CULTIVATION TOWARDS LEADERSHIP PRUDENCE

What makes a dynamic leader? Is leadership a natural or inborn talent of “special” individuals? Is it true only a person with high intelligence quotient (IQ) and emotional quotient (EQ) can be a prudent leader?

The above are normal questions in people’s mind. Many believe leadership instincts – just like charisma – are characteristically inherent. They perceive either a person naturally has it or devoid of it, and nothing else is relevant.

What do I think? Well, I opine otherwise. Although I may concur that positive genes have some slight bearing to a person’s specific  ability - in this case leadership acumen - yet one needs to undergo a structured procedure to emerge as a true leader.  Even child prodigies go through honing programmes before they mature as virtuosos in their particular potentials. Inborn traits constitute only a minor proportion of a person’s characteristics; more so, personality type can be moulded by way of life cultivation type. I promulgate leadership reverence is attained via serial cultivation and nurture of an individual over sufficient time. It is definitely not a quick fix-it transformation. The macro terminology of “grooming” entwines both activities for cultivating and nurturing leadership development.

Grooming can derive from self-driven efforts, plus opportunities accorded by the organisation which an individual is attached to. The two approaches must complement one another. First, the potential leader-candidate must be keen to learn about leadership. Second, support from the management is necessary to provide the essential logistics, such as special programmes for honing dynamism. In addition, technical skills training (granted by the management) on the specific role helps to consolidate lead positions.

  The structured grooming procedure entails four (4) sequential phases:

(1)    ACADEMIC  (“WORDS”) PHASE

This is the foundation that begins to usher forth the enduring track for culminating at the pinnacle of leadership maturity. The inaugural phase focuses on receiving “wordy” information via digestion of printed materials and also verbal enlightenment from experienced seniors in the work scene.

Initiating the first step depends very much on self-desire for personal development. Self-driven efforts include the urge to conduct research, studying and inquisitiveness, i.e. relying on pertinent scripts and verbal dissemination imparted by experienced seniors and peers. The availability of logistics support from the management will serve as supplementary factors pepping up individual enthusiasm. Such supplements include managerial guidance and goading directions.

(2)    KNOWLEDGE (“FACTUAL”) PHASE

Only after being sufficiently permeated with the right inputs, both via the print and verbal forms, during the academic phase pertaining to the particular industry besides the job role, can an individual then be deemed proficient in the factual “truths”.

The individual concerned needs to know what facts to peruse for executing an assignment. For example, if the subject is on a compliance matter, he should know which specific guidelines to fall on for reference. Most industries follow a set of guidelines imposed by government regulators, in addition to the respective company’s preferred internal best practices. In short, the leader-candidate must be factually proficient in order to move on to the next phase.

(3)    UNDERSTANDING (“ANALYSIS”) PHASE

To be factual is the fundament. To be able to understand fully and in holistic perspectives regarding a fact is the essence for enhanced perception.  Facts could easily be perceived at the superficial (surface) level. Real understanding delves into the interlinked factors underpinning the surficial facts, i.e. the hidden elements contributing to the prevalence of these facts.

Take for instance the scenario of a bank promoting life insurance to its existing retail customers. Despite relentless promotion campaigns, yet the overall premium scores have not multiplied noticeably over the last few years. Periodical reports clearly reveal as a surficial fact that there has been high preliminary rescission (cancellation) of sign-ups and early termination within the first two anniversaries.  Probably the apparent cause is the product is facing stiff competition against those offered by other banks.  But is that really so? Deeper investigative analysis may identify the real problem of targeting at the wrong categories of retail customers whose protection needs do not match the benefits of the recommended product, and the bank officers did not efficiently elaborate the product features, thereby prompting many customers to exit early.

Besides discovering the fact of high termination ratios (knowledge), the officer in charge of sales must be seasoned enough to understand the real underlying causes. Otherwise, he or she may implement the wrong solutions to the wrong problems. The ability to sense spot-on the “truths” stems from hands-on experience, the precursor to propensity for holistic understanding.

(4)    PRUDENCE (“DISCERNMENT”) PHASE

Only after a span of continuous hands-on experience in varied functions, protagonists manifest prudence befitting their role.  Prudence is the epitome of revered leadership. Prudent leaders discern what is right from wrong, workable from the unworkable, practical from the impractical. They dispense weighed cautiousness, astute judgement, effective actions, sound advice, right directions…….not to mention appropriate admonition (if a subordinate is negligent) or encouragement. This self-actualisation phase cannot be acclaimed without going through the long haul of hands-on grind processes. And the commitment to practise all the activities to continuously sharpen prowess level is essential to stay on the prudence summit.

There is no easy way to earning profound leadership status. The four phases incorporate as one inevitable cohesive grind process. Jumping the sequential queue will not mould leadership wholesomeness. Prudent leaders imbue into themselves the holistic mindset, which is formed with broad, encompassing views of various linked situations which have bearings to an issue at hand. An individual who is not “seasoned” enough due to lack of rounded experience will not be able to perceive holistic views, much less the capability to act holistically for the most practical solutions.

