officers (Grade 41-44) - SCS Scorecard: Understanding The 9-Step Methodology for Effective Execution (Grade 48 & 52)

- Workplace Communication (Grade 41 - 44)

- Workplace Communication (Grade 41 - 44)

- Leadership Skills at Work (Grade 41 - 44)

- Leadership Skills at Work (Grade 41 - 44)

- Liaison Officer Course (Grade 27-48) - The Principles of Project/Investment Planning (Grade 41-44)

Jun

- Microsoft Powerpoint 2010 (Intermediate & Advanced)

- Introduction to SCS Scorecard: Concept & Methodology

(Grade 27 and above)

(Grade 41 & 44)

- Project Leadership Excellence : HOD Talks - Essentials of Project Management for Non-Technical Officers (Grade 41 - 44) - Project Management Leadership for Non-Technical Officers (Grade 48 - 52)

- Working Effectively with Different Types of People

- Kursus Keusahawanan dan Persediaan untuk Bakal Pesara

- Effective Communication at Work

- Prioritizing and Managing Time Effectively

- The Principles of Project/Investment Planning (Grade 41-44)

- Enhancing Analytical and Creative Thinking Skills

- Cultivating a Winning Mindset

- Legal Excellence Executive Talk

- Microsoft Excel 2010 (Intermediate)(Grade 17 and above)

- Effective Supervisory Skills

- Techniques to Enhance Creativity

- Kursus Pemantapan dan Kecekapan Perkeranian (Grade 17-40)

- Decision Making and Critical Thinking Tools

- Kursus Keusahawanan dan Persediaan untuk Bakal Pesara

(Grade 27 and 40) - Project Management for Non-Technical Support Staff (Grade 27-40) - Financial Management for The Public Sector (Grade 27 - 40)

- Pengurusan Kewangan Peribadi Untuk Penjawat Awam

- Mentoring Skills

- Kursus Pembangunan Individu dan Organisasi Berintegriti

- Microsoft Excel 2010-Dashboard and Interactive

- Pit Stop Roadshow: Culturization of 6 Shared Values

Report (Grade 27 & above) - GIMP Basic & Intermediate and OpenOffice.org (Writer, Calc and Impress)

(Zon Kuching) - Enhancing Personal Effectiveness - Supporting Organizational Change - Pengurusan Mesyuarat Kerajaan (Grade 27 & Above) - Kursus Pengacaraan Majlis (Grade 27 & above) - Workplace Communication (Grade 17-40) - Microsoft Powerpoint 2010 (Intermediate & Advanced) (Grade 27 and above) - Working Effectively with Different Type of People - Effective Communication at Work - Enhancing Analytical and Creative Thinking Skills (Grade 27 & 40) - Project Management for Non-Technical Support Staff (Grade 27 - 40) - Financial Management for Public Sector (Grade 27 - 40) - Mentoring Skills - Open Office Course

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Sarawak Leadership Bulletin - ISSUE 1

Jul

Aug

Sep

- Leadership Advantage Program L4 & L5

- Design Thinking & Innovation Strategy for Business Leaders L4

- SCS Scorecard: Understanding The 9-Step Methodology for

- Visionary Excellence: SCS HOD talks

- Human Resource Development International Conference 2017

Effective Execution (Gred 48 & 52)

- HR Excellence L3 (Certification)

- Essentials for Strategic Planning for SCS Officers (Grade 41-44)

- Communication Skills For Leaders

- Workplace Communication (Grade 41 - 44)

- Introduction to SCS Scorecard: Concept & Metodology

- Workplace Communication (Grade 41 - 44)

- Leadership Skills at Work (Grade 41 - 44) - Essentials of Project Management for Non-Technical Officers (Grade 41 - 44)

(Grade 41 & 44) - SCS Scorecard: Understanding The 9-Step Methodology for\m Effective Execution (Gred 48 & 52)

- Leadership Skills at Work (Grade 41 - 44) - Essentials of Project Management for Non-Technical Officers (Grade 41 - 44)

- The Principles of Project/Investment Planning (Grade 41-44)

- Financial Management for Public Sector (Grade 41 - 44)

- The Principles of Project/Investment Planning (Grade 41-44)

- Strategic Development Project and Investment Initiatives

- Project Management Leadership for Non-Technical Officers

- Kursus Keusahawanan dan Persediaan untuk Bakal Pesara

(Grade 54-JUSA) - Kursus Pemantapan dan Kecekapan Pembantu Pejabat /Operasi (Grade 1-11) - Kursus Pemantapan dan Kecekapan Perkeranian (Grade 17-40)

Grade 48 - 52

- Pit Stop Roadshow: Culturization of 6 Shared Value (Zon Miri)

- The Principles of Project/Investment Planning (Grade 41-44)

- Enhancing Personal Effectiveness

- The Macroeconomic and Sectorial Planning Formulation

- Supporting Organizational Change

(Grade 48-52)

- Effective Records and File Management (Grade 17 to 27)

- Kursus Keusahawanan dan Persediaan untuk Bakal Pesara

- Pengurusan dan Etika Pembersih Pejabat (N1-11)

