How Do You Train Your Leaders?

Leaders are designed for the future; they lead us into the future. Those who lead us into the past are historians. If we do not invest in our future leaders, our organization may go into disorientation. Generation Y will be the leaders of tomorrow, and we need to connect with them now. Connect with them face-to-face, as well as with social media tools. Are you speaking their language and connecting with their dreams, aspirations and ambitions?

Former CEO of GE, Jack Welch used to spend a few weeks with managers at retreats. The young managers and executives could tap on his thinking, and engage with him in corporate matters. When you have access to your leaders easily, then the opportunity for mentoring becomes a reality.

Here are some pathways for developing your young leaders:

1) Profiling/assessments

2) Mentoring

3) Coaching

4) Leadership Modeling

5) Fast-track pathway

6) Management trainee

7) Internship

8) Personal assistant to C-level managers

9) Corporate universities

10) Deployment/Expatriation

11)By diffusion/osmosis

12)By force or mandate

13)By choice

14)By institutions

15)By luck

16)By chance

Which of these options do you initiate and promote?

Leadership Branding

What are qualities of leadership worth considering? Staff will look to leaders for guidance. Colleagues measure each other through our daily interactions. We are judged, and judge others through our communications over the telephone, e-mail, text messages (SMS), presentations, reports, participation and involvement in workplace-related matters.

1) Be confident, clear and committed.

2) Have values that others relate to.

3) Love all, serve all (adapted from the Hard Rock Café).

4) Do good. Be good (a spiritual tenet).

5) Project yourself through your behaviors.

6) Be certified in a unique skill/methodology.

7) Present your abilities and capabilities through your voice, eyes, body, feet and hands.

8) Focus on people’s thinking and feelings (IQ & EQ).

9) Be different: stand out, stand up, stand for something, and withstand challenges and distractions (Yardley and Kelly).

10) Enjoy what you do. Express your passion in your profession.

Stupidity is a Crime

What do you think of the title? It was a remark posted online by a friend. There was no context, so I could not appreciate if he was upset or not.

‘Stupid is, as stupid does!’ uttered Forrest Gump. Have you done anything stupid lately? I have made stupid decisions in the past. Well, specifically, I was stupid enough to make decisions I regretted. I have been stupid to ask a question at the wrong time; perhaps the question was inappropriate for the person and the situation. Were there teachers in your life who told you not to ask stupid questions? Have you ever wondered if they actually had an answer to your question?

Do you recall the last time you stubbed your toe on a table leg? How about scrapping your thigh against the edge of a table? What about forgetting to bring your wallet? What about surrendering to your weakness/addiction (for example, a fondness for high-calorie food)? Did you call yourself (quietly) stupid?

Now, if you had to do somebody a favour you promised them, and you forgot about it, was it being stupid on your part? What about failure to do compulsory, safety checks and measures for a machine, equipment or process? What about these: Somebody continues to violate your trust; your friend disregards your good intentions and continues in their self-destructive behaviors; your staff lives in denial and is resistant to necessary change; colleagues waiting for the 'good old days to return'. Many may consider these behaviors as stupid, and even inconsiderate.

Which leads to this question: If there are stupid behaviors, are there stupid questions? When was the last time you asked a stupid question? What can you learn from stupid questions?

Sometimes, we have to ask questions however silly they may sound. In innovation and creativity, we have to confront questions that may not have been asked before. Until we ask all questions that confound us, then we may not be able to make the mental link between problem and solution. Questions have the ability to invoke different thinking pathways. Questions shift our perspectives and focus about people, places and events.

Better to ask and be a fool once, than never to ask and be a fool forever!

Tough Choices

‘24’ is a seven-year-long television series about an anti-hero, Jack Bauer (played by real-life, testosterone, alpha-male, Keiffer Sutherland). He used to head the now defunct, de-listed, Counter-Terrorist Unit or CTU. In other words, over-worked, under-paid civil servants who lead secret lives about what they do (and may be eager to do it all over again, given the secret handshake).

