Employee Engagement - Being "Heartful"

“In contrast to longstanding management thinking, the heart is the driving force of human achievement, and employee engagement is a decision of the heart.”                   - Mark C. Crowley

According to Datuk Wan Hisham Wan Salleh, President and CEO of Dale Carnegie Training Malaysia, employee engagement (EE) is the “science of instilling enthusiasm and commitment among employees, measured by increased performance, productivity, customer satisfaction, profitability and other positive business outcomes.

In a nutshell, it drives productivity, growth and revenue!. Why wouldn’t anyone, foremost leadership, responsible for business results take EE serious or be mindful of such intangible force multiplier? Is there a more important and deserving tipping point for organisational performance? You can’t outsource, digitize and factor AI into every bit of your operational process. You still need someone to sell the product or service and solve the customer complaints.         

Gallup is the world’s biggest survey authority on EE studies. Hence, I took the liberty to plot the 2016 status of EE, globally and locally.

Are you surprised?. Do you know why such a big number of our Malaysian workers are disengaged, compared to the world? You must have read reports, heard news, observed or even experienced. Share by leaving your thoughts in the comments section. 

Meanwhile, let me share what I think is fundamentally lacking and what needs fixing. It’s not rocket science. It impacts relationships and communication. It’s what glues an organisation, the 3 “I”s – integrity, integration and interaction. It can’t be bought off the shelf nor executed by some outside consultant or coach. It has to happen within.

It' the number one cause. Everyone in a relationship needs it. Without it, couples can break up (nothing to do with the ring!) and workers can become disengaged. It’s that little piece of rudder that steers the direction of the work-life destiny. It’s called TRUST. Without trust there’s no transparency, inclusiveness and engagement. That’s why I detest when people ridicule HR in calling “HR need to earn their seat or be invited to the table” Using disparaging language is a false start towards engagement ! If HR can’t be trusted to be engaged, then what hope is there for others?. How important is trust?. Check build-better-relationship. 

I have said enough. Hear it from others. In 2016, SAP Success Factors and Oxford Economics surveyed 4,100 global executives and employees for a study titled, “Leaders 2020: How Strong Leadership Pays Off in the Digital Economy.” The study identified seven ways to create tangible business impact in a digital environment.

1. Build trust. Trust is foundational to becoming an inspiring and capable leader. High trust levels confirm and legitimize hard work to establish a strong, functional relationship with team members. Start by observing the following  behaviours: 

• Invigorate: Create a sense of purpose for team members. Help them connect the dots and feel their work is valuable, that the team depends on their contributions.
• Immerse: Promote accountability. Give back to the team and the company by facilitating development activities or offering informal/on-the-job instruction. Contribute by sharing personal points of view to create an environment where everyone is a teacher and a learner. Generosity will help to drive trust and underscore a commitment to building an effective learning culture.
• Include: Welcome participation; seek out others’ opinions and ideas, and spread influence to team members, encouraging their contributions and impact.

To read the other six ways go to http://www.clomedia.com/2017/03/02/7-ways-boost-employee-engagement-digital-era/

We need to have a sense of mindfulness in addressing issues, be it at national or corporate level. We can’t ignore the elephant in room and just adopt solutions that borders on political expediency. We need EE on the plates of corporate leadership and government machinery. Didn't they pledge to be collaborative partners in economic growth and nation building?.

There has to be inclusiveness and collaboration. Government agencies like PEMANDU, HRDF, SME Corp, NPC, PLKN, etc need to join hands and cooperate to check the erosion of EE. The HR Ministry must establish a special committee and unit to manage because EE impacts the nation’s ability to produce a resilient and engaging workforce.

Source: Dale Carnegie: What Drives Employee Engagement & Why it Matters 2012

Corporations and Business units need to tackle EE at their level, as part of national demography and ecosystem. Whether you like or not, EE is a challenge that impacts people's capacity to perform and produce. The consequence of active disengagement is counter-productive and unhealthy to work culture. Disengaged employees are negative and indulge in satisficing behaviour. They shirk accountability, deliver minimal performance, waste resource, all of which leads to marginal profiting. On the contrary, engaged workforce are positive and take intrapreneurial ownership that leads to immersed synergy, superior performance, loyalty, profit maximisation.

If true, what get’s measured gets done, then EE has to be a NKRA. It's time to measure and put it on PEMANDU’s deliverables. It’s time leaders got serious with the data analytics and action. Being mindful requires taking time for regular introspection and pro-acting to address the worrying trend.

Being in denial and sweeping the problem under the carpet will only make it worse. The time to be mindful on Malaysian EE, is now.

“There are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow. It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it...” –Jack Welch

Corporate Governance, Leadership and Human Resource - Malaysian Perspective

“Good corporate governance could only happen if the laws were implemented without fear or favour. This matters because corporate governance thrives in an environment in which the rules are clear and robust, and the regulators are firm and consistent” – Tun Musa Hitam, 

Recently, the Security Commission launched the new Code of Corporate Governance (CCG), aimed at strengthening the corporate culture through best practices. I was indeed excited to read, “A healthy corporate culture anchored on accountability and transparency is key in delivering long-term business and economic success. This responsibility rests with the board,” 

Finally, I saw hope in addressing the ubiquitous management conundrum, and management Achilles “culture eats strategy”. Unfortunately, my hopes faded away because the highlight of significant changes were more confined to Board room level, i.e 2 tier voting system in electing directors, disclosure of remuneration and composition of audit committee and achieving 30% women representation.