- Effective Communication at Work

- Pengurusan Kewangan Peribadi Untuk Penjawat Awam

- Kursus Keusahawanan dan Persediaan untuk Bakal Pesara

- Enhancing Analytical and Creative Thinking Skills

- Enhancing Personal Effectiveness

- Kursus Pembangunan Individu dan Organisasi Berintegriti

- Supporting Organizational Change

- Pit Stop Roadshow: Culturization of 6 Shared Values

- Pengurusan Mesyuarat Kerajaan (Grade 27 & Above) - Microsoft Powerpoint 2010 (Intermediate & Advanced) (Grade 27 and above)

(Zon Sibu) - Program Sokongan Pekerja di PANS Tahap I

(Grade 27 and 40) - Project Management for Non-Technical Support Staff (Grade 27-40) - Financial Management for Public Sector (Grade 27 - 40)

- Program Sokongan Pekerja di PANS Tahap II

- Working Effectively with Different Types of People

- Prioritizing and Managing Time Effectively

- Effective Communication at Work

- Cultivating A Winning Mindset

- Project Management for Non-Technical Support Staff

- Emotional Intelligence for Peak Performance

Dec

- Core Values and Positive Work Attitude

- Essentials of Project Management for Non-Technical Officers

(Grade 27-40) - Train the Trainer (TTT) (Grade 27 & above) - Microsoft Excel 2010-Dashboard and Interactive Report (Grade 27 & above) - GIMP Basic & Intermediate and OpenOffice.org (Writer, Calc and Impress)

- Kursus Penulisan Kertas Kerja, Surat Menyurat dan Minit Berkesan (Grade 27 - 40)

(Grade 41 - 44) - Emotional Intelligence for Peak Performance

- Workplace Communication (Grade 17- 40)

- Core Value and Positive Work Attitude

- Microsoft Excel 2010 (Advanced) (Grade 17 and above)

- Microsoft Excel 2010 (Intermediate) (Grade 17 and above)

- Microsoft Excel 2010 (Intermediate) (Grade 17 and above) - Techniques to Enhance Creativity - Decision Making and Critical Thinking Tools

Oct

- Mentoring Skills - Open Office Course

- Leadership Excellence L4 & L5 - New Synthesis Program(Level 4 & Level 5) - Essentials for Strategic Planning for SCS Officers (Grade 41-44) - SCS Scorecard: Understanding The 9-Step Methodology for Effective Execution (Gred 48 & 52) - Workplace Communication (Grade 41 - 44) - Financial Excellence HOD Talks - The Principles of Project/Investment Planning (Grade 41-44) - Legal competency for R&DO (Grade 27-48)

Nov - Visionary Excellence: SCS HOD talks - Introduction to SCS Scorecard: Concept & Methodology (Grade 41 & 44) - SCS Scorecard: Understanding The 9-Step Methodology for Effective Execution (Gred 48 & 52)

- Kursus Keusahawanan dan Persediaan untuk Bakal Pesara

- Leadership Skills at Work (Grade 41 - 44)

- Kursus Pembangunan Individu dan Organisasi Berintegriti

- Financial Management for Public Sector (Grade 41 - 44)

- Pit Stop Roadshow: Culturization of 6 Shared Values (Zon Miri)

- Effective Records and File Management (Grade 17 to 27)

- Emotional Intelligence for Peak Performance

- Kursus Penulisan Kertas Kerja, Surat Menyurat dan Minit

- Core Value and Positive Work Attitude - Kursus Penulisan Kertas Kerja, Surat Menyurat dan Minit\ Berkesan (Grade 27 - 40) - Workplace Communication (Grade 17-40) - Microsoft Excel 2010 (Advanced) (Grade 17 and above)

Berkesan (Grade 27 - 40) - Microsoft Powerpoint 2010 (Intermediate & Advanced) (Grade 27 and above) - Enhancing Analytical and Creative Thinking Skills (Grade 27 and 40)

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HPT SOLUTIONS

HPT Solutions is the highest form of inter-agency collaboration in the Sarawak Civil Service. It was first introduced in 2013 during the High Performance Team (HPT) Retreat Program – a gathering of Heads of Departments of various government agencies, departments and statutory bodies within the civil service. The HPT Solutions addresses high-priority and high-impact issues that the government seek to resolve on a yearly basis.

Recognition and awards are given to the best HPT solutions every year. The objectives of the HPT Solutions are: a. To break down silos within the government by providing an environment for heads of government agencies to collaborate, to discuss and to solve critical issues affecting the State and the people, not just during the Retreat, but also in their daily work; b. To get the heads of government agencies to take charge of issues affecting their agency and their service to the people; and c. To get the heads of government agencies to be personally and directly involved in addressing and resolving issues affecting their agencies.

2013 HPT SOLUTIONS TOPICS • Project Delivery Excellence Model for Issuance of Occupation Permit • One Government at Your Service Counter • Management of Moveable Assets • Claims Management • Melestarikan Impak Pelaksanaan 1 AZAM • Asset Maintenance: Sport Facilities • Effective Enforcement of State Laws on Illegal Extension of Building • Effective Contract Management • RES Project Implementation • Resettlement Program: Murum Relocation Logistics Master Control Plan • Proposed Construction and Completion of Jalan Empat Lorong Dari Bulatan e-Mart, Matang ke Stapok, Batu Kawa dan sebuah Jambatan Baru Merentasi Sungai Sarawak.