In each episode (beginning at 8.00am), which lasts one hour (‘real time’) per episode, we witness the multitude of news-making, events that lead up to the last hour of the day. Essentially, the premise of this series is a doomsday plot that has subversives intending to overthrow a leadership, or destroy public property, or harm lives. Not very optimistic scenarios – definitely controversial, and leverages on our current fears and conspiracy theories.

I am almost done with Season 7, and am now at 12am-1.00pm. Another surprise has sprung. I have, once again, been thrown off-guard! The question on our mind is: Will Jack save the day? (After six seminal seasons, we are now on a first-name basis). Can the day get any worst? Apparently, it can. Murphy’s Law has been upgraded to Vista proportions!

Jack Bauer, once a hero is now a rogue agent has the choice to leave his past behind (and keep running). However, he seems drawn to tough choices that connect his sense of humanity with ‘doing the right thing’. His personal values attract him to these life-threatening situations that coaxes the viewer to ask: ‘Why me?’ Such is the schedule of the supra-hero who destiny is to save the world. Oh, by the way, his sense of rescuing the world has led him to making painful sacrifices (physically and emotionally). There is a price to pay for the choices he makes. Either’s Bauer’s karma is to continue to save the world until his expiration date, or we wonder – hey, this guy has bad timing when it comes to his timetable! To add insult to injury, according to one bad character on one season: ‘Why is it that people around you tend to die?’

The character, Lieutenant John McClane on the Die Hard franchise, has a similar stroke of karmic disarray. He tends, too, to be in the wrong place at the wrong time. His consolation is: ‘Someone has to do it!’ Either these anti-heroes are too competent, they can get ‘down and dirty’, or they need to get a personal assistant.

Isn’t it ironical that, sometimes, the choices we make are based on those we care for? Aren’t choices easier to make when these pertain to us? Isn’t being selfish easier than being considerate and generous? There are truly some very hard decisions to make in life.

Leadership Lessons: What are the tough choices that you make? How do you handle tough choices?

Norseman: Extreme Ironman

Two Singaporeans, Don Ng and Kok Chuan will attempt to complete the Norseman Xtreme Triathlon in Eidfjord, Norway. This extreme, multi-sport event, and boutique race (meaning limited participants and entry) can be described as Ironman triathlon distance meets cross-terrain conditions. Both Don and KC are seasoned Ironmen finishers, and this will be their next milestone in their personal portfolios of achievements.

Described Clifford on his blog: 'Participants will board a ferry at 4.00am, on 8 August to the 3.8km mark. Here they will jump into the cold water. No canon for the start; the ferry will blow its horn. The water is green, and there will be current going against them. The top seed took 1.08 hours to complete last year. After the swim, the bike will move east towards Dyranut. It is 40km (8-10% gradient) from T1. We have checked the route and it is UP, UP, UP till the 40km mark. The average biker will take 2 hours to reach there. That will be the first Support Zone. Thereafter, 4 big mountains will be waiting for them. The last, Imingfell being the steepest of all 5. Then the descent will be high to T2. Bike time of 8-10 hours is not uncommon. The first 25km of the run is rolling (not too bad in local context) and then, the killer 17km will kick in. That will be UP all the way till the 37.5km mark. 37.5km is the mountain checkpoint (you can only get to go up if you reach there before 15 hrs 30 minutes), the last 4.7km is a uphill climb to the top of Mt Gaustatoppen (1850m). Participants are to carry a backpack with some compulsory items inside. Those finish at the top will get a BLACK Tee, those finished below will get a WHITE Tee.'

What is unique and relevant for us, is that they will be the first two Singaporeans to attempt this highly, challenging course. Incidentally, Don was the first of two Singaporeans to complete and attempt Ironman Lanzarote 2008 - one of the hilliest courses on the Ironman circuit. The duo will be ably assisted by Clifford Lee, an 8-time Ironman triathlon finisher who will double as support crew, bike mechanic and videographer.