A key feature of the new code is the introduction of the Comprehend, Apply and Report (CARE) approach, and the shift from “comply or explain” to “apply or explain an alternative”. According to SC chairman Tan Sri Ranjit Singh, the new CCG has 36 practices to support three principles namely:

1.   Board leadership and effectiveness; 

2.   Effective audit, risk management and internal controls; and 

3.   Corporate reporting and relationship with stakeholders.

I am not going to discuss the merits of the new CG code. Read to evaluate, what significant value do the changes bring to the executive table and operational side of the business. sc.com.my/wp. My catch and interest is, how does this alter and impact the entire framework of HRM - role, structure, system, function, competence, performance in elevating it from the current lip service rhetoric of being the most important "asset". 

When it comes to corporate behavior, talk is always cheap. Change a few words here and there, is like bottling old wines. Having comprehensive and detailed regulatory rules is one thing but walking the talk is another. By that I meant following the proactive value based path of COMMITMENT, not the reactive fear based path of COMPLIANCE. But, realistically, I don't mind starting with compliance!

If we want to talk of responsibility, then we can’t run away from talking of accountabilities. One can delegate responsibilities but can’t do the same with accountabilities. Do we agree on that?. Given that fundamental principle or premise, how can a bunch of Directors who meet in a meeting room once a month to listen to the CEO could be held “accountable” over business performance?. As "Directors", wouldn’t that encompass “directing” responsibilities over strategic execution and operational outcomes?. How can they possibly ensure accountability if they are not cognizant of what goes on behind the scenes at the operational shop floor. This is what Tom Peters refers to as BFO - Blinding Flashes of the Obvious. The CEO and CFO can present all the rosy financial data results as much and as best the Board would like to hear, but how do they verify the accuracy of reporting?. Just think of the MAS story. If true accountability was exercised would the Board have allowed the shareholders to suffer this long?. 

The Malaysian CG chapter can be traced to the late 90s, following the great Asian economic crisis and collapse of the financial markets. Paul Krugman (1998) in “What Happened to Asia” and Corsetti et al (1998) in “What Caused the Asian Currency and Financial Crisis”, argued that crisis was due to structural weaknesses in the domestic financial institutions supported by unsound macroeconomic policy and moral hazard. Malaysia needed to re-look and revamp at how the financial, banking, property, public and private sectors conducted it’s operations and business. Measures had to be taken to improve the aspects of fairness, transparency, accountability and responsibility in running the organizations. In march 2000, a committee made up of representatives from Finance, Bank Negara, and Security commission developed the Malaysian Code on CG to provide the principles and best practices for the implementation, covering four areas including: board of directors, director’s remuneration, shareholders and accountability and audit. In typical style, Malaysia opted for a hybrid model, an approach based on adoption and application of “flexibility and common sense” in accordance with the varying circumstances of individual companies.

Now, this is where the lofty ideals depart from the reality. Using weasel words and thinking it will convert into seamless execution. As we know, flexibility can be a double edged weapon, ready to be exploited for wrongful purpose. And, as we all know nowadays, common sense is a very scarce intellectual commodity. So, how do we draw the line between what counts and does not, in CG application and enforcement. Does flexibility mean selective listening and discretionary compliance to mandatory regulations?. 

Although we allude money was the driving factor for it’s birth, we can’t deny the BFO - to eliminate the risk of moral hazard (bluntly put, catch and rid of unscrupulous and immoral leaders). Because of exclusive focus and emphasis at the top (boardroom level), it seems like the GG is all about economic health, financial stability, investor protectionism or banking efficiency. Perhaps, it’s time for regulators to dismount from their high horses and looked at where the real game changing elements for CG rests – CEO and Management. We need a clear framework that transcends the Boards’ responsibility for executive management performance at strategic and operational levels. If they did, then every functional manager will have access to strategic clarity and business plans. They can then dovetail the operational objectives and perform to achieve the company goals. HR function is no different in this boat.

What is Corporate Governance?. A definition by the Finance Committee on Corporate Governance in Malaysia in the Report on Corporate Governance (2002) states: “Corporate governance is the process and structure used to direct and manage the business and affairs of the company towards enhancing business prosperity and corporate accountability with the ultimate objective of realizing long term shareholder value, whilst taking account the interests of other stakeholders”. It means, CG should have a radar vision, not a tunnel view. It should zoom across a wider scope of stakeholders, that includes employees, vendors, public, government and other inhabitants of the eco-system. You can't talk of CG in HR without aligning it at the corporate/business unit level.