• Effective Implementation of PIA/PIAS Projects 22

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2014 HPT SOLUTIONS TOPICS • System and Management of Government Facilities for Common Usage • Kaedah Terbaik untuk Menangani Pengurusan Pengusaha Hotel Bajet Tanpa Lesen • Kajian Penguatkuasaan “THE BUSINESSES, PROFESSIONS AND TRADE LICENSING ORDINANCE, 1995 (CAP 33)” (selepas ini dirujuk sebagai “Ordinan Cap 33”) oleh Pihak Berkuasa Tempatan Sarawak (PBTS) • Requirement for Developers of Large Housing Schemes to provide Central Water Reservoirs • Pengeluaran Strata Titles untuk Projek Perumahan Awam (HDC) dan Swasta • Criteria for Classification of Contractors who are Proficient and Competent in Project Delivery • One Government at Your Service Phase 1 (Part 2): Multi Service Counter (MSC) • Role of the Resident and District officers as Head of the Division and District in Spearheading Development: Issues & Challenges • Deliberate Development of the Knowledge and Skills of Civil Servants: Role of HOD, HRM, HR Focal Point and CMM • Documentation, Classification and Security of Information and Documents and Use of Social Media • Penambahbaikan Struktur dan Sistem Penyampaian Perkhidmatan Bersepadu di Penempatan Semula Murum, Belaga, Kapit • Proses Kelulusan Pembangunan Hartanah • Project Delivery Excellence Component: Tender and Contract Administration Excellence • Efficient and Cost Effective Operation and Management of Port • Halal Industry Certification Programme With Emphasis on Identification and Quantification Processes

2015 HPT SOLUTIONS TOPICS • Improve the Effectiveness of Enforcement to Combat Illegal Logging • Effective Enforcement of Illegal Sand Extraction • To Review and Enforce Conditions of Entertainment and Retail Outlets • Enforcement of Waste Management (Management of Illegal Dumpsites) • Open Burning: To Maintain Air Pollution Index at Healthy Level (Below 100) Year Round • Improving Water Transport Safety and River Cleanliness Through Efficient Enforcement • Integrated Management of Water Catchment Areas in Sarawak • Road Safety is Our Joint Responsibility • Border Management: Strengthening The Management of Foreign Nationals’ Entry Into Sarawak • Mitigating Theft and Unauthorized Harvesting of Fresh Fruit Bunches in Oil Palm Plantation in Sarawak • Effective Enforcement of The Second Hand Dealer Act

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Q&A with

Tan Sri Datuk Amar Mohamad Morshidi Abdul Ghani State Secretary

Q: The Sarawak Civil Service (SCS) has undergone a lot of transformation. Why is it important for the SCS to embark on the SCS 1020 transformation journey?

A: Our civil service is rightly admired as one of the best in Malaysia. The state civil service recognises that the world is changing and in order for us to remain relevant and true to our cause, we launched this as an agenda to propel the state forward to the next frontier.

The SCS 10-20 is essentially a 10-year transformation journey that will see the SCS become a civil service capable of delivering world class services to the people of the state. For civil servants, this is like a compass that we carry as a part of us in everything we do – moving us from our current state to where we need to be Q: The government recently introduced a new structure: Social EconomicTransformation Plan, Rural Transformation Plan and Performance and Service Delivery Transformation. Why do you consider this necessary?

A: To support the State Transformation initiatives in a more strategic approach over the next five years, the Chief Minister in his DUN speech after the last State election has set out three Cabinet Committee to develop immediate and long term economic and social development plans for Sarawak. Each of these plans has specific KRAs (Key Result Areas) that we initially identified during the last High Performing Team Retreat in August this year. These plans are made up of a set of actions and interventions, each 24

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of which builds upon what is already underway across the departments and agencies and makes fresh commitments to how we will shape our strategy. More KRAs are expected to be generated where necessary over the next four years.

As we move forward against a backdrop of unprecedented change, the huge task of delivering our best to the rakyat rests heavier on our shoulders. We need to embrace these changes that have taken place and adapt to whatever that is required for us to do better.

This move to transform the State require the support of our civil service. I believe that we are capable of doing that but will also need adjustment in our strategies and thinking process.

Q: What would be your mission and directions for the Civil Service in the next five years?

A: The civil service has a mission to support, secure and improve the state it serves. Each and every civil and public servant plays an important role in fulfilling this mission and so as to improve the lives of their fellow citizens. This is what we will continue doing, and I hope we will continue to do our best. I will not be able to tell what will happen in five years’ time but I believe a lot will take place next year – 2017.

Q: In your view, what are some of the challenges that the SCS needs to overcome against a backdrop of unprecedented change in today’s society and community at large?

A: The reality we face on a day-to-day basis is that we are in an age where we are constantly monitored by every person in the public. In the past, you’d be able to get away with things because they simply wouldn’t be found out . But nowadays, if a civil servant is seen as not fit to do the job or even abusing their rights, they can be easily detected, which even has the potential to go viral. There needs to be a constant monitoring of one’s actions and also the manner in which a civil servant carries themselves in public and even more so in his or her own daily life. They ought to learn to be more disciplined in anything that they do.

Q: As a leader of the civil service, you’ve witnessed a lot of changes in the civil service. How do you lead through change?

A: The types of work that people do, and how they do them is changing. It is important that the SCS proactively adapts to the changing world of work, bearing in mind the climate and shape of people’s expectations. Each change that we encounter can either be tangible or non-tangible; each presents a different set of challenges. Management tools may differ when you’re dealing with different generations and as more

2. Taking charge of things and getting work organised and done are clear traits of a leader; 3. Able to get results through the people who have been trained and who are confident of themselves; 4. People who are willing to sacrifice and put their hearts and minds to make a difference to his or her organisation and to the people; 5. A leader must read a lot, explore, be resourceful and always keep himself up to date.

young people join the civil service, the way in which we groom them to become leaders is probably less conventional and different from the former ways.

