>> MIM Speaks
ADVENTURES THAT HELP SHAPE LEADERS.
NOVEMBER 5, 1995 -
THE STAR
LEADERS cannot be developed in the classroom. We would like to
believe that the student who obtains the highest grades has
the best prospect for leadership responsibilities. Look around
us.
Are our political and business leaders and leaders of NGOs the
academic cream of an earlier generation? Where are the chaps
with the best grades? Likely to be enjoying a comfortable
life, perhaps as a professional or an academician. But how
many are leaders?
For too long our youths have been chasing academic excellence,
reminiscent of the mugging syndrome of Chinese imperial times.
This in itself is laudable as a means in intellectual
development.
But e&cation is more than the development of the intellect.
Education has to relate to the process of growing a thinking,
responsible and caring person. To focus on the first seems to
be the primary concern of our educational institutions.
Childhood, adolescence and early youth is the period devoted
to shaping the individual. Relieved of the need to earn a
living the student's responsibility is to learn and the rest
of society should be concerned that the learning process
produces the future Malaysian we want-knowledgeable competent,
competitive, tolerant, ethical, caring and socially
responsible. After all, these are the attributes articulated
in Vision 2020.
Individuals are created different. Some are brilliant earlier
in life, but somehow become quite average later while others
who are average in earlier life turn into highly qualified
persons.
A person who is good in academic life can be weak in
non-academic pursuits. Likewise, someone who may not be cut
out for academic pursuits may have talents in other fields of
human endeavour. Sir Winston Churchill was, after all a school
dropout!
Learning is derived essentially from school, home and peer
groups. Egalitarianism and economics tend to reduce schooling
into a narrow band, not dissimilar from assembly line
operations, with the bright and the weak pursuing a norm.
The beginnings of a private school system does enable faster
tracking but it is not readily accessible to all bright
students. Neither are there private schools to cater for the
slower learners.
The home as a source of earning is under pressure as a key
characteristic of our middle class is the two-parent-working
phenomenon. Children are often left in the care of maids, the
extended family or are nourished by sibling support. A growing
tendency is for parents to invest in part-time tutors.
Peer learning is a fundamental source of information and
behavioural influence. Informal groups can exert enormous
pressure to conform and to adopt rites and rituals of
language, expressions and action.
Lepak, boh-sia, gangsterism and drug abuse are activities that
spring from group behaviour. Solutions to these problems have
to be found in ways and means of harnessing youth power and
redirecting it to more useful pursuits.
But what are these pursuits? What are the alternatives that
can funnel the restlessness of youth into positive
developmental experiences?
It will come as no surprise that our current political,
administrative and business leaders were very vigorous and
robust in non-academic pursuits. Several of our Cabinet
members were active student leaders. Our Deputy Prime
Minister was once incarcerated for his student activities in
defence of a social cause.
Leadership development that is necessary to fulfil the
objectives of Vision 2020 has to begin with the young. It has
to commence with the notion that extra-curricula activities
are complementary to academic development.
For too long some teachers and many parents hold the belief
that academic learning is everything and that success in life
is measured solely by the grades we achieve. This may have
been true to some extent historically in closed societies with
powerful central administrations, but with the enormous
pressure of change and free market access it will take more
than good grades to be a success in life.
It will take the whole person, not just his academic
qualifications, to respond to the forces of change. It will
require the display of soft leadership talent to support hard
academic or technical skills.
Of concern is the attitude of young graduates who are so
confident with the mastery of technical skills as if the bag
of tricks will see them through all obstacles. Like Don
Quixote, their naivete in the workplace can be shattered by
office politics and by their unpreparedness to handle people
relations.
Like it or not, the human side of the enterprise does matter.
To handle these requires a concomitant mastery of leadership
skills that will enable us to effectively manage our
subordinates, peers, superiors and stakeholders. Without
leadership skills the same young graduates will turn cynical
and we will have "lost" them.
Developing leadership skills is not a classroom exercise. It
is an experiential adventure that has roots in the sports
field, the stage, the uniformed groups, the community
organisations and other interest groups.
My most pleasant recollections of school are not in literature
or in mathematics, but in my obsession with scouting. I
remember fondly the meticulous care I took to plan, organise
and activate a camping excursion alas, I have forgotten much
of my academic preparation.
The announcement by the Minister of Education that all
students should join a uniformed group is a step in the right
direction; if, at least to serve as a reminder that schooling
is not just solely dedicated to the pursuit of the 3Rs.
Many organisations are devoting resources to leadership
development. The Outward Bound School focuses on physical and
interactive development, Rotary has an annual Youth Leadership
Award exercise focussing on personal development, MIM
introduced a Tun Razak Youth Leadership Awards Programme to
develop the twenty-something in team work and in community
concerns.
Specialist organisations are involved in adventure learning
for executives. Among participants of the Langkawi Project are
top civil servants and business leaders.
But the seeds of leadership development have to be sown at an
early age. There has to be a more holistic approach to the
development of the young with a balance between intellectual,
physical and human activities.
UK's Eaton and Harrow, Oxford and Cambridge are considered
among the finest educational institutions in the world because
of their spread of opportunities for developing human
potential.
The good thing about leadership is that leadership skills do
not become obsolete. With continuing change, such skills are
more needed to proact, to take action, and to provide for
stability.
From time to time we may have produced too many lawyers or too
many accountants but we will never have enough leaders. As we
meet the challenge of modernisation and development, we should
reassess our human resource development and give much more
attention to leadership development, and to begin this
development with the young.
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