(Special Note: In this script, the pronoun of “he” is used to infer any individual regardless male or female when I am generally referring to a person who wish to become a protagonist. Likewise, “him” and “himself” also infer a male or female. This is for expediency purpose.)

The word “protagonist” is not commonly understood when compared to its synonym “leader”. Both are similar in definition, yet a protagonist portrays himself as a more profound figure who is revered by subordinates and peers.

Corporate leaders like chief executives are normally appointed by their employers based on previous senior roles. However if they lack the hands-on work experience of overseeing the overall operations of the organisation they represent, the best they can do is to assign second line subordinates for execution. And if the subordinates are not up to mark for executing with precision, overall corporate performance will not be exemplary.

My research paves some light regarding the attributes of a protagonist. First, he is a central character who makes key decisions. He is willing to brave significant obstacles, undergo substantial changes or new developments. In essence, he is the driving force of the organisation in pursuing a strategic goal. He builds trust and engagement. Albeit not personally executing every important function within his position but may be delegated to subordinates, yet he assesses the on-going process at least periodically for assurance of compliance. Obviously a protagonist functions more elaboratively than a normal leader. Rightly put – he is a profound leader!

Not all appointed corporate leaders can exhibit the calibre of protagonism as the quality entails an onerous obligation to ensure all vital links operate impeccably by way of personal scrutiny or monitoring (which should not be delegated). This obligation definitely exudes patience, resilience and perseverance as it is an ongoing task.

Here are the recommended five self-grooming steps for enthusiasts coveting to become protagonists.....

(1) WIDE WORK EXPOSURE – BETTER STILL, HANDS-ONWORK EXPERIENCE

I quote the example of the Chief News Editor (a man) of a leading English newspaper when I was a junior reporter/journalist decades ago. He had been a prolific field journalist - covering general, crime, politics, and government events – before being upgraded to his latest position. He reminded me the adherence to the 5Ws & 1H principle in my inquiry for facts (so as to deliver a comprehensive news report), viz... WHAT happened?; WHO was/were involved?; WHEN it happened?; WHERE it took place?; WHY it occurred? HOW it occurred, how it flared up? I was also impressed that the “why”and “how” factors encapsulate the main crux causing the specific event.

Because of his wide hands-on exposure cum experience, the iconic chief editor could command astutely his team of journalists.

(2) BEING CONSCIOUS OF THE RELEVANT SURROUNDING ENVIRONMENT

Protagonists inhibit the “sensing and feeling” vibes of the ambience surrounding their work place, for example staff morale, their technical knowledge level, logistics efficacy, manpower sufficiency (exceeding or short of the optimum), technology or system gaps (if any) etc. A cognizant mindset prompts the aspiring protagonist to decipher situations via apt understanding of the right perspectives.

(3) DILIGENT OBSERVATION (Complementing Step 2)

Protagonist-leaders are keen observers of what is the office ambience, the workflow efficiency and coordination links between segments. For example, an efficacious chief of a corporation housing a large customer base visits the frontline customer service section at random, to observe the attendance flow during peak hours, such as the average waiting time experienced by customers. Likewise, he may randomly check the average queue time experienced by call-in customers before reaching a call service staff. If system reports on customer service are available, he examines them periodically.

(4) PROACT WITH APPROPRIATE STRATEGIES

Hands-on acumen coupled with periscopic insights on the various scenarios enveloping the organisation will pivot appropriate plans for improvements and progress. Proact means implementing measures to:

(a) Diagnose The Present Strengths & Weaknesses Of The Organisation

Already endowed strengths of the organisation can be utilised to propel the new intended drives set by its top management. Inherent weaknesses are aspects needed to resolve for improvement, or to avoid for utlisation. The top management can only be really cognizant of the strengths and weaknesses after conducting an intensive diagnosis.

(b) Stipulate Firmly The Objectives Of The Next Move

This step sets the new targets (revenue, profit, cost controls), timelines (for the objectives to be met), status (overall performance ranking/grade of the organisation in the industry) etc.

(c) Map Out The Pertinent Methods & Execution Of Action Plans

Without structured procedures and processes in place, neither seamless coordination nor smooth execution without hiccups will materialise. The endeavour lists out the vital resources to support the execution, including specific new tasks assigned to subordinates.

(d) Evaluate The Attained Success Levels At Set Timelines

Based on the evaluation at a set timeline, decision is derived whether to continue the action plans (if deemed fruitful) or implement a revision (if not meeting expectations). Leaders who hone a protagonist mindset do not rest on their laurels after scoring a specific achievement. They persist in being cognizant (conscious, aware, observant) of the ongoing environment (like imminent changes) that may impact (positive or negative) their organisation’s performance. They persist to proact their mission for the ongoing years by identifying viable forward strategies.

Protagonists abide the DOME formula faithfully (D = Diagnoise, O = Objectives, M = Methods, E = Evaluation) as part and parcel of their career life.

(5) DEPLOY INTERACTIVE COMMUNICATION

A profound leader displays congenial communication links with subordinates, especially the direct downlines. They discuss subject matters in amiable and amicable manner with subordinates, fostering the spirit of mutuality. The end in mind is to facilitate positive outcomes to both sides. Their communication style projects the following mode:

(a) Clear Articulation

They express clearly their intents supported by precise details. To ensure their subordinates have comprehended the cascaded points, they re-capitulate via a round-up summary especially on the vital aspects.

(b) Encourage 2-Way Communication

Two-way means encouraging feedback from subordinates. Though their style may be amiable and amicable instead of condescending mode, yet profound leaders exude the countenance of firmness in terms of planned directions. Their intent is to convey the impression to their subordinates that “we win together” as a team by jointly adhering to the plans that are co-owned by both parties albeit laid down from the top. Yes, in essence, a formidable team spirit wins for both parties

CONCLUSION

Goading ownself to be a protagonist is no easy feat. It is definitely an onerous trail which necessitates patience, perseverance and resilience throughout the personal pursuit for excellence. Patience, perseverance and resilience will stay on provided founded on devoted commitment to attain self-actualisation. Such a management journey spreads over a length of time, not a quick or short span. A true protagonist-leader continues to be a purveyor too – purveying the prevailing work environment and ambience during his tenure so as to ascertain whether pertinent changes are needed.

I end with some philosophical quotes: * Treat your men as you would your own beloved sons, and they will follow you into the deepest valley (Sun Tzu). * Entrepreneurs understand the importance of being proactive and taking control of their own destiny (Peter Drucker). * Leadership is a choice, not a position (Dr. Steven Covey). * Seek first to understand, then be understood (Dr. Steven Covey). * Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others (Jack Welch). * To lead people, walk behind them (Lao Tzu).