Emerging technology will provide opportunities to transform how we deliver services, making them more targeted and effective for the public we serve. The civil service needs to be more agile, as well.

Q: How can civil servants aspire to become an effective leader?

A: A leader is a person who has the power to influence others to follow. A leader not only orders but also sets a good example for others to follow through not just speech but actions. As the saying goes, “actions speak louder than words”.

We need to create more opportunities for movement.

This will allow civil servants to gain a more diverse and broad range of experiences from working across a number of different departments, agencies and in the wider public and private sector. It will also ensure we are able to respond to emerging priorities and can swiftly move people into, and across, the civil service to deliver key priorities.

Q: What would you consider as your style of leadership?

A: Everyone has their own style of leadership. But more important is how you are able to adapt to people’s style as much as how you are able get people to adapt to your style. I believe no one style is perfect.

To me the progressive and solutions-based style is the right style of leadership.

Q: What are some of your expectations and wishes for the Leadership Institute’s contribution in the transformation journey to achieve a world class civil service?

A: The civil service has always invested in developing leaders. Now our focus is building world-class leaders, who are inspiring, confident and empowering. We will continue to do this by underpinning our flagship professional development program - High Performing Leaders (HPL) programs - launched during last year’s civil service day. With the establishment of the Leadership Institute, our dream of developing worldclass leaders has now moved on to a greater level of excitement. The institute will work with leading educational institutions and thought leaders to promote an ethos of excellence, where leaders learn from each other. This will help develop leaders who are confident, inspiring and capable of creating a culture where staff members are empowered, listened to and valued. We understand the value of grooming the current crop of civil servants, with the potential to become key leaders of tomorrow. Alongside this, we need also to ensure that we have the skills and capabilities required to deal with the implications of Sarawak’s autonomy in various aspects of its bid to gain more administrative powers. Within the civil service, we need to constantly ensure that our people have the right skills to deliver our state’s priorities.

Q. On a more casual note, what do you do during your free time?

A: To be with my family whenever I am free and watch movies with them, other than playing golf.

Q: Based on your rich experience within in the civil service, what are the top five (5) essential leadership qualities a person should have to be an effective leader?

A:1.The 6 shared values, ‘Rakyat-oriented’, ‘Innovation & Creative Work Culture’, ‘Talented Workforce’, ‘Excellent Organisation’, ‘High Performance Team’ and ‘Customer-focused’ that we put in place for SCS practice by everyone is the beginning of a good leadership qualities.

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Under the banner Sarawak Civil Service (SCS) 10-20, many initiatives and programs have been undertaken to bring that vision closer to reality.

As every government agency and department plays its part in transforming the State, there needs to be a realisation that organisational change and transformation doesn’t just happen overnight.

The Sarawak Civil Service (SCS) is made up of over 14,000 civil servants who work hard each day to transform the State of Sarawak to become a highincome state. Therefore the overwhelming task of getting everyone on board is one that requires each government organ to advocate and infuse change at the agency level.

In tandem with the transformation journey, the Human Resources Champion (HRC) Programme is seen as playing a key role in aligning the goals of the agency’s HR to those of the State.

HUMAN RESOURCE CHAMPIONS - IN A NUTSHELL

In August 2016, HRC was introduced by the State Human Resource Unit (SHRU) under the Chief Minister’s Department, with an aim to build a strategic partnership with key influencers within every government agency and department of the State.

A total of 89 HRCs were appointed with an aim to lead HR transformation. Each HRC will be supported by a team of HR professionals made up of Human Resources Officers (HROs).

Having a competent and dedicated HR team wellversed in organisational development can help the SCS as a whole. HR is also seen as an enabler of transformation, looking at how HR can bring value and support respective heads of department to steer the leadership directions to be on the right course with the SCS 10-20 transformation agenda.

The team has been provided with an ‘HR Kit’, a guideline on the roles and functions of each HRC and Human Resource Officer(s) The HRCs’ role is focused strategically on five key areas: organisational development, talent management, facilities management, record management and cultural change management.

HRC candidates were nominated by the respective agencys’ heads of department and subsequently appointed by the State Secretary. HRC will go through a rigorous training module and also be given an SCS HR Kit which will be updated from time to time.

Nur Allina Abdullah @ Colliner Gohe Section Head (Admin, Finance & Asset) at Administration Unit, Chief Minister’s Department “HRC is a focal person to administrate HR matter at the section or agency level.”

“It is a more organised way in terms of coordinating issues related to professional development of each individual of the agency, and more importantly, it keeps everything relating to HR matters in check.”

“Any issues that they (staff) face, can be brought up to us and we will bring it up at the HRC meeting with our heads of department.”

“HRC has a committee to assist in overseeing the HR aspect, we would have meetings and make decisions through a panel.”

“Panel would bring up matters related to HR issues in the panel. And line managers or section heads would be in the know of things and update the training gaps.”

“This plays a part in strategically allocating the roles and that fits perfectly in the rotation policy in the SCS.” 26

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Facts on HRCs - Must be at least Grade N48 and above in the Chief Minister’s Department (JKM), all Resident Offices and other technical departments.