CG must reflect a holistic concept and designed system must balance between achieving short term goals and sustaining long term needs of stakeholders. In spirit, it is a multi-dimensional philosophy founded on a set of values and beliefs converted into guidelines and practices on how a company should function, operate and conduct it’s business, be it for profit or otherwise. It provides a framework of opportunity for companies to become professionally, ethically and socially responsible in creating a win-win situation for all stakeholders. Hence, it transcends the agenda of merely serving investors/shareholders. It must include all stakeholders in the value chain. And, critically fundamental to CG success is the process (culture) of how people conduct their day to day business affairs in accordance to stated values and standards such as fairness, transparency, equity, integrity, trust and accountability. The board has the duty for making sure that the top managers are behaving in a way that will provide the optimal value for shareholders (Coles et. al, 2001). But, how can “actively dis-engaged” Board of Directors be on the know-how what's really causing poor performance or why employees are disengaged?. Do they have access to this information?. Are they even bothered to know?.

This “remote management by meeting” is realistically and practically ineffective. Relying on external financial auditors to expose toxic or counter productive dysfunctional behavior isn't going to happen. Look at the scope of HR audit I had once experienced.

As a HR practitioner, I had never come across any board member inquiring into HR or people performance. Aside from monthly meetings, they read company prepared quarterly reports and sign off, declaring having discharged their accountability. The mockery is, there are instruments of caveat called "oversights" that protect the board from any likely charges of negligence. This is how boards escaped at Enron, Worldcom, Satyam, BMF, Perwaja, Newscorp, etc. Did you know that 45% Boards in Asia have never had an external review, according to research conducted by Harvey Nash in association with London Business School’s (LBS) Leadership Institute. http://www.hrinasia.com/hr-news/45-boards-in-asia-have-never-had-an-external-review-survey-finds/

What has all this got to do with human resources?. Many HR practitioners, including those in PLCs, will acknowledge that they still function under the “hire and fire” modus operandi. HR are often ridiculed and disappointed with rhetoric, “people are the company’s most important asset”. Little, if at all, lies in evidence to substantiate HR’s legitimacy and effective representation as a strategic business partner. In worst cases, HR is treated like corporate misfit, marginalized and ridiculed as not being a strategic contributor to the business. I looked at CG in providing a platform for HR function to champion the true calling as a certified professional body of work that is indispensable to the company’s long term survival and sustainability. No, I am not talking of sending HR to carry certified qualifications, though it helps. I am talking of invoking CG scope of accountability in making HRM a strategic success factor and measure it’s role contribution to business. If wisdom serves us well, HR is too critical a function to serve as back-end administrator. HR is pivotal to corporate success and has to be at the forefront of human endeavor, be it in business, government or nation building.

According to a paper titled Corporate Governance in Malaysia, “CG, at its core, is about the interaction of human beings - the relationships in a boardroom, or the ability of a non-executive to stand up to a dominant chief executive. Thus, making corporate governance disclosure mandatory may hamper the spirit or the very objective of the code whereby companies disclose not with the aim to strengthen corporate governance principles but more as a compliance effort”. It's an interesting view and statement by the authors, one of whom happens to be the CEO of Malaysian Institute of CG, the non-profit agency mandated to raise the awareness and practice of good corporate governance in Malaysia. Ironically, it seem to impress that CG is a concept that is confined only to the Boardroom domain?. In recent years there has been much debate and criticism on the performance role of the Board in monitoring and regulating CG. This is more glaring in PLCs with specific emphasis on the role of Chairman and Independent Non-Executive directors. According to Hofstede’s findings, Malaysian culture is more “family” styled with strong “power distance and weak uncertainty avoidance”. This explains why there is much apathy and skepticism on effective presence of CG. Further, the rules in the code of CG are only recommendations, favoring the best-practice and/or principle-based approaches compared to rule-based approaches such the US Sarbanes Oxley Act. And, adopting a “flexible” hybrid model raises the controversial debate, “should corporate governance disclosure be made mandatory or voluntary?”.

In the 2005 movie Thank You For Smoking, the lead character Billy Naylor, a lobbyist for the tobacco industry, memorably states, “My job requires a certain moral flexibility.” And indeed that is the image we often hold of corporate lobbyists – individuals who will set aside their personal moral compass for the purpose of corporate and personal gain. Seriously speaking, “is corporate Malaysia ready for such empowered state of conscientiousness in living through the spirit and principles of CG.

Where does corporate Malaysia stand in terms of benchmark on CCG? According to a joint study conducted by investment bank CLSA and Asian Corporate Governance in 2003, Malaysia was ranked number one (9 out of 10) in terms of rules and regulation but only managed to obtain an average score of 5.5 out of 10 for overall corporate governance. It simply implies we are less than satisfactory when it comes to practice and compliance. Sadly, in recent times, we have witnessed an increasing trend of cases, among GLCs and PLCs, implicated for fraud, corruption, abuse and mismanagement. Meanwhile, the debate continues between the different schools of thought, should CG be principle based or rule based. Can we still trustingly depend on “self” regulated mechanism, as we begin to see the failure of the Board members, particularly Independent Directors, in discharging the fiduciary responsibilities in ensuring that a company is run in accordance to the stated goals, values strategy and laws. CG mechanisms are suppose to assure investors that they will receive adequate returns for their investments. How can the external investors expect financial returns when the internal investors compromise and short change the mechanism. 

So, why don’t the SC address the number one challenge and main accountability – formulation of strategic plans and effective execution. IMHO, this is the biggest setback and challenge faced by HRM. Without knowing the strategic direction of the business, how can HR develop it’s objectives and roadmap to support business goals. Without it, HR becomes mere functional administrator, taking care of daily operational fires. If you still can’t get what I am talking about, catch how-corporate-governance-impacts-human-resources. 

