Virtually everything our modern culture believes about the type of leadership required to transform our institutions is wrong. It is also dangerous. There is perhaps no more corrosive trend to the health of our organizations than the rise of the celebrity CEO, the rock-star leader whose deepest ambition is first and foremost self-centric.
- Jim Collins (author of Good to Great)

In this day and age of instant coffee, fast food and DIY blogs, we tend to look for quick fixes, including celebrity leaders, whom we believe can lead our organisations into the sunset. And more often than not, when we talk about leadership, we look to statesmen, generals, politicians and the like, to find good examples of great leaders. It is true that there have been many great leaders in the political field, including people like Mohandas K. Gandhi and Abraham Lincoln. However, we should also look to business leaders to learn certain principles of leadership.

Great leadership in politics and business

In politics, it can be very subjective to say whether a leader is successful or not. Although we can say that a political leader that leads his or her party to victory in elections must surely be a good or successful leader, we must remember that the ultimate goal of political warfare is not victory but the peace and prosperity that ensues thereafter. Thus, the gauge of a great political leader is his or her ability to transform the electoral victory into policies and deliver results that truly benefit the people.

Besides, in politics, the game of winning and losing is often determined by those who hold sway over the media and the perception of the people, not by whether one can deliver results or not. In this sense, the political market place is not a free market. There is more than an invisible hand – there are many hidden hands.

In business, it is much simpler to identify great leaders. Two very simple indicators will determine great leadership in companies in the somewhat more free market: outstanding profits and sustainability.

If we have one but not the other, then it’s no more than an entrepreneur riding on a fad and making some money out of it. If the company can endure the challenges of the market place and survive for a long time without earning profit levels above and beyond the rest of the market players, then it is just an average company.

What we’re looking for is a business leader who consistently delivers outstanding profits for a period of time that spans at least 30 years. And although the same business leader may not helm the leadership of the company for all of those 30 years, he or she would have laid down the solid foundations and planned carefully for his or her succession.

So, if we agree to use the field of business to identify great leadership, let’s take a quick look at Jim Collins’ study of what makes a good company great, particularly on leadership (his book, Good to Great, is a bestseller and often used as a reference book by many top CEOs around the world).

Level 5 Leadership: The antithesis of egocentric celebrity

The term “Level 5″ refers to a five-level hierarchy. Level 1 relates to individual capability, Level 2 to team skills, Level 3 to managerial competence, and Level 4 to leadership as traditionally conceived. Level 5 leaders possess the skills of levels 1 to 4 but also have an “extra dimension”: a paradoxical blend of personal humility (“I never stopped trying to become qualified for the job”) and professional will (“sell the mills”). They are somewhat self-effacing individuals who deflect adulation, yet who have an almost stoic resolve to do absolutely whatever it takes to make the company great, channeling their ego needs away from themselves and into the larger goal of building a great company. It’s not that Level 5 leaders have no ego or self-interest. Indeed, they are incredibly ambitious—but their ambition is first and foremost for the institution and its greatness, not for themselves. (Original emphasis by author.)

The above quote is extracted from an article by Jim Collins entitled The Misguided Mix-up of Celebrity and Leadership, where he addresses a very important problem that seems to plague our culture and society today.

When we elect leaders or appoint people to high positions based on their popularity, we are doing ourselves and our future generations a big disfavour.

Celebrity CEOs are not known to build or lead great companies. Where is Lee Iacocca today? More importantly, where is Chrysler today? On the opposite end of the spectrum, we have Jack Welch, and let us ask ourselves where is GE today?

Welch retired as CEO back in 2001 after he carefully planned his succession, and GE not only grew from a market value of $14 billion to more than $410 billion at the end of 2004, but it is now (according to Forbes), in 2010, the second largest corporation in the world.

Jack Welch may seem like a celebrity now, but we must realise that he became a celebrity because of his management capability and leadership philosophy. He was not made CEO of GE because he was popular. He was made CEO because he knew what had to be done to make the company the best in the world.