HIGH PERfORMING LEADERS PROGRAM The State Government has put forward “leadership development” as one of the main agendas in the State’s Transformation Plan. There have been numerous training initiatives introduced by the State to help cultivate the values of leadership and help civil servants harness the skills to deliver world-class services. The High Performing Leaders program is one such programs designed specifically to nurture a human capital that is capable and competent to steer the Sarawak Civil Service (SCS) towards greater heights.

Aims of HPL program: Develop competent SCS leaders Groom the next echelon of SCS leaders Institutionalise SCS shared values

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ExECUTIvE TALk ON TALENT ANALyTICS UTILISING EMPLOyEE DATA fOR BETTER WORkfORCE PLANNING & BUSINESS PERfORMANCE By ANDREW MARRITT

LEADERSHIP ADvANTAGE PROGRAM By CRANfIELD UNIvERSITy

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STRATEGIC LEADERSHIP ExCELLENCE PROGRAM By MURDOCH UNIvERSITy AUSTRALIA

TALENT ANALyTICS UTILISING EMPLOyEE DATA fOR BETTER WORkfORCE PLANNING & BUSINESS PERfORMANCE By ANDREW MARRITT

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ExECUTIvE TALk By PROfESSOR DR DAvE ULRICH

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BALANCED SCORECARD The Sarawak State Government is the only state government in Malaysia, perhaps, in the region, that has boldly implemented the Balanced Scorecard -based organization performance management system or better known as the’ SCS scorecard’ in the Sarawak Civil Service. As of 2016 a total of 100 plus state government agencies including ministries, departments, local authorities and GLCs have implemented it with reasonable levels of success.

THE ROLE Of LEADERSHIP INSTITUTE IN SCS LEADERSHIP DEvELOPMENT The establishment of the Leadership Institute is a strategic move on the part of the State’s civil service leadership, in line with the State’s transformation agenda. The Institute undertakes the responsibility to develop highly competent and capable workforce; a workforce that is effectively trained both in operational and strategic skills capable of transforming the SCS into a power-house of leadership excellence. In this regard, the Institute will adopt and adept the 70:30:10 model of learning ie.10 % classroom learning 20% learning through mentoring, coaching and feedback ; and 70% learning through on-the-job experiential learning as allocating more hours in experiential learning provides effective learning outcomes.

Consistent with the Institute’s mission to build leaders who can make a difference in society and the country, the Institute, through strategic collaborations with local and regional higher learning institutions as well as distinctive, reputable international leadership development centers, provides continuous exposure to employees of the SCS to the latest development in the area of transformational leadership and management expertise.

HIGH PERfORMANCE LEADERSHIP PROGRAM (HPL) In 2016, a total of 100 middle level officers have been trained in strategic management skills based on the SCS Scorecard 9 step methodology. The program focused on shifting the thinking paradigm of officers from day-today operational thinking to strategic thinking. This is founded on the premise that improvement in the thinking process is a critical determinant of quality learning outcomes. The participants demonstrated praiseworthy improvements as evidenced in the increase in their analytical and strategic skills examined through case studies.

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COMMONwEaLth aSSOCIatION FOr pUBLIC aDMINIStratION aND MaNaGEMENt (CapaM) - Leading The Way in Innovation The Sarawak Civil Service (SCS) is recognised as one of the pioneers in championing innovativeness and creativity when it comes to improving government services delivery.

It became one of the State’s greatest achievement when the Chief Minister’s Department was declared joint-winner with India in the ‘Innovation DNA Category’ at the Commonwealth Association for Commonwealth Association for Public Administration and Management (CAPAM) International Innovation Awards (IIA) 2016.

The award is divided into four major categories. 12 finalists were shortlisted in each category from 52 semifinalists. The four major categories were, Innovation DNA Category; Innovation in Public Service Management Category; Citizen-Focused Innovation Category; and Innovation Incubation Category.

The awards are aimed to encourage public service innovators to continue exploring, creating and implementing new ideas for the betterment of citizens, communities and nations at large.

The action plan focuses on eight key areas, namely

YB Tan Sri Datuk Amar Haji Mohamad Morshidi bin Abdul Ghani, Sarawak State Secretary accepting the Award for the Innovation DNA Category from Tan Sri Dr. Ali Hamsa

To win this award goes to show the State’s efforts in achieving a world class civil service is not without success; but a major accomplishment for the SCS. The two innovation projects from Sarawak that made the cut to be the finalists were, ‘Create and Innovate, make a difference: Story of our Journey’ in Innovation DNA Category; and ‘The Sarawak Civil Service 20102020 (SCS10-20) Action Plan’ in Innovation in Public Service Management Category.

Sarawak submitted a total of three innovation projects for the CAPAM 2016 biennial conference, held from 18 to 20 August at Putrajaya International Convention Centre (PICC). The conference themed ‘Innovation: A Public Service Imperative’ saw the attendance of more than 1,000 delegates and guests from 53 Commonwealth member countries.

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cultural change management, human resources skill management, innovation and creativity, handling of clients’ needs, e-Government, project and programme execution excellence, financial management transformation and Sarawak legal services administrative excellence (SEALS).

The winners of the CAPAM IIA 2016 Awards were announced during the CAPAM President’s Dinner and the awards were presented by YBhg Tan Sri Dr. Ali Hamsa, the President of CAPAM who is also the Chief Secretary to the Government of Malaysia. The winner award for the Innovation DNA Category was accepted

by YB Tan Sri Datuk Amar Haji Mohamad Morshidi bin Abdul Ghani, Sarawak State Secretary.

