Reflecting… What We, As Leaders, Should Think?

An Expert's View about Business Environment in Germany

Posted on: 9 Apr 2010

In this paper, the practitioner-academic authors highlight the importance of leaders’ taking stock of their actions and events to better or improve their leadership ways, and in most ways, this paper serves as a checklist or more importantly, as a leadership audit sheet.

Referenced as Low Kim Cheng, Patrick and Ang Sik-Liong (2010) Reflecting What we, as leaders, should think? , GLOBALTRADE.net, http://www.globaltrade.net/miniportal/country/Singapore.html Reflecting What we, as leaders, should think? by Prof Dr. Patrick Kim Cheng Low and Ang Sik-Liong Abstract: In this paper, the practitioner-academic authors highlight the importance of leaders taking stock of their actions and events to better or improve their leadership ways, and in most ways, this paper serves as a checklist or more importantly, as a leadership audit sheet. Introduction Activities and events can, in most time, lead us to mere doing and action, and if that is so, this leads us to little thinking and reflection. Paper Aims And Objectives The purpose of this paper is thus to float ideas on what leaders should focus on, think about and reflect upon. As leaders, as things or events unfold, they need to have an overview of things yet knowing what possible outcome(s) they wish to accomplish out of these events and also the effects or consequences of these actions. Leaders Should Be Thinking About 1. Being Open and Effecting Mind Growth Are we open enough? Are we open to new ideas? This is not only for themselves but also for their followers. Leaders should welcome and encourage fresh ideas, and be able to see things from the various perspectives and angles. This is to enable leaders to make right and good decisions for their organizations and people. 1 2. Knowing the Goals (Where Are We Leading Our People to?) Do you know where you are heading? Do you know where you are leading your (organization) people? If this is so, leaders can then align their people s goals (needs) to that of the organization s (nation s). Then leaders can sell be tter to their people. They can also highlight the core benefits of attaining these goals, thus motivating their people further. 3. Creating Sustainable Development Indeed, this is a critical point. How can leaders create and sustain development for their countries and companies or organizations? How can they grow and ensure the success of their organizations? Do you network and increase contacts to helping your business grow or nation develop? 4. Carrying Their People Along With Them Leaders should be able to persuade their people, getting them to follow the leaders in the pursuits of their organization s (nation s) goals. Leaders need to seriously think about how they can be more persuasive and convincing to their followers. 5. Learning And Cultivating Core Values What are some of the values you stand for? Values make up our character and integrity. Decide the values for yourself and what you would stand for. Then, ask What are some of these values for our followers (children) to imbibe? Are these values essential and complete? Can these values enable or sustain our growth? 6. (Continuously) Asking Am I Caring Enough for My People? Leaders need to check on this as, sometimes, ego may slip in. And leader(s) forget the very reason for existence of their leadership, and the causes of the people. 2 Are you growing your people? Are you tapping your people potential? Are you tapping the synergy of your people? Have you considered the team dynamics of your people? Do you give back to your community too? Citing Confucius, Low (2008) speaks of if a gentleman were to go and live among uncivilized peoples, then how could these peoples be crude? His very character and actions will help change them for the better. A gentleman(lady)-leader must do something for the community too. 7. Being Tough And Resilient Are you resilient enough? Are you well prepared to shoulder and soldier on in time(s) of crisis? Is your organization (nation) well-equipped to meet these challenges (crisis)? 8. Capitalizing On Opportunities When things are good and even the economy is doing well, these are the best times for leaders to think about creating opportunities for organizational growth and/or business expansion. To these writers, leaders should also breathe well and, in fact, be in no hurry, reflecting, meditating upon their actions and taking breathing spaces at regular intervals with the view to take stock of things. 