Monday, 1 August 2011
Thursday, 14 July 2011
Drive an Old Volvo
Dr Michael Jeyakumar, community organizer extraordinaire, is an icon of humble service in Sungai Siput. Using the principles of community organizing – the same principles employed by the young Barack Obama in the southside of Chicago – Kumar has given voice to the voiceless and rallied farmers, squatters and the dispossessed to fight for their rights. (He has been arrested many times for his work, most recently during the run-up to the Bersih 2.0 rally).
Dr Jeyakumar leads with minimal power, position or possessions. How do you do that?
One way is to drive an old Volvo. Dr Kumar, a specialist in internal medicine and a member of Parliament, could easily go places with a motorcade or at least a chauffeur-driven limousine. Instead he chooses to arrive at a ceramah in a partially rusted car. His Volvo sends a message, loud and clear, that he does not care about pomp or pageantry. He has no driver. He’s here to serve. He’ll roll up his sleeves, and he’ll do the work himself. The car itself sends other messages: safe, built like a tank, reliable, unstoppable, trustworthy. And that’s how Kumar has been regarded by his constituents.
Upward mobility is the norm in life. Driving a flashy Ferrari – and parking it in front of a ritzy hotel – symbolizes that. In contrast, driving the old Volvo is the radical practice of leadership through downward mobility. It is the belief that, in order to be accorded the rights of leadership, we must first become a servant. If we want respect from people, we must first earn their respect. We do not demand for our personal rights and entitlements; we fight for the rights of others.
How do we drive an old Volvo? Slowly, of course.
Jokes aside, to be honest, I don’t care about driving an actual old Volvo. But I am deeply inspired by Dr Kumar’s underlying philosophy in cultivating a lifestyle of downward mobility. Great leaders do this.
Dato’ Dr. Kim Tan, a Malaysian-born biotechnologist and social entrepreneur who has listed two companies on the stock exchange in London, says: “We can all choose to drive smaller cars, fly economy class or eat in hawker centers, rather than drive luxury cars, fly first class or dine in classy restaurants. At the same time, we should not judge those who live a high lifestyle.” For years Kim Tan drove a Morris Minor until it vaporized in a dust cloud of rust.
The billionaire Warren Buffett, who has pledged to give away 99% of his wealth, drove a 2001 Cadillac DTS for years before auctioning it off for charity.
Here’s how I’m trying to drive an old Volvo, figuratively:
1. I share one car with my wife … instead of both of us driving two cars. It’s more hassle. But sharing a car gives me the excuse and courage to say no to useless meetings (“Sorry, my wife’s needs it”). Plus it’s good for our marriage. We have great conversations during long drives.
2. I bought a home that’s two or three notches less expensive than my peers’. It’s tempting to live in a prestigious neighborhood where rising property prices. But I love my simple home and debt-free life. Our money and time are freed up, so we can venture out and serve in new ways.
3. Cut down on restaurant dining. We invite friends to our home for simple meals. Besides cutting down on money and MSG, we’re able to enjoy meaningful conversations that usually lead to new possibilities.
4. No maids. My wife and I do it all ourselves: cooking, cleaning, washing and parenting. Sometimes we feel tied down and tired out by endless chores. But we’ve learned lots of lessons about life through simple duties. And we have huge respect for maids who do their jobs with excellence.
Now, there’s nothing wrong with owning several cars (whose brand names end with ‘i’) and all that. Please don’t kill me if I overtake you in a Maserati, with a maid in the backseat, as my wife and I head off to the Ritz Carlton for high tea.
So, here’s the question: How will you drive your old Volvo?
Dr Jeyakumar leads with minimal power, position or possessions. How do you do that?
One way is to drive an old Volvo. Dr Kumar, a specialist in internal medicine and a member of Parliament, could easily go places with a motorcade or at least a chauffeur-driven limousine. Instead he chooses to arrive at a ceramah in a partially rusted car. His Volvo sends a message, loud and clear, that he does not care about pomp or pageantry. He has no driver. He’s here to serve. He’ll roll up his sleeves, and he’ll do the work himself. The car itself sends other messages: safe, built like a tank, reliable, unstoppable, trustworthy. And that’s how Kumar has been regarded by his constituents.
Upward mobility is the norm in life. Driving a flashy Ferrari – and parking it in front of a ritzy hotel – symbolizes that. In contrast, driving the old Volvo is the radical practice of leadership through downward mobility. It is the belief that, in order to be accorded the rights of leadership, we must first become a servant. If we want respect from people, we must first earn their respect. We do not demand for our personal rights and entitlements; we fight for the rights of others.