According to Clifford: 'There is no aid station. The aid-station is the support crew's car and there are designated support areas. Support crew has to accompany participants up the mountain. No crew, no finish. Both of them have tested the water - it is freaking cold. Colder than any IM swim so far.'

We wish the Team all the best, and trust they will do their best. They have demonstrated their courage for showing up.

Leadership Lessons: The Crew ensures their total and collective success. There is a distinction between finishing early, and earlier. Thus, it pays to lead if you wish to place higher in position. Like Alan Geraldi's completion belt buckle for his ultra-marathon, these 'medals' mark one's milestone towards nearing their potential as leaders.

The Mentalist

‘Plenty of butter! Food – indulgence and necessity all at once.’ ~ Season 1, Episode 2 ~ The Mentalist

The Mentalist is the latest, television hit (MediaCorp 5, 10.00pm, Tuesdays); the second season airs in September. The plot is simple. A former-mentalist (aka psychological performer a.k.a. hypnotist a.k.a. mind-reader), Patrick Jane (Simon Baker) joins the California Bureau of Investigation to solve crimes. His talent and competency covers his sensory acuity, ability to use applied psychology and covert persuasion. His partner, the serious Senior Agent Theresa Lisbon (Robin Tunney) complements his flamboyant yet idiosyncratic personality.

In recent years, the success of Derren Brown on his hit-TV series and books, Mind Control and Tricks of the Mind has spawned great interest in the hidden potential of the human brain. In Brown’s prelude to each episode of psychological deceit and mindbenders, he touts at the beginning of each episode of Tricks of the Mind that he achieves his results using a combination of ‘magic, suggestion, psychology, misdirection and showmanship’.

The nice aspect of this series (like Cracker, Criminal Minds and Psych) is that it focuses on astute and acute observation, analysis and deductive reasoning. Sherlock Holmes worked on deductive reasoning, logic and assumptions a lot, whereas The Mentalist focuses on applied psychology and people relationships. Like most characters, Jane is wrought by guilt and this is his major motivation to channel his exquisite set of skills and expertise to assist in apprehending criminals. Like Detective Columbo, he too disarms his suspects by asking simple questions, sometimes bordering on the peculiar or mundane. On one episode, he asks two teenagers: ‘If you could be an animal, what would you be?’

I would describe this series as CSI (without the forensic lessons) meets Moonlighting meets Psyche. Highly recommended.

"The Mentalist" and promo material © 2008 CBS/Warner Bros. All rights reserved.

More Voices That Care

'Looking for inspiration or a new perspective? Check out Enrico's BLOG. It's packed with content (very good content I might add) and definitely worth more than the couple of minutes of your life you'd invest browsing it!' ~ Shade, Singapore

'I second the recommendation. I chanced upon Enrico's blog from a status update in Facebook and I found myself going back regularly to check for updates. The blog entries range from interviews with triathletes/leaders to interesting tidbits of information that may relate to leadership. Personally, I find the blog to be inspiring insightful, and informative. Definitely worth checking out!' ~ Adrian Lee, Singapore

Thank you readers for your encouraging words! ~ EV

Cast Yourself Right

Hollywood casting agents select the best actors for each film. There are actors who have turned down supposedly poor scripts, only to find them become award-winning films or box-office hits. Some actors were cast in a role because they resembled the person in question (biography) because they were dead-ringers. May bio-epics work on this formula, and make-up artists do the rest. Recall Will Smith (Ali), Tom Cruise (Born on the Fourth of July), Billy Crudup (Without Limits), and Ben Kinsley (Gandhi)? Who would have thought that Tom Hanks bagged two Oscars for his roles in Philadelphia and Forrest Gump?