Final BFO - People are at the centre of business outcomes. People (leaders and employees) drive the financial outputs. Take care of the people and the money shall flow, either in (profits) or out (loss). Business leaders like Peters, Branson, Fernandez and Nayar comprehend the importance of people factor. Why can’t others make sense of the obvious. 

References:

1. Corporate Governance in Malaysia by Abdul Hadi bin Zulkafli, M.Fazilah bt. Abdul Samad, Md Ishak Ismail 

2. Malaysia, Capital Market Master Plan (2001): Securities Commission. 

3. Malaysia, Financial Sector Master Plan (2001): Bank Negara Malaysia. 
4. Coles, J.W., Mc Williams, V.B. and Sen, N. (2001) “An Examination Of The Relationship Of Governance Mechanisms To Performance”, Journal of Management, Volume 27, pp. 23-50.

Integrating Strategy to Operational Execution

Some leaders just never seem to understand the reality, no matter how tough it is. They just couldn't care to prepare for the rough ride ahead. They struggle to make sales and run at losses. They are least bit bothered, no matter what the impending crisis or forecast trends say of the economic climate or business landscape. For them, it's business as usual. 

And, you find yourself right smack in the middle of it, either as employee or Management!. You realize that if you don't do something proactive, you will end up as part of a bigger problem and out of a job. So, you frantically sound the alarm bells and call out fire ! But, no one wants to follow you to the evacuation point! You genuinely want to save the company from suicide, but nothing seems to sink in. 

Ever been there?. No matter how much you try to share your anxieties and ideas, no one is listening. You feel unappreciated and defeated. Despair, disappointment, hopelessness and frustration spirals. Not to worry. Take solace, the whole world is breaking down. The number of workers becoming disengaged is on the rise. Of all places, Japan is 94% !.  https://news.gallup.com/opinion/chairman/212045/world-broken-workplace.aspx?g_source=The+Chairman%27s+Blog&g_medium=lead&g_campaign=tiles

Denial and complacency is one of the biggest thieves of progress and growth. It works the same for the individual, nation and world. The bigger the entity the bigger the resistance for change. There are many examples to showcase. e.g MAS and Proton. For years they have been trying to turnaround the ship but it just wouldn't budge. MAS seem to be finally taking off, thanks to the top leadership change and drastic cost saving measures. Proton is finally on the verge of making a breakthrough. But, it would take firm leadership for Geely to do what Carlos Goshn did to Nissan !

Why is it so difficult to make leaders understand the obvious necessities of transformation in a disrupted and VUCA landscape? Why is there resistance in adopting what's desperately needed for a business to survive?. Is it so hard to let go dysfunctional sacred cows?. Whether you are a Sampan (Malaysian canoe) or cruise ship, all you need is to follow through a few standard simple steps to get you from where you are to where you want to be. Einstein said, insanity is doing the same things over and expect different results. So, if you want to sustain or survive your business, you must "improve" the results by integrating strategy to operational execution.

Forget all those complex teachings on the art of war strategies and deception lessons on how to beat your competitor for market share. Strategy is nothing more than mindset. Blue ocean strategy posits that the competition is irrelevant. What matters is the internal passion, energy, drive and commitment to build the capacity and capability to mold into greatness. Embrace disruptive thinking and agility to know when to jump the curve. Proactive mindset matters more than tools or techniques to be successful.

Remember the starfish story?. Well, someone has to start it. Why can't it be you - yes you!. Never mind the past attempts that ended in failure. According to Edison, you have 999 attempts to go. If you have made up your mind, all you need is few simple steps to get going. I made it so simple it would look dumb not to follow through! Give me a reason why you think it's not as simple as I may think? 

Step 1 - Develop the strategy

Step 2 - Plan the strategy

Step 3 - Align Organisation with Strategy. (Beware: resist doing the reverse)

Step 4 - Plan Operations. 

Step 5 - Monitor & Learn.

Step 6 - Test & Adapt Strategy

(Adapted from Adapted from Robert KAPLAN & David NORTON, Pioneers - Strategic Management Accounting, Introduced - Activity Based Accounting (1960) 

I want to keep this post short, since I am known to write lengthy ones! If you want a copy of the detailed slides, pick it up from Slideshare. Alternatively, drop me a mail and I'd be happy to oblige. I ask only one thing - feedback on what you have done with the slides and how your selling went with your leadership. 

Knowing where we currently stand on EE, let's make the world a better workplace, one step a time; one organisation a time. It's a tall order, more so when you are that lone ranger on the beach. Think, "if it's to be, then it's up to me". At the very least, give it a try....

Organisational Learning as Culture

Einstein has left us with some of the most insightful quotes on change and learning. “Insanity is doing the same things over again and expecting different results” and “we cannot solve our problems with the same thinking that we used when we created them”. Many of us can relate the logic behind the wisdom, especially if you have witnessed or experienced challenging situations. For example, take a moment to reflect what Peter Drucker had said, “Culture eats Strategy for Breakfast”. 