Malaysian politics of personality

It doesn’t take much for us to see that Malaysian politics is based on personality and not on ideologies, policies and/or principles. What is wrong with that, you ask?

Well, for starters, have you noticed that every time there is a new education minister, he will start tinkering with the education system, regardless of how inconvenient it is for students, parents, teachers and principals? These education ministers are more interested in leaving their mark on the ministry of education than in the actual education of our children. Is that what we want?

Secondly, if we elect or appoint people to high and powerful positions based on their personalities and not their character and capabilities, then we are merely selecting people with the best PR skills and the most eloquent orators, who may or may not have the integrity, the know-how or the skills to fulfill the responsibilities required of them.

Last but not least, politics are definitely about people but the “people” we should be focusing on here are the people on the street – those who work hard to earn a decent wage to feed their families, those who simply want to be able to provide shelter and security for their loved ones – and not those who are horse-trading positions and power for their own interests.

I have said it before, and I will say it again: the reality of Malaysian politics will not change as long as we, the people, continue to idolise celebrity leaders and put them on a pedestal. If we really want a better Malaysia for all, it’s time we shifted our mindset and support Level 5 leaders who are willing to do what it takes to move the country forward for the people, and not for themselves.

* This post was originally written for and published in my column on The Malaysian Insider.

Wrong views and wrong convictions can be the most devastating of all our delusions. Surely Adolf Hitler and Pol Pot must have been convinced that they were right, too? And yet each and every one of us has that same dangerous tendency as they had: to form convictions, believe them without question, and act on them, so bringing down suffering not only on ourselves but on all those around us.

On the other hand, the heart of Buddha’s teaching is to see “the actual state of things, as they are,” and this is called the true View. It is a view that is all embracing, as the role of spiritual teachings is precisely to give us a complete perspective on the nature of mind and reality.

* See previous “glimpse” here.

I find some of the “glimpses” particularly insightful and simply would like to share them here. Here’s the first:

In his very first teaching, Buddha explained that the root cause of suffering is ignorance. But where exactly is this ignorance? And how does it display itself? Let’s take an everyday example. Think about those people—we all know some—who are gifted with a remarkably powerful and sophisticated intelligence. Isn’t it puzzling how, instead of helping them, as you might expect, it seems only to make them suffer more? It is almost as if their brilliance is directly responsible for their pain.

What is happening is quite clear: This intelligence of ours is captured and held hostage by ignorance, which then makes use of it freely for its own ends. This is how we can be extraordinarily intelligent and yet absolutely wrong, at one and the same time.

The issue of education is quite dear to me as I believe that it will determine the future of our nation. Even pop songs like Whitney Houston’s “Greatest Love of All” talks about how important it is to teach our children well.

I am proud to share that I am a product of Methodist Boys’ School, Kuala Lumpur. I attended both the primary and secondary schools there, and I am now in my second term as the President of my school’s alumni association. Apart from my loyalty and love for my alma mater, I must say that there is something different about our school that moulded many of us into not only successful but also quite decent people.

Anyway, I read this quote from a site on J. Krishnamurti and I thought it was worth sharing:

Modern education, in developing the intellect, offers more and more theories and facts, without bringing about the understanding of the total process of human existence. We are highly intellectual; we have developed cunning minds, and are caught up in explanations. The intellect is satisfied with theories and explanations, but intelligence is not; and for the understanding of the total process of existence, there must be an integration of the mind and heart in action. Intelligence is not separate from love.

For most of us, to accomplish this inward revolution is extremely arduous. We know how to meditate, how to play the piano, how to write, but we have no knowledge of the meditator, the player, the writer. We are not creators, for we have filled our hearts and minds with knowledge, information and arrogance; we are full of quotations from what others have thought or said. But experiencing comes first, not the way of experiencing. There must be love before there can be the expression of love.

