In the realm of leadership and decision-making, the ability to think strategically, maintain focus, and prioritise tasks is critical. These qualities form the backbone of effective problem-solving, especially when confronted with complex challenges that demand both emotional and intellectual resilience.
As someone who has spent decades contemplating and writing about the issues directly before me, I have learned the value of confronting problems we can see, understand, and influence. This approach allows us to analyse, take action, and where necessary, implement measures to prevent or mitigate the impact of these issues.
One issue that weighs heavily on my heart is the plight of Palestine. I am deeply saddened by the ongoing struggles faced by Palestinians, and I offer my prayers, recognising that beyond that, I may have little influence. Thus, I must channel my emotions towards other pressing and critical issues where I can make a tangible difference. This is not to suggest that we ignore or sideline the issue of Palestine, but rather that life and management must continue, and our efforts must be directed where they are most effective.
In discussing strategic thinking within political contexts, it is essential to acknowledge our limitations. While I am comfortable engaging in strategic political think tanks, I do not have the desire or ability to be on the front lines of political activism. Moreover, I refuse to indulge in dishonesty, slander, or any form of unethical behavior. I prefer to remain unaffiliated with any political party, as I value my independence, impartiality, and neutrality. I support political parties based on their positive qualities and contributions, rather than blind allegiance.
When it comes to casting a vote or giving charity, I believe in transparency rather than secrecy. This open approach allows for accountability and reinforces the impact of our actions.
My professional experience has ingrained in me the importance of planning and writing before taking action. Without planning, discussions are mere coffee shop chatter lacking the seriousness and effectiveness needed to achieve meaningful goals.
Issues, problems, and targets require solutions. The resources we have, the organisations we belong to, are vehicles towards these solutions. The CEO is the driver, respected as a leader. But whether they are a bus driver determining the route, timing, and destination, or following the company’s directions, they are still our employees. The foundation of our thinking as stakeholders should be clear, we must know what we want, not simply accept what leaders decide for us.
A significant mistake in Malay politics is the tendency to feel inferior to leaders, treating them as superior figures akin to a father figure, while we remain child-like followers. This mindset does not exist in the corporate world. In an AGM, a shareholder even with a small stake can tell the Chairman and CEO to stay quiet if necessary, because they are speaking as a shareholder.
When we adopt an inferior mindset, leaders are prone to following the directions of a privileged 1% while the remaining 99% of stakeholders are left bewildered. This phenomenon is evident in the United States, where millions of citizens sleep under bridges while trillions are spent on wars. We must remember that as stakeholders, we are above the CEO. This mindset should be ingrained, even above the chairman.
In NGOs, we have a structure and rules to follow. Advisors, Presidents, Secretaries, and committee members are to be respected. Many Secretaries may not be well-known figures, but they hold positions of great responsibility and importance within the organisation. Regardless of titles, whether we are ordinary members or titled figures, we are all equal within the organisation, and this equality is crucial for the organisation’s proper functioning.
During my tenure as CEO, many titled individuals under my leadership respected my position, and I respected them as board members, representing the shareholders. I was appointed by the shareholders and was accountable to them and all stakeholders. Even the Chairman, despite being individually powerless, respected this structure.
The late Tengku Tan Sri Rithaudeen, a man of immense stature, royalty, former minister, wealthy, and knowledgeable in law, understood this structure. Despite his accomplishments, he was humble and introduced me to his friends, acknowledging my authority while emphasising his respect for the organisation’s hierarchy.
This is not about arrogance or lack of etiquette. It is about understanding the structure, system, rules, and culture of an organisation. These elements bind us together as a team or a body. Unfortunately, many in politics do not understand this, they speak based on logic alone, without the necessary knowledge and experience, leading to nonsensical debates in Parliament.
Knowledge is vast and limitless, and without it, we are blind. When individuals speak without knowledge, it is often the blind leading the blind, and this ability to influence others is the highest success in politics. Unfortunately, in a democratic system, such individuals sometimes become ministers.
In conclusion, strategic thinking, focus, and prioritisation are not just tools for success, they are essential mindsets for anyone looking to navigate the complexities of leadership, politics, and organisational management. By embracing these principles, we can lead with clarity, purpose, and integrity.
Good writing👍
More sharing of this kind are needed to build better organisations and better Malaysia 🇲🇾