                  

There is ample empirical research that reveals why companies are unable to execute their strategic. Kaplan & Norton, in their book "The Execution Premium" cite 90% of companies fail. Some companies spend money to engage external consultants to help formulate the strategic road-map; yet it’s implementation stops dead on track. We know exactly why it has failed yet conveniently generalize it as culture. By culture, we are obviously referring to people, not some technology or process, right?. So, how do you resolve people issues like  ‘disengaged workforce”?. Do we solve it at the level it was created?. Do we confront the root causes and learn objectively?. Or we ignore the elephant in the room and adopt the Dogbert approach.

How many companies culture seriously enough to make it a key strategic imperative and take concerted initiatives to trun it around/. Let's look problem solving. Below are two possible ways to solving problems. Which one resonates with your organizational culture?

This write up is not about culture nor strategy. Instead, it’s about the very foundation that enables people to change - organizational learning (OL)? It's easy for individuals to claim they observe continuous learning but what about across the organization. How do organisations promote OL at workplace. Are there specific outcomes or performance indicators to prove it actively prevails . Does splashing unlimited budget on trainings be sufficient evidence? How about 100% employees 60 hours of training or having a dedicated training unit/manager?.

I do not believe training necessarily guarantees learning. Do you honestly think soft topics like leadership and motivation can be lectured in classrooms?. Do you expect to fix strategic management in 2 days training workshop when there exist serious disconnect in culture. The 70/20/10 Model lends further support that most effective learning occurs on the job at workplace. 

What is OL?. According to Chris Argrys and Donald Schon organizational-learning it's a product of organizational inquiry. Whenever expected outcome differs from actual outcome, an individual (or group) will engage in inquiry to understand and, if necessary, solve this inconsistency. In the process of organizational inquiry, the individual will interact with other members of the organization and learning will take place. Learning is therefore a direct product of this interaction. My interpretation of OL is the continuous search for improvement by human capital in sustaining the organization’s survival. It concerns with the collective and cumulative thinking, behaviour and actions to bring change and improvement to the organization. OL can help companies to drive it's business and stay competitive in the VUCA environment. Through OL, management can take a strategic, multi-pronged approach in facing up to changing internal and external challenges. Therefore, OL needs to be both a formally supported strategy and an integral part of the organization's corporate culture.

What does it take to implement OL in companies? - 3 things:

1.   Corporate/Business Strategy. Organizational learning needs to be both a formally supported strategy and an integral part of the organization's corporate culture. It has to be aligned to how the organization conducts it’s business operations. If you are familiar with balance scorecard you will appreciate the significance of the learning perspective. When aligned to the strategy and tactics, OL is treated with priority of cultural transformation. Only then can culture support (not eat) strategy in execution. 

2.   Leadership Support. As with all change initiatives, this is the number one critical success factor. Employees look up to their bosses/managers for cues and inspiration. If leaders can demonstrate humility in acknowledging their glass is also half empty, it would set the tone for OL success. Most importantly, they must lead the way by setting a good example. Their participation and support reinforces into the culture.

3.   Passion for Improvement. Whether it is somebody or something you must develop a intense passion for them or it. Likewise, you must have an insatiable passion to bring improvement to your workplace, not just towards the easy “hard” stuff - system, structures, process, etc but also the sensitive “soft” elements hidden underneath the iceberg – culture.

Self learning is one of the levels involved in OL, i.e sending employees to training or seminars and sponsoring educational programs. However, it is does not have the same impact as group learning. Actual workplace is a social setting, not silos of individualism. Group learning is the largest and best way to inculcate and promote OL. When individuals within a group "acquire, share, and combine knowledge through experience with one another, insights to solutions develop. Double loop learning takes places and, over time, employees attain unconscious competence and OL becomes embedded as best practice. Not only will employees have the capability to solve problems but also prevent it from repeat. The best example of group learning is After Action Review (AAR) sessions, used by the military. I have personally experienced it's full impact with troops on the ground. The learning outcome is immediate, effective and evidence based. The feedback loop is channeled through to tweaking and improving throughout organisational eco-system. No excuses or blame on culture or leadership. The interest of the team and organisation reigns supreme. Unfortunately, I find the journey to imprint this difficult in the corporate setting. Too many prima donnas with self serving agendas and egoistic arrogance. The leadership want others to change, but not them. OL can't thrive in places where humility is replaced with hubris.

Over the years, I have push the OL agenda in all the organisation I served in, including the current one. I have actively promoted group learning, albeit informal sharing sessions with staffs. In one previous company it used to be 2 hours on working Saturday’s. Now, it’s weekly 30 minutes session on Wednesdays. The duration and timing is critical to buy-in and measure how far people are willing to spend discretionary time to the learning cause. To date, I have moderated more than 100 topics on supervisory, employee and management areas. The video clips are archived as future referrals in the organization library.

OL is buy-in from leadership orm actually driving and manifesting it, using all forms of opportunities, platform and resources. True OL can only evolve in transition from individual to group culture - beliefs, perspectives and attitudes. Knowledge accumulation without application is not OL. It must foster and contribute to improvement in results and outcomes. Change and innovation requires new learning. One of the effective ways to evolve new thinking is to inquire into status quo and outdated processes. We must think outside the box; but communicate within the box. When there is genuine learning in people, both leadership and employee, there is causality for change. When the spirit feeds and repeats in a cycle, it becomes embedded in culture. Trust and confidence builds up. In the end, improvement to systems, structures and processes leads to reinforced organisational growth and success.