“Wow! Holy s*@#!”
“Wahliao-eh!”
“Adoi!”

Whatever the language, the exclamations of shock or surprise are not negative – they are just expressions of amazement. Most people that I have spoke to are actually quite happy with the way the election has gone. However, with the favourable winds of change, the Barisan Rakyat will now have to manage it well for the next four or five years. Otherwise, we would have lost a golden opportunity to institutionalise good governance in this rich and beautiful country.

To follow up on my previous posting, I think a course in Change Management is necessary for all new elected representatives. I certainly do not presume to be an expert in the subject. However, I know enough of the subject to know that not only the politicians need to learn it, but the public servants and the rakyat also need to be aware of it.

For a start, here’s an extract from the MIT website:

How can change management help me deal with change?
There are a number of ways change management helps people deal with change. Three key benefits include:

* Change management can help you recognize how powerful human dynamics are in any change effort, how they dramatically affect the final result, and how you can use that knowledge to attain the best possible outcome.

* A change management strategy can act as a map for guiding action and helping you “stay the course” rather than getting caught up in the complexity and tumult of change.

* Change management ideas and tactics can help you develop the relationships you need to maximize the effectiveness of a change.

For those who are serious about charting a course through the winds of change, I humbly suggest that they look further into the subject of Change Management online. By the way, here’s the MIT link on Change Management.

P.S. Now that Anwar Ibrahim is talking about forming a new government at the national level, it’s imperative that all politicians, directors of governmental bodies, NGO coordinators and others in similar positions, take heed of what’s required to manage change.

My presentation, basically, looked at the current situation of the organisation, the hopes of the organisation, the strategies available and, last but not least, urgent areas for focus.

No doubt, there will always be supporters and detractors in whatever we do. And, I’ve attended enough meetings to know that some people just talk for the sake of talking.

What was disturbing to me was not so much that these people had critical things to say, but the fact that they did not seem to use their intellectual faculties critically before they spoke.

Insofar as personal development, managing projects and/or strategic plans are concerned, we need to make some basic distinctions, including what is urgent, and what is important (yes, there is a huge difference), and what are the short term and the long term goals.

Those who attend to urgent matters all the time (and neglect important matters), are like firefighters who never bothered to make sure their fire engines and hydrants are in tip-top condition. They just go where the situation demands their attention, but never bother to question why they are not effective in putting out fires. Indeed, if these firefighters could come up with good fire prevention plans for people, they wouldn’t even need to be running around trying to put out fires in the first place.

To use the firefighters analogy further, although we need to attend to short term goals immediately, we must also pay attention to longer term goals like developing the organisation and building capacity for the future. I know that it’s very tempting to just focus on short term things, but far too often we’ve failed precisely because we take a short term view of our endeavours. If all we did were put out fires day in and day out, without attending to training needs, organisational development and strategic planning, we’d have fire engines getting lost on the way to the fire.

Even in the most desperate of situations, we must be calm and collected, and assess the situation before we act. To “win”, we must maximise the utility of the resources we have – the people and the equipment – and apply them to the situation in a way that will give maximum results.

Although I’m not a certified project manager or strategic planner, I believe I know enough to say that we are doomed to failure if we do not even make the effort to truly listen to what others are saying, to critically and honestly evaluate where we are right now and take the time to seriously consider where we really want to go.

Well, people sometimes display their ignorance when they speak for the wrong reasons. As Plato said, “Wise men speak because they have something to say; fools because they have to say something.”

The first one was apparently recited by a pastor in Kansas state, at the opening session of their senate:

“Heavenly Father, we come before you today to ask your forgiveness and to seek your direction and guidance. We know Your Word says, ‘Woe to those who call evil good’, but that is exactly what we have done. We have lost our spiritual equilibrium and reversed our values. We have exploited the poor and called it the lottery. We have rewarded laziness and called it welfare. We have killed our unborn and called it choice. We have shot abortionists and called it justifiable. We have neglected to discipline our children and called it building self esteem. We have abused power and called it politics. We have coveted our neighbor’s possessions and called it ambition. We have polluted the air with profanity and pornography and called it freedom of expression. We have ridiculed the time-honored values of our forefathers and called it enlightenment. Search us, oh God, and know our hearts today; cleanse us from every sin and set us free. Amen!”