Sarawak Deputy State Secretary (Performance and Service Delivery) YBhg Dr Sabariah Putit said the State

Public Service Action Plan 2010-2020, now in its sixth year, was on track to boost the process of public service transformation.

“At present we are at the ‘last lap’ of which, the last four years are the most significant.

“Even now more people are motivated to work on board with us because they are attracted by the culture we are trying to implement, meaning to say there are positive changes,” she said to Bernama after the awards presentation ceremony.

A delegation led by YBhg Datu Dr Sabariah, presented the award to YAB Datuk Patinggi Tan Sri Haji Adenan Bin Satem, the Chief Minister of Sarawak, at his office in Kuching.

CAPAM was established in 1994 to facilitate the sharing of information and best practices between public administrations of Commonwealth countries, in addition to promoting good governance in the government.

As a leading organisation that champions for public administration excellence and good governance practices, CAPAM has been recognising and celebrating the spirit of innovation in the public service by presenting the International Innovations Awards to organisations that have made significant contributions to improving governance and services in the public sector.

The CAPAM IIA 2016 Award Winners with Tan Sri Dr. Ali Hamsa, President of CAPAM and the Chief Secretary to the Government of Malaysia and Rt. Hon. Patricia Scotland QC, Secretary General of the Commonwealth of Nations

Datu Dr. Sabariah together with Mr. William Patrick Nyigor with their award

The Handing Over of CAPAM IIA 2016 Awards to the YAB Chief Minister of Sarawak on 23rd August 2016

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HOW TO REALLy IMPROvE yOUR ENGLISH

As an English Language educator, there is one question that I get asked more often than any other, and that is, of course: “How do I improve my English?” The answer to this question is in fact simple, because there really is only one thing that you need to do to improve your English. You need to …….PRACTISE!!

I will give you a couple of moments to recover from the shock of receiving such a profoundly simple and obvious piece of wisdom. You see, many people cannot get their heads around the notion that practising English: speaking it, reading it, writing it and listening to it, is the best way to improve your English proficiency.

So, then, how to practise English? Well, to start with, many scholars, writers and English teachers maintain that cultivating a regular reading habit is a sure-fire way to improve one’s grasp of English, especially grammar and vocabulary. Reading regularly and widely exposes us to the best practices of the writer’s craft, in literature, newspapers, letters and business communications. Reading gives us a sharp awareness of what is grammatical and what is not. Reading different types of material gives us an awareness of style variations and of what is appropriate for different audiences, as well as giving us models to emulate.

And of course, all of this will make us better writers, because the more we see the grammatical possibilities in action, the more likely we are to be able to put them to use in our own work. We essentially learn by observing, copying and doing.

And ultimately, reading widely and constantly will help us to improve our vocabulary. In particular, reading will give us an appreciation of how different choices of words and phrases allow us to express tone of voice, mood and stance. Also, reading gives us the ability to learn new words in context, so that we learn how they are used in real life situations.

So, reading is the ultimate key to good use of a target language such as English. However, reading on its own is not enough, and besides, we don’t all have the time to read all day long. Let us see how we can strategise our efforts to become better users of the English language!

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Firstly, Millennials, and even some of us Baby Boomers and Gen-Xers, use mobile communication devices these days such as smartphones, tablets, etc.

We regularly use software such as WhatsApp, Facebook and Twitter to give meaning and structure to our lives.

So why not use these tools to help us to improve our English? To start off, you need to switch the operating language of your mobile devices to English, if you have not already done that. Don’t keep all your software in Malay or whatever. Remove that false safety blanket!

Change the language settings so that English is the language you use when communicating in Facebook or when chatting on WhatsApp. Surely that can’t be too difficult?

And once you are using your devices and the software that runs on them in English, you can move on to use your tech to help you improve your English even further. One very simple way to do this is to read the news in English using your devices. There are many news sites and apps that can be downloaded – FOR FREE!!! – on your mobile devices. Examples are the BBC app, the CNN app, New York Times, the Guardian, even Malaysian news portals such as the Edge and Malaysian Insider have apps for you.

Download them onto your phones. Tap on them every day. Read the headlines and keep up with what’s happening in the world around you! Improve your

vocabulary, grammar, and even listening skills if you watch some of the news videos. Make it a habit to read the news every day on your phone. Real newspapers are expensive and awkward to use, right? And so heavy!

Another thing about mobile technology is that it allows us to listen to music in ways never before possible.

Any good English teacher will tell you that listening to music and learning the lyrics is a great and entertaining way to build vocabulary. Even Justin Bieber’s ‘Baby, baby, baby oooh’!. There are many online apps and sites for downloading music, and many of them have lyrics, or you can look up the lyrics for popular songs on Google.

My personal favourite music apps are Spotify, Apple Music and TuneIn Radio. Spotify is a music streaming site which is effectively a super jukebox.

You can download singles or albums, or specially crafted playlists. There is a free version, or you can stump up a small sum for the premium version.

Apple Music is more or less the same thing, but for iPhones and Mac computers. TuneIn radio allows you to listen live to a wide range of radio stations from all over the world. You can listen to the Radio One Breakfast show in London! And it’s all in English!

Now, let us return to reading. Apart from newspapers online, you might ask what else should we be reading to improve our English? The answer might surprise you. In fact, for those of you who want to be able to read good books, but struggle with English vocabulary, there is nothing better than reading children’s books! Yes, children’s books!!