Now, let us talk about the common scenarios in the corporate world………

Not many aspiring would-be leaders hold the resilience to complete the beginning to end processes. They opine a good leader does not need to have hands-on experience on the overall functions under their purview. They feel that as long as they have a team of capable subordinates who can be delegated to handle the various tasks well, they are in good stead as their leader. But a question still begs to be answered: How can they ensure they effectively recruit and place the right people in the right jobs when they themselves have not mustered sufficient knowledge, experience and understanding of the various functions? Are they not merely relying on luck in this respect? One cannot be expected to adequately comprehend the real contributing causes to an issue until and unless having been made familiar with the technicalities regarding the specific function concerned. If they lack proper understanding regarding each job expectations, how can they be certain that employees fitting the job scopes will be emplaced?

Because of aggressive competition amongst industries enveloping the present commercial world, most corporate key officers engross themselves in delivering the best they can, with what they have, from where they are. In other words, they fire fight for results regardless whether their approach turns out efficacious or otherwise. No time allotment is given to digesting reference materials (for acquisition of required knowledge), analysing and familiarising themselves the work technicalities assigned to their team. More often than not, team performance by trial and error becomes the norm. No wonder key officers, including their CEOs, fire fight from one year to another, with the hope of catching up the shortfalls of the previous year. Readers who are key officers…….such a scenario rings a bell in your ears?

I cite a common fallacy reflected by some corporations regarding new manpower recruitment. On the notion of thinking out of the box to bring in “new blood”, some CEOs look outside to other industries for filling up key manpower positions. They feel players from different experience fields and perspectives could be instrumental to make significant positive changes. Alas, this premise seldom holds water as those of the new blood have been bred in different work cultures and technical experiences, thus not matching the new environment.

I know real cases whereby the openings for customer service segment head in two life insurance corporations were filled up by candidates recruited from customer service background of the telco industry. Work experience in that industry might be related in the sense of customer satisfaction oriented, yet the specific work details were entirely different in genre. The end result: Service levels did not make any improvement compared to the past. Without the opportunity (also allowed time span) of going through the four-phase grind mill, the migrated heads did not comprehend insurance contracts and the applicable mechanisms. As they had not undergone familiarisation on picking up the necessary knowledge, hands-on processing exposure and exercising appropriate decisions, they could not be efficient service heads.

Let me share my testimony about my past attachment to a financial institution. Prior to that, I worked as a journalist for a few years. I was perfectly fine to be assigned the task of producing an in-house magazine when I joined the institution way back in 1978. However, the other assignment requiring sales training to the sales force was new to me…….this was my worry. My direct superior assured me he would guide me all the way until I could be “seasoned” to stand firmly on my own. He acted as my moderator, chipping in to complement my presentations to the sales force. He also interjected with elaborations whenever I fell short in cascading my points succinctly. This experience of observing his support moves was my first learning curve.

Not being contented on my first role, I took the initiative to study other functions within the institution’s jurisdiction. I read manuals, made enquiries (with peers of other departments), attended talks, signed up for courses (like knowledge about investment, finance etc.), digested case studies of issues handled by the management, helped out in product campaign, and so forth.

Somehow, the management noticed my inquisitiveness. Thereon, I was granted opportunities to acquire extensive familiarisation on various hands-on functions ranging from branch operations, customer services, product development cum promotion, supporting fund managers, management support, event management etc. In view of my wide overall exposure, another institution engaged me as general consultant after my retirement. I was commissioned to render advice on reformation of various segments. My testimony is not to brag about myself, but to prove a point regarding direct involvement in relevant workflow in order to gain astuteness in any role. It was my initial desire to know more that triggered off the ensuing episode.

CONCLUSION:

To reach the coveted pinnacle of prudence, one inevitably needs to persevere through the first three phases of development which facilitate as the triune foundation. Without the keen desire to learn, pertinent knowledge will not prevail. Without relating the right knowledge to the right work activities, proper understanding of issues cum experience to handle the situations will not materialise. Without holistic understanding of the underlying factors linked to the issues, prudent discernment and directional advice to subordinates will not manifest. Such is the sequence for adherence if one wants to be a wholesome leader; there is no short cut or jumping the queue.

Let me sum up by stating that having the DESIRE for self-development is only the igniting spark. Desire will not persist if lacking another ingredient: DILIGENCE. The meaning of diligence is defined in www.dictionary.com  as …….constant in effort to accomplish something; attentive and persistent in doing anything; done or perused with persevering attention; painstaking.

By now, you comprehend why prudent leadership, not superficial leadership, comes about from persevering through the grind mill?

We end this chapter with the following quotes:

·         *Seeing without perceiving will not grasp the correct viewpoint.

·         *Hearing without listening will not understand the real situation.

·         *Doing without learning will not generate expected results.

·         *Only by concerted perceiving, listening, learning and doing can one acquire a holistic overview for executing sound directions.

(My self-composed quotes)

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” (Jack Welch)

“A leader is one who knows the way, goes the way, and shows the way.” (John C Maxwell)