The second one was shared by Bono, before singing Miss Sarajevo at a concert in Milan:

“We would like to turn our song into a prayer. The prayer is that we don’t become a monster in order to defeat a monster. That is our prayer tonight.”

These prayers remind me of Mahatma Gandhi’s Seven Social Sins:

Politics without principles
Pleasure without conscience
Wealth without work
Knowledge without character
Commerce without morality
Science without humanity
Worship without sacrifice

With all the “lessons” that we have witnessed over the last three millenniums, isn’t it time for us to apply what we have learned? At least, if for nothing else, teach our children the lessons that we want them to learn…

Check out pravsworld. The pics and words can sometimes give us a different and better perspective on things…

Happy Merdeka! (whatever it means to you…)

I’ve learned that I like my teacher because she cries when we sing “Silent Night”.
Age 5

I’ve learned that our dog doesn’t want to eat my broccoli either.
Age 7

I’ve learned that when I wave to people in the country, they stop what they are doing and wave back.
Age 9

I’ve learned that just when I get my room the way I like it, Mom makes me clean it up again.
Age 12

I’ve learned that if you want to cheer yourself up, you should try cheering someone else up.
Age 14

I’ve learned that although it’s hard to admit it, I’m secretly glad my parents are strict with me.
Age 15

I’ve learned that silent company is often more healing than words of advice.
Age 24

I’ve learned that brushing my child’s hair is one of life’s great pleasures.
Age 26

I’ve learned that wherever I go, the world’s worst drivers have followed me there.
Age 29

I’ve learned that if someone says something unkind about me, I must live so that no one will believe it.
Age 30

I’ve learned that there are people who love you dearly but just don’t know how to show it.
Age 42

I’ve learned that you can make some one’s day by simply sending them a little note.
Age 44

I’ve learned that the greater a person’s sense of guilt, the greater his or her need to cast blame on others.
Age 46

I’ve learned that children and grandparents are natural allies.
Age 47

I’ve learned that no matter what happens, or how bad it seems today, life does go on, and it will be better tomorrow.
Age 48

I’ve learned that singing “Amazing Grace” can lift my spirits for hours.
Age 49

I’ve learned that motel mattresses are better on the side away from the phone.
Age 50

I’ve learned that you can tell a lot about a man by the way he handles these three things: a rainy day, lost luggage, and tangled Christmas tree lights.
Age 51

I’ve learned that keeping a vegetable garden is worth a medicine cabinet full of pills.
Age 52

I’ve learned that regardless of your relationship with your parents, you miss them terribly after they die.
Age 53

I’ve learned that making a living is not the same thing as making a life.
Age 58

I’ve learned that if you want to do something positive for your children, work to improve your marriage.
Age 61

I’ve learned that life sometimes gives you a second chance.
Age 62

I’ve learned that you shouldn’t go through life with a catchers mitt on both hands. You need to be able to throw something back.
Age 64

I’ve learned that if you pursue happiness, it will elude you. But if you focus on your family, the needs of others, your
work, meeting new people, and doing the very best you can, happiness will find you.
Age 65

I’ve learned that whenever I decide something with kindness, I usually make the right decision.
Age 66

I’ve learned that everyone can use a prayer.
Age 72

I’ve learned that even when I have pains, I don’t have to be one.
Age 82

I’ve learned that every day you should reach out and touch someone. People love that human touch – holding hands, a warm
hug, or just a friendly pat on the back.
Age 90

I’ve learned that I still have a lot to learn.
Age 92