9. Doing What They Say And Taking Action You are what you do, habits make you as a person and leader (Tracy, 2005). And examples are critical (Low, 2009; 2006; 2005; 2002; 2002a; Low and Theyagu, 2003). It is monkeys see, monkeys do! People are looking at the leaders action(s); and the latter send a green light or a red light to follow or emulate the leaders. Are you setting the example? Are you being the light or guide to your people? 3 10. Balancing Work With Other Spheres of Life Are you having the right balance in carrying out your leadership role? Are you taking care of your family and relationships with your loved ones too? One s loved ones are also important in one s life. But are we also doing something for them? Do you show enough care for them too? Conclusion The above can be used as a checklist or an audit for leaders to consciously and systematically think about. References Low Kim Cheng, Patrick (2009) Corporate culture and values: Perceptions of corporate leaders of co-operatives in Singapore. VDM-Verlag UK/ USA. Low Kim Cheng, Patrick (2008) Value-based leadership: Leading, the Confucian way , Leadership & organizational management journal, Volume 2008 Issue 3, p. 32 41. Low Kim Cheng, Patrick (2006) Strategic customer management, Caspian Publishing House, Kazakhstan. Low Kim Cheng, P. (2005) Towards a framework & typologies of Singapore corporate cultures Management development journal of Singapore, Vol. 13, No. 1, May 2005, p. 46 - 75. Low Kim Cheng, Patrick (2002), Corporate culture and values: Perception of corporate leaders of co-operatives in Singapore, Ph.D. Thesis, the University of South Australia, Adelaide. Low Kim Cheng, Patrick (2002a) Strategic customer management, BusinesscrAFT Consultancy , Singapore. Low Kim Cheng, Patrick and Theyagu, Daniel (2003) Developing true leadership potential, The Publishing Consultant: Singapore. Tracy, Bran (2005) Million dollar habits, McGraw-Hill: Singapore. 4 About the Authors Prof Dr. Patrick Low Kim Cheng Practitioner-academican. Training-Consultant/ Chartered Marketer Prof Dr Patrick Low Kim Cheng has written eleven books including one of Border?s top 10 (2006, 2002, 2000) Strategic Customer Management & bestseller (2001) The Power of Relationships. His latest books include Successfully Negotiating In Asia, Springer (Out Feb 2010) and Corporate Culture and Values Perceptions of Corpo rate Leaders of Cooperatives in Singapore, VDM-Verlag , Germany (Out May 2009). He has worked in electronics, civil service, banking, trading services, training/consulting business and academia. Researcher of the Year 2004/5 for BCB, KIMEP ( Kazakhstan ), Prof. Dr. Patrick Low has been a human resource professional since the late 1980s. He has work experiences in the Civil Service, electronics, trade and financial industries. He has handled HRD projects/ assignments in all ASEAN countries, Bangladesh , Hong Kong and Sri Lanka . His earlier previous appointment was with a foreign bank as the Senior Training Manager, Management Development (Asia Pacific Region). From 1995 to end 2004, Patrick ran his own consultancy (BusinesscrAFT Consultancy), under taking consultancy work for various companies in the region. The once Visiting Professor, Graduate School of Business, Universiti of Malaya (Jan to Feb 2007), Dr. Low, currently teaching in Universiti Brunei Darussalam, was the Deputy Dean, Postgraduate Studies and Research (2009). The former Associate Dean, Director of Career Services and Chair of the Management and Marketing Department of a University in Kazakhstan (2004 to 2006) focuses on human resource management and behavioral skills training covering areas like leadership, resilience, negotiation/ influencing and behavioral modification. Ang Sik Liong, B. Sc. (Hon. London), M. Phil. (London), MBA has more than 30 years of experience in Petroleum Engineering & Chemistry, Education and Chinese Culture. In business, he had some good experience in transforming and reorganizing a company unit into an effective and efficient outfit towards ISO standard. He also had a sound knowledge of Contract Management and leadership training. In administrative duties, Ang had been a school supervisor and later a Vice-Chairman in a School Management Committee looking after a Chinese School for twelve years. He also spent nineteen years acting as President of Chinese Cultural section in a recreational club in Brunei Darussalam. During his free time, Ang practices and occasionally teaches Tai Chi, Chinese Painting and Chinese Calligraphy. 5
Posted: 09 April 2010

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