“The illiterate of the 21st Century are not those who cannot read and write but those who cannot learn, unlearn and relearn.” - Alvin Toffler

Want Diversity? Defeat Racism!

“Racism, because it favours color over talent, is bad for business” - Steven Pinker

Today, I want to discuss about the elephant in the room – racism vis a vis diversity. It’s something we witness or experience in our lives daily. Both operate at the same level but on opposite sides of the continuum. One is considered sensitive and always denied, the other sought and embraced. Racism rears it’s ugly head. We also know that it takes many shapes and forms. Sometimes, it operates covertly and subtly, whilst in some places like it is openly pursued. No kidding, Malaysians are well accustomed to it as part and parcel of life. I have faced it for as long as I can remember and  continue to do so. Catch my 2012 post on the "inconvenient truth" https://hrronin.blogspot.com/2012/11/inconvenient-truth.html?m=1. 

I am truly dumbfounded on this subject. People, both in government and corporate sectors, talk of diversity in the very presence of racism. I hear leaders champion diversity as a critical necessity in order to be inclusive, productive and innovative in a VUCA environment. Hence, the devil’s advocate in me is asking, “can you have the cake and eat it?”. Can diversity thrive amidst racism?. Are there genuine, purpose driven and intentional initiatives at the highest levels to defeating racism?. We even have corporate events to dish out diversity awards. Seriously, does this really remove the seeds that germinates racism?.

The-Prime-Minister-of-Malaysia said, “In spite of the huge diversity in Malaysia in terms of religion, culture, race, ethnicity and so forth, we've really gone very far in developing this country”. And here, I was under the impression that the development of a nation relies upon "because" instead of "in spite" of diversity!. Indeed, we have come a long way. We are blessed and proud of our multiracial success. But, can we sustain it given the current situation and challenges ahead. Is there reason to worry over the fragile nature of our winning formulae? Let me share my perspective, one that scans the horizon so that we don’t miss the forest for the trees.

On 23 Sept 16, I had a epiphany reading an article on the plane (when you are elevated at 30,000 ft on a MH flight, your mind steers into deep reflections and exchanges with your maker. You begin to wonder, “what’s wrong with humanity below, at least, on my side of mother earth”. I stumbled upon salute-to-chinese-army-veterans and my thoughts drifted, “where are we heading towards?. Did you know that we have an Indian Veteran Association and even Sikh Veteran Association ! So, you begin to ask, what’s wrong with the current platform of MAF Veterans Association? Is it a failed platform or ineffective organisation? I can swallow the creation of race based triads, gangs and sports associations in 20th century. But, does it have merit in this day and age, more so as Malaysia aspires to become a developed nation?. These noble defenders of our nation have now offered to help recruit their kinship into the Armed Forces to balance the lop sided racial mix!. 

It’s one thing to hide one’s racial bias and prejudice but to see it institutionalized and overtly pursued is rather, to say the least, shocking. Thank god, we now have a committed saviour in Patriot Kebangsaanhttp://www.patriotkebangsaan.org.my/index.php. An association of retired soldiers and policemen with the aim to " To help unite Malaysians in harmony and to see the return of the kinder and happier Malaysia". I am indeed impressed by their bold statements in voicing out, without fear or favour, against anyone, be they in government, political parties, NGOs or even perpetrators of rumour mills, who disrupt racial unity and harmony. Now, that's what I call courage and integrity of leadership in standing up for the altruistic purpose and values that societies and nation should be built and thrive upon. This augers well for Malaysians, especially for young leaders who can make a difference in shaping how they want to live "their" future.           

“Any attempts to disrupt the country’s diversity should be opposed to the end and there should not be any grounds for ambiguity”, said the deputy Minister of Education. I couldn’t agree more. The truth always hurts. And, it hurts even more when you witness oxymoron behavior ad contradictory actions that goes against the very grain of diversity. Simply put, people don’t walk the talk. I mean, how can we ever embrace diversity if we don’t eliminate racism at it's core - from our  and expressed actions. Leave aside the pessimist who claims it’s wishful thinking to defeat racism. There will be people out there who aren't listening...or don't care. Racism isn't some minor irritation. It’s a systemic sickness and social malaise that erodes the fabric of civil societies. Some leaders like to live in bubbles. They are unaware of the gravity of towing the racist agenda. Or maybe, they are fully aware and boldly pursue it intentionally and even defiantly. If one tries to burst their bubble to wake them up to the fact that “they” are part of the problem, they either turn deaf or defensive.

Jacqueline Woodson once said, “Diversity is about all of us, and about us having to figure out how to walk through this world together”. Obviously, you can’t think of “us and together” in a narrow racist context. You know, everything happens in our brain before it becomes actions. So, do we even perceive and consider racism as the antithesis of diversity. Can we ever build a talented and dynamic workforce if the society practices racism. Why is there a brain drain?. Do we have diversity and inclusiveness in the government sector?. Can we plug up the leak?.