How do you cast yourself in the role of team-leader, team player, colleague, expert, and manager? Are you believable? Sure, some acting is involved. After all, don’t you play a part? Some positions are, after all, acting positions, such as Acting Supervisor. We may also act tough; act blur - you get the picture.

As a leader, tell yourself what you like. It will determine your attitude towards others. How do you behave towards your best friends? Which personal values do you live by?

Have objective friends, even outside of your field, to give you honest, reliable feedback. Sure, some of this feedback may feel hurtful, yet it is said ‘the truth can hurt’.

A strong stage presence is a ‘team effort’, said Topas, world-champion illusionist from Germany. Our team-members make us what we are. When our team performs well, it augurs well for us as it strengthens our position as an effective manager and leader. Sometime, we may even need to seek outside help to overcome our shortcomings and weaknesses.

Use a team of consultant to mould your style, talk or presentation. Surround yourself with experts, and learn from their feedback and suggestions.

Interviews: Between the Nose

Recall your last interview? What was that like?

As a former-journalist, interviews were the essence of my profession. Pre-Internet, we had to arrange for face-to-face or telephone or facsimile interviews. Today, these methods prevail except that e-mail, Skype and web-cam provide virtual-based opportunities. Photographs are delivered within minutes upon agreement of its use.

How often do we interview? Actually, we do it all the time, especially during conversations. Conversations are voice-based transactions that exchange persons speaking. If it were one-sided, then it would be a presentation or talk. Conversations are interactions between the noses. When you seek the counsel of your triathlon coach, you need to be specific and exact in your questions. We ask questions because something piques our curiosity, stimulates our interest to learn, or intrigues us.

Interviews are golden moments to learn, discover and consider points of views. We work with the information that’s offered to us. Interestingly, interviews are part of other perspectives including re-views, pre-views, viewpoints, and over-views. Sometimes, it is useful to know what we don't know - our blind spots.

Questions form the basis of interviews, so it is only purposeful that we ask them comprehensively. Comprehension works on asking the open-ended questions like who, what, when, where, why, which and how. These questions serve to explore the depth and breadth of responses. When you combine them, they become more intriguing and involve the interviewee, as you pique their curiosity. For example, how do you know whom to trust during a crisis? When was a time where you felt most confident in your abilities to lead?

Close-ended questions confirm and affirm what has been said; they strengthen our sense of listening. Know what I‘m saying?

Leadership Lessons: Which points of view do you indulge in most?

The Golden Age

Sounds like a biography on the Elizabethan era, or the Renaissance Era. What is the golden age? Is there a decade where we distinguish ourselves uniquely from the others? There is a golden age for Hollywood (1910-1960’s), comic books, radio, science fiction and video arcade games (1982-86). Was there a golden age for music, such as it yielded ‘golden hits’? Japan celebrates the Golden Week.

The term Golden Age originated from Greek mythology and legend, but can also be found in other ancient cultures. It refers either to the earliest, and most ideal age in the Greek range of Golden, Silver, Bronze, and Iron Ages, or to a time in the beginnings of humanity which was perceived as an ideal state, or utopia, when mankind was pure and immortal. A ‘Golden Age’ is known as a period of peace, harmony, stability, and prosperity. In literary works, the Golden Age usually ends with a devastating event, which brings about the Fall of Man. Phew!

Mature adults talk about this phrase when they reminisce about the ‘good old days’. Old, is interestingly, not out-dated. Classic Coke sold more than the New Coke ever did. Retro-fashion and retro-art reflect that. Some traditions are best kept – the same. At our workplace, we may hear of the axiom ‘If it isn’t broken, don’t fix it.’

Sleep eight hours a day. Drink at least 8 glasses of water daily. Eat your vegetables. Pay your taxes. Be debt-free. Et cetera, et cetera! Sounds like a broken record?

Which period would you label as your Golden Age? Could it have been your childhood? What about your period of tertiary education? What about your current career? If next week could be your Golden Age, what would you do to engineer that?