>> MIM Speaks
WINNING WITH QUALITY LEADERS
DEC 29, 1996 -
THE STAR
By Dr Tarcisius Chin
THE last four decades of our nation's history have been both
exciting and fruitful.
As a nation we have experienced the spirit of freedom to the
agony of racial strife, the heights of achievements to the
pain of recession, the turmoil of social reengineering and the
magnificent transformation that (he last 39 years have taken
us. On balance we have much much more of pluses than minuses.
How was this fulfilled?
Commentators will say we are blessed from the start. We had,
undeniably, good resources, infrastructure systems and
boundless goodwill to begin with.
But so had many newly independent nations from the Indian sub
continent to the lesser known African nations.
After several decades of independence, why is it that, given
the same quality of heritage, only few countries have
impressive growth rates, stability and security, and an
enviable quality of life for their citizens?
The answer must lie with the quality of our past and present
leadership. Economic and social prosperity is the consequence
of visionary architecture and effective construction to
produce the society we desire.
The prime ingredients are sustainable political and social
stability which the Alliance Barisan Nasional Government has
ingeniously crafted to blunt extremism from taking root.
Very few newly independent countries, save Singapore, can lay
claim to this special attribute of predictable political
continuity.
If it is good leadership that makes the difference, what then
are the qualities that account for good leadership?
We know what a good leader is not. He or she is not a
bureaucrat tied to prescribed rules and procedures neither is
he or she a technical manager whose behaviour is governed by
authority and responsibility and whose performance is measured
by measurable outcomes a good leader is also very different
from an entrepreneur whose vision is limited and who acts on
quite selfish grounds.
Leadership has been defined in different ways.
Western authorities focus on the leader as a person with
vision, with the ability to communicate this to attract a
following and the competence to realise fulfilment.
Eastern philosophy looks at the leader's behaviour as he or
she becomes the catalyst to produce extraordinary performance
from quite ordinary people.
The Chinese sage, Lao Tzu, once remarked: "The leader is good
when he gets things done; better when people know that he
exists best when people exclaim we did it ourselves!"
In my mind there are three essential phases in the job of the
leader. The first has to do with creating the future. What we
want our country, society, organisation or interest group to
be in the future has to be decided now.
Throughout history, great leaders have inspired a following to
a vision of greatness.
George Washington had the vision of a nation free from English
rule so too did Soekarno, Ho Chih Min and Tunku Abdul Rahman
who fought for independence from colonial rule.
More recently, Deng Xiao Peng, Lee Kuan Yew and Dr Mahathir
Mohamad have expressed visions of economic prosperity,
resilience and national unity for their respective countries.
Malaysia's Vision 2020 is a courageous attempt to create
within 30 years a modernised and developed nation with
qualities spelt out in the nine challenges.
In the business world it is virtually unthinkable to look so
far ahead, given the enormous powerful changes that have
engulfed mankind.
The changing ranking of Fortune's 500 companies is testimony
to the difficulty of remaining at the top in an environment of
intense global competitive pressure.
But to look forward, even for a year, is a vital quality of a
leader.
The second phase is to attract a following. This is the
process of building a shared vision.
It works very well when the mission is common and where there
is very little conflict of interest.
Winston Churchill was so effective in galvanising Britain to
defend its sovereignty to the last man during World War Two,
but was ineffectual after the war when other issues surfaced.
It is where too many hidden agenda exist that the proposed
nation of Bosnia is now floundering.
Sharing a common vision is best seen in the work of voluntary
organisations.
Members of NGOs serve to help contribute time, effort and
sometimes financial resources to ensure that the cause is
promoted and the mission is fulfilled.
Rotary, Lions, Kiwanis and many other similar community
organisations operate on a common bond, viz service to the
community.
A member who joins such organisations for reasons other than
service will soon drop out. For those who believe in the
cause, their membership can be a life long commitment.
The third phase of leadership is to ensure that action follows
vision. The architect's vision of an elegant structure is only
a creation of the mind translated into a blueprint it has no
value (except as a work of art) if it is not also translated
by the contractor into a physical creation of a building, a
tower or a monument.
Leaders, in looking at the vision of the future, will also
have to pay attention to the reality of the present.
They have to oversee the construction of the many interrelated
bridges to create the future today.
They need not be personally caught by the details of
construction, which can be delegated to managers, but they
have the obligation of leading the managers towards
fulfilment.
As Malaysia moves towards very rapid economic and social
transformation, we need more leaders than ever before.
When there is stability and little change we probably need
more functional managers, but when change and uncertainty
becomes our way of life we need courageous and innovative
people to pioneer the way forward.
The next millennium will be much tougher to operate in as
competition intensifies and the ways of doing business become
more complex.
There is no turning back from the relentless surge to discover
better means to create wealth, away from physical production
processes to intellectual property rights.
Increasingly, we will need to grow leaders who are also
intellectually sound and comparable to the world's best in a
particular discipline.
And these leaders will need to be supported by the soft skills
of human relationships and anchored on personal values of high
service to the community if they expect to be able to create a
better world for the future.
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