We speak of national unity and integration, which entails adhering to the fundamentals, i.e assimilation, amalgamation and pluralism. That said, how do we champion it?. How do  guard and fight against counter forces and elements that sabotage the efforts of  government machinery.? How do we weed out racism in society, as the wellspring supplier of talent pool?. Tell me, “do we understand what diversity means?”. Is it a noun or verb?.”

Pause for a moment and watch sam_richards radical_experiment_in_empathy.  Believe me, you will better understand and resonate, where I am coming from and leading to. To think diversity is to remove all forms of biases and discrimination, especially racial. You can’t accommodate a paradigm shift in embracing diversity without empathy and willingness to be in another’s shoes.

Did you know, the Women, Family and Community Development Ministry has done a fantastic job in addressing gender biasness. As at end 2015, 54% of the workforce are women versus national KPI of 55%). Further, they have joined the worldwide "30% club", to get women on corporate boards. (The Malaysian chapter is the seventh after Ireland, the United States, South Africa, Hong Kong and Australia). Our lady minister deserves special commendation and I recommend we have more women representation in the cabinet!    

Now, what about the accomplishments of the Ministry of National Unity, Culture, Arts and Heritage?. The creation of this Ministry was one of the 8 strategies designed to address racial integration. Yes, we have seen culture and arts promotions, but do we know of any progress on visions schools and unity kindergartens?. Does anyone know what’s the lag indicators on national unity?.

Whilst we are happy on the gender equality, the progress on unity and racial integration has been waning. My personal opinion, as a matter of brutal truth, we are drifting further apart, in many respects. We talk of racial unity in pseudo context - name not substance?. Do we walk the talk?. We brand the slogan of one Malaysia but our actions make it seem hollow. We still wear the racism lens in workforce employment and human capital development. Do we take a macro view of the root causalities or scratch the surface to serve political rhetoric?. I applaud the creation of Talent Corp to help retain talent and encourage diversity. But, why stop with gender biases, not racial biases?. Why is there no  similar structure set up to redress racial diversity, especially in the government?. Why is there no similar strategic commitment and dedicated efforts on racial equality. Why is this elephant not on PEMANDU’s plate.

It belies logic and rationale thinking. Unity and racial integration is the pillar and force multiplier of the nation building. We can’t take it for granted or forsake it with low level communal politics and mentality. It calls for matured thinking of national intellects in tearing down the polarities that have and continues to rot the fruits of diversity. We can’t effort to endorse systemic structures and manifestations of racism in society. Do you think we are doing enough?. I mean, look around.

Once again, can we build diversity when we display and demonstrate acts that reveal the true person we are - racist (if you are offended, call it ethnic centered!). We are seeing it daily, filled with potential flashpoint, threading along racial undertones - governmental bashing, political innuendos, streets demonstrations.etc. If you think I am overblowing or exaggerating, read nazir-repeats-call-national-consultative-council and race-based-assemblies-not-good-for-unity/. To know how perceptions impact our global competiveness, read malaysians-comments-affected-rankings/. 

Einstein once said, “racism is the disease of the white man”. But, I think the disease cuts across colours. We have all endured the dark side of race based divisional prejudices. But, have we done enough to confront it boldly and diligently?. We blame the British colonialist for introducing the ideological concept of divide and rule. After 58 years, are we any different? Complacently and conveniently, we pacify Malaysia as an infant nation, but in this modern era of informational technology, we need to ask, “Is racism relevant and productive to the pursuits of unity and nation building?. We should be thinking of making a new mold in leveraging the richness of diversity for economic and national development.

Today, as we steer towards the vision of developed nation, we are besieged with more questions than answers, such as:  

• Why do we prefer to say, “peaceful coexistence” instead of unity, when relating to how we live together?.
• What does the slogan “1 Malaysia” mean or encompasse?
• Is combating racism too idealistic and distant impossibility to achieve?.
• Do we have a more palatable and realistic version of diversity – that’s racism proof?  
• How Is diversity viewed in the two main working domain – government and corporate?.
• To what extend does institutionalized race-based politics and polemics stifle the appreciation, belief, growth and benefits of diversity.
• To what extend do the race based “structures and policies” influence the mindset of  millennial generation?.
• Why is eradication of racism (as transformation of national culture) a priority initiative on PEMANDU’s list of NKRA?.
• Is anyone even bothered to track and tackle this “elephant” – using big data for improvement?.
• Why is there no dedicated think tank or collaborative efforts between government & corporate machinery in addressing the racial biasness in employment?. What are the professional bodies (HR Ministry, PEMANDU, MEF, MTUC, MIHRM, MICG, MIM, Academics, NGO’s, etc) doing to move the needle?.     

Reality is a matter of choice and so is dreaming the ideal and working passionately towards it, one step a time. Racism versus diversity is a choice on opposite ends of a continuum. We need to fight racism like the way we fight corruption, through dedicated structures and legislation. It all depends on whether you want to walk down the same path or take a different one that leads to that dream goals. To those who think I am being naively unrealistic, I urge you to listen to Issaac_lidsky, He says, reality isn’t something you perceive, it’s something you create in your mind. He challenges us to let go of excuses, assumptions and fears, and accept the awesome responsibility of being the creators of our own reality.