This usually causes people to fall off their chairs in shock. But think about it. Children’s books are usually written in simple, but not childishly simple, language. Look at the Harry Potter series or the books of Enid Blyton (Famous Five), CS Lewis (Narnia) or Roald Dahl (the BFG). My personal favourites are Lewis Carroll’s Alice in Wonderland and Through the Looking Glass, not to mention the Winnie the Pooh books by AA Milne.

These books are great fun to read, aimed at kids originally, but in many cases they are extremely well-written and contain a lot of common grammar structures and most of the vocabulary you will need, as well as having really good stories. So don’t be ashamed! You don’t have to read Shakespeare or James Joyce or Dostoyevsky all the time! Even we native speakers struggle with those authors!! Read something that will get you started in the amazing world of reading. You can move on to the hard stuff later as you become more confident.

Two more things you can do to improve your English are things you can easily do every day in your workplace. First of all, you can start a blog or journal in English, to record all your thoughts and feelings.

This is an excellent way of not only expressing yourself in writing, but also flexing your writing muscles and gaining more experience with English grammar and vocabulary. And you never know, you might even manage to get it published later on!!

Finally, you don’t have to be alone in improving your English in the workplace. Finding a speaking partner or mentor who you can converse with on a regular basis might very well change your life. Your mentor can be your work colleague, close friend or even a more senior member of staff. Whoever it is, regular daily chatting with that person should help you to make leaps and bounds in your speaking confidence, as well as helping you to improve your listening skills and vocabulary. You could even join a speaking club such as Toastmasters, where you will meet many different friends and mentors.

So, what are you waiting for? Take steps to improve your English by practising the language every day.

Become an avid reader! Make writing a pleasure, not a chore! Listen and speak with confidence and power!

As Master Yoda said in the Star Wars movie series: “Do, Or Do Not. There Is No Try”.

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LOOkING yOUR BEST fOR WORk

Personal grooming is about presenting yourself in the best possible way. It tells people what you think of yourself. The State Civil Service represents the face of the Sarawak Government. And the image that we project has an impact on the image of the State Civil Service as an organisation. Appropriate grooming and personal hygiene is an important part of managing your Image.

When you are speaking in public you represent the State of Sarawak and the State Civil Service. It is you that the other person, group or audience sees and before you have time to open your mouth to give an account of yourself, certain assumptions, both consciously and subconsciously, would have been made.

Visual impact is as important as verbal impact. The public will very quickly make assumptions based on your facial expressions, the clothes you wear, how well-groomed you are and your body language.

Take care of your skin with the age old secret of hydration, drink plenty of water, and apply your daily dose of moisturizer and sunscreen as the Malaysian temperature at 27 C is known to cause sun damage to the skin such as wrinkles and signs of premature aging.

When choosing to wear make up for the office, avoid overdone makeup that distracts colleagues and superiors from your professional greatness. Always aim for a fresh, fuss-free work-makeup appearance whether for day or for a special night function. Take time to have a look at your finger nails every day to ensure that they are well trimmed and clean.

Find a hairstyle that suits the shape of your face and consider one that suits your lifestyle. If you have a fairly busy schedule, opt for a low maintenance 36

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hairstyle. A medium long hairstyle is the most versatile.

You can wear it up or down, straighten it or curl it, tie it up in a casual pony tail or leave it as it is, as long as it is combed neatly and away from the face. Good hair etiquette also means never scratching your head, combing your hair or attempting to tie your hair in public. As for any unruly nose or ear hair, you need to trim it to ensure that you have it neat and tidy while also keeping it out of sight.

Personal grooming applied to the body means you take care of it and ensure no unpleasant body or mouth odour is present, which can be rather embarrassing.

Body smells are caused by a number of factors working together, including chemicals in sweat and if you are concerned about the way your underarms smell, you can try using deodorants or antiperspirants. Bad breath, on the other hand, may be caused by odourproducing bacteria that grow in the mouth. When you do not brush or floss regularly, bacteria accumulate on the bits of food left in the mouth and between the teeth. Our teeth should be brushed for at least two minutes, at least twice a day. Remember to brush your tongue too.

It never hurts to be reminded to look after our body as it is closely related to our health. In our chase up the corporate ladder, be mindful to exercise as often as you can. When you exercise, you build your selfesteem and confidence, because you feel good about yourself. You feel better when you find the clothes you want to wear, not clothes you are trying to fit into.

Pay a little more attention when choosing footwear.

They protect our feet and cushion our body weight.

Look out for shoe construction and remember that the consequences of wearing poorly fitting shoes can be painful. According to Patti Wood, body language expert and author of “Snap: Making the Most of First Impressions�, the way you walk reveals your personality. In summary, your movement should be discretely medium paced and not springy or choppy whereby noise from your footwear or footsteps or both can be disturbing to those around you.

In conclusion, proper grooming and professional appearance are important for gaining not just positive impressions but also winning respect in the workplace.

Each employee has to understand and accept the need for proper grooming and hygiene standards.

Such awareness leads to amicable working conditions and interactions and brings about a highly positive environment in the organisation. With our vision to be a World Class Civil Service, the State Civil Service is vital to be one that is exemplary and professional.