    

Racism can be defeated if we dream big of diversity. The problem is we have allowed it to breed far too long and wide. We seem to have forgotten the lessons that let to the 1969 racial riots.  We are seeing racism on the rise again to the point of rearing it’s ugly head. We can’t fill a glass that’s full !. We can’t make someone to accept something fresh if the person occupies the comfortable position of infinite arrogance and resistance. To fight racism, people must have humility and humanity. They must be willing to let go of old, outdated and irrelevant perceptions and thinking patterns!. As intrinsic value, diversity give birth to divergent thinking, ever so critical for creativity, innovation and sustainability. So, why choose birds of the same feathers when other species can enhance your talent and survival?. To me, diversity is a god given opportunity to become a better person. It means being colour blind and exploring the gifted “differences” in a safe, positive, and nurturing environment. It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.

Roselinde Torres, in her ted talk what_it_takes_to_be_a_great_leader, said that the characteristics that make a great leader in the 21^st century is defined and evidenced by 3 questions:
  

1.    Where are you looking to anticipate change?

2.    What is the diversity measure of your network?.

3.    Are you courageous enough to abandon the past?.                

Change demands that we challenge status quo for a reason. This means, people in particular top leadership must pluck the courage to challenge the cognitive dissonance between racism and diversity. Are we ready to even talk about the elephant?. It takes strength in character to operate outside the box and at a different level of maturity and altruism. That’s why I like dangerous minds like Ghandi, Mandela, Malala Yousafzai, Dr King, etc, They are the few outliers who would step out of the comfort zone or closet to confront racial biases and discrimination. They believed in a dream and pursued it despite the pain and suffering. Their suffering inspired others to challenge the falsehood of those in power to create a just world. They sacrificed their convenience and lives for the greater good of society. It’s a deep and powerful calling, one that would have played in the minds for so long until it reaches the tipping point to spill over.

Each and every employee - from government & corporate, individual & groups, private & public, men & women; adult & children, leaders & followers – can and have to play an active part in confronting racism in the ecosystem, not forgetting that society and workplace is a composition and extension of that diversity. We don’t need to wage a war for talent. Confront racism and diversity shall prevail. If we want to develop talent in diversity then we must initiate a massive change, first individually from inside out and then collectively spread to become ethnic blind. The world is different and changing. We must consciously and conscientiously rid all forms of racist underpinnings - legislatures, structures, systems and development programs of and for society. We must become ethnic blind to ascend from human to humanity and master empathy. The demand is even more so when you are in the position of power, wealth and majority. ESPN anchor, the late Stuart Scott said, “diversity means understanding”. And, if you want to understand diversity, you need to feel for other fellow humans. You need to be in their shoes. You will understand humanity better. Remember, humans are different but humanity is the same.

The final nail I want to hammer in is, “race based structures and exhortations only processes the same output. Why is it so difficult to comprehend that?. You reap what you sow. You can’t expect to get pure orange juice by blending different fruits. It’s ridiculously insane. But, we still do it. The worse part is we pretend to call it orange juice, hoping to fool our taste buds and mindset. We behave like lab mice put through operant conditioning. 

To those who think I am being overly or obsessively paranoid with this racism, go read http://www.freemalaysiatoday.com/category/nation/2018/03/21/report-muslims-only-chinese-only-show-malaysias-growing-racism/. And, if you think I am naively unrealistic, I suggest you listen to Issaac_lidsky, He says, reality isn’t something you perceive, it’s something you create in your mind. He challenges us to let go of excuses, assumptions and fears, and accept the awesome responsibility of being the creators of our own reality. As citizens of this great nation, we have an accountability to our children in making it a better place for them to thrive without being marginalized or victimized because of their colour. People can keep blaming the political makeup and governance as the main cause, but it is the citizens who decide who comes into power. I remain apolitical and don’t care who comes into power at the next election. I want to see a change, even if it is small step. If gender has got the attention in breaking the glass ceiling, then it’s time to smash the racism card, starting with institutionalized discrimination. There no point of value indulging in slogans and rhetorical speeches, if racism continues to occupy every walk of our societal life.

I call out to all Malaysian children of the future. Only you have the power to alter the fate of racism and how it negatively impacts the quality of life – personally and professionally. Given the current trend of where it is heading, you are better off in ignoring the wisdom of the elders who are spewing the racist rants. Follow you heart and consciously to fight racism. You need to see people in the true and holistic context, without which diversity is hollow and fictional.
  
So, where do we go from here?. Are you someone who don't care and indirectly lend support to  the race card by being voiceless and helpless?. Do you have the courage to say enough is enough and prepared to throw down the gauntlet, in defeating racism?. The way to address an ugly problem is to deal with it head on. It's time to have real conversation about racism. Watch this video on why talking about racism is the smart thing to do if your want to leverage on diversity.https://www.ted.com/talks/mellody_hobson_color_blind_or_color_brave?referrer=playlist-talks_to_help_you_find_the_ide

What role do you, as an empowered Malaysian citizen, NEED and WANT to play to reverse the course of future destiny, one free of racism and reflecting a united and harmonise Malaysia. Share your thoughts, concerns and ideas how we can go forward?. In the meantime, watch the following video if you are still not convinced racism is bad...

       
                   

“Be the change you want to see” - Ghandi