Footnote: “Perkara 6 Peraturan-peraturan Pegawai Awam (Kelakuan dan Tatatertib) 1993 says; (1) Seseorang pegawai semasa bertugas hendaklah sentiasa berpakaian dengan sepatutnya mengikut apaapa cara yang ditentukan oleh Kerajaan melalui arahan yang dikeluarkan oleh Ketua Pengarah Perkhidmatan Awam dari semasa ke semasa.

(2) Seseorang pegawai yang dikehendaki menghadiri suatu upacara rasmi hendaklah berpakaian sebagaimana yang ditentukan bagi upacara tersebut dan jika pakaian untuk upacara itu tidak ditentukan, dia hendaklah berpakaian dengan sepatutnya bagi upacara tersebut.”

THE ESSENTIALS Of PROfESSIONAL GROOMING Personal Hygiene • Shower every day and wash hair regularly • Clear and clean shaven face (for men) • Use deodorants and use light fragrance • Brush teeth regularly and use mouthwash • Keep nails clean and well-trimmed in same length

longer hair. Styling cream is more of a thick liquid and is suitable for curly-haired men. It offers a light shine with no hold at all, and it takes care of the frizz and unruliness in the hair.

• Waxes are great for adding a shine and control to short hair. It makes hair look effortlessly styled with a medium hold and the lowest shine of all hair products.

• Hair Styling Gel can be used for a strong hold and can be used effectively for sleek look on short and textured hair.

Body • Weight proportionate to height • Eat a balanced diet and Drink lots of water • Exercise regularly Clothing • Wear clean and pressed clothes • For men, business attire includes a long-sleeved dress shirt, tie, tailored sport coat worn with dress trousers (not khakis) and dress shoes.

• For women, business attire includes tailored pantsuits, business-like dresses, coordinated dressy separates worn with or without a blazer, and conservative, closed-toe shoes.

Shoes • Wear clean polished shoes • No loafers or safety boots unless it is part of the uniform • No open-toed shoes

Face • Clean face with a facial cleanser at least twice a day • Use a facial scrub once in two weeks for deep cleansing • Apply a gel or cream based moisturizer Make Up (for women) • Foundation, Compact or Loose Powder • Lipstick – Do Not Use Nude, Orange, Silver, Pale and Clear • Blusher – Peach, Warm Pink, Rose Hair • Appropriate length • Combed away from face • Hair longer than bottom of collar should be tied up (Ladies) • Dandruff-free Hair Product • Hair Creams can control frizz and fly-always for Sarawak Leadership Bulletin - ISSUE 1

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EDITORIAL FOREWORD The Sarawak State Government has embarked on a journey to transform its working philosophy and practices for the 21st Century. One side-effect of this bold move has been to completely re-brand the training function of the Sarawak Civil Service. Therefore, the old Centre for Modern Management (CMM) has been transformed into the Leadership Institute of the Sarawak Civil Service.

Linked to this change in organisational structure, there has also been a change in how the Sarawak Civil Service cascades the transformation to its staff. Until recently, this was done through internal publications such as the Sarawak Leadership Bulletin. However, the Management of the Service called for a new Bulletin, which reflected the prevailing dynamic spirit of transformation in the State Government. The result is the Sarawak Leadership Bulletin.

The magazine you are holding in your hands represents an exciting new transformation in Government publishing in the State of Sarawak. The new Sarawak Leadership Bulletin is, we believe, a fresh departure from the staid and worthy corporate organs of the past. This new Bulletin is deliberately designed to look and feel like a glossy magazine which has something to say, and which means business. Not ‘business as usual’, but ‘business unusual’.

This new publication has been designed by a highly skilled team of designers, editors and writers, all internal staff, with an aim to reflect the many transformations in the Sarawak Civil Service, as well as to be a transformation in corporate publishing itself.

The magazine’s content is varied, colourful and exciting, ranging from interviews with key Government stakeholders such as the Chief Minister and State Secretary, to news about current training events in the service, and specialist articles on topics such as personal grooming and good English. This Bulletin focuses on leadership, and how it is inculcated, practiced and celebrated in the Sarawak Civil Service. For instance, this inaugural edition includes items on the various training programmes and initiatives carried out in the Service, supported with images and colourful infographics.

The Sarawak Leadership Bulletin will be published twice a year, and will continue to provide quality content as demanded by you, the readers.

There will be regular features such as news and Government information, plus special features which will deal with various aspects of leadership, leadership training and high performing team from Sarawak Public Sectors at the large. On this, our team would be firstly setting them to work with organization Heads, and secondly learning to highlight their innovations at the same time.

We hope you will treasure this Bulletin as much as we enjoyed putting it together, and that the Sarawak Leadership Bulletin will become an essential part of your leadership journey.

Dr. Simon Botley @ Faizal Hakim Chief Editor

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Sarawak Leadership Bulletin - VOLUME 1

PUBLICATION TEAM

Datu Dr. Sabariah Putit Executive Director Advisor

Dr. Simon Botley Chief Editor

Mohamad b. Abd. Rahman Editor & Contributor

Zosen Newrin Contributor

Diana Marie Chapel Contributor

Samson Tan Editor & Contributor

Awang Ismail Artwork & Design

Ramy Wan Artwork & Design

Abdul Rani Photographer

Leadership Institute of Sarawak Civil Service KM20, Jalan Kuching Serian, Semenggok, 93250 Kuching, Sarawak, Malaysia.

Telephone : +6082-625166 Fax : +6082-625966 E-mail : info@leadinstitute.com.my