How do we drive an old Volvo? Slowly, of course.
Jokes aside, to be honest, I don’t care about driving an actual old Volvo. But I am deeply inspired by Dr Kumar’s underlying philosophy in cultivating a lifestyle of downward mobility. Great leaders do this.
Dato’ Dr. Kim Tan, a Malaysian-born biotechnologist and social entrepreneur who has listed two companies on the stock exchange in London, says: “We can all choose to drive smaller cars, fly economy class or eat in hawker centers, rather than drive luxury cars, fly first class or dine in classy restaurants. At the same time, we should not judge those who live a high lifestyle.” For years Kim Tan drove a Morris Minor until it vaporized in a dust cloud of rust.
The billionaire Warren Buffett, who has pledged to give away 99% of his wealth, drove a 2001 Cadillac DTS for years before auctioning it off for charity.
Here’s how I’m trying to drive an old Volvo, figuratively:
1. I share one car with my wife … instead of both of us driving two cars. It’s more hassle. But sharing a car gives me the excuse and courage to say no to useless meetings (“Sorry, my wife’s needs it”). Plus it’s good for our marriage. We have great conversations during long drives.
2. I bought a home that’s two or three notches less expensive than my peers’. It’s tempting to live in a prestigious neighborhood where rising property prices. But I love my simple home and debt-free life. Our money and time are freed up, so we can venture out and serve in new ways.
3. Cut down on restaurant dining. We invite friends to our home for simple meals. Besides cutting down on money and MSG, we’re able to enjoy meaningful conversations that usually lead to new possibilities.
4. No maids. My wife and I do it all ourselves: cooking, cleaning, washing and parenting. Sometimes we feel tied down and tired out by endless chores. But we’ve learned lots of lessons about life through simple duties. And we have huge respect for maids who do their jobs with excellence.
Now, there’s nothing wrong with owning several cars (whose brand names end with ‘i’) and all that. Please don’t kill me if I overtake you in a Maserati, with a maid in the backseat, as my wife and I head off to the Ritz Carlton for high tea.
So, here’s the question: How will you drive your old Volvo?
Tuesday, 12 July 2011
The Eagle and the Hen
Once upon a time, an eagle's egg ended up in a barn where a hen was hatching her eggs. Weeks passed. And the little eaglet was hatched with the other chickens. The eagle ran happily on the straw pecking for grain with the other chickens.
But as time passed, the eaglet felt the urge to fly. "When will you teach me how to fly?" it said to its mother, the hen.
The mother hen knew she couldn't fly and did not know how to teach the young eagle in the art of flight. But she was too ashamed. "Not yet, my child. I will teach you when you are ready," she said.
Months passed. The eagle by now figured out that the mother didn't know how to fly. And though the eagle wanted to fly, it could not get itself to break loose and fly on its own. Its deepest instinct to soar high had become confused with the gratitude it felt toward the mother bird that hatched it.
This story is told by a spiritual guru Antony de Mello.
This is a chilling story. There are so many ways we can hinder ourselves, or hinder others, out of good intent.
We hinder ourselves when we do not listen to our deepest desires. We tell ourselves, "I should be grateful for this or that." We settle for less. We stay stuck to the ground when we should be flying.
We can also do this to others. As a parent I am aware that one day I might be tempted to hold back my son from fulfilling his potential because I want him too much for myself.
When I was eighteen, I can still see my parents waving goodbye tearfully at the airport as I walked through the security gates to board the plane that would fly me to America. I left home that day. Yes, I returned to Malaysia, and I often returned to visit my parents, but I had left home. I am amazed by their ability to let me go. I admire and love my parents because they did not hinder my desire to fly.
This story also makes me think of my country, Malaysia. The government has enforced a bunch of laws and policies that essentially says that we are not yet ready. Not yet ready for free speech. Not yet ready for full equality. Not yet ready for a level playing ground. My country tells me, "I will teach you how to fly when you are ready, but not yet. Meanwhile, learn to be grateful for how I have taken care of you."
I am a big believer of gratitude. Let us be grateful for our family, our mothers and fathers, and for daily blessings.
But this story of the hen and the baby eagle reveals to me the dark side of gratitude -- especially when it smothers our heart's deepest desires.
But as time passed, the eaglet felt the urge to fly. "When will you teach me how to fly?" it said to its mother, the hen.
The mother hen knew she couldn't fly and did not know how to teach the young eagle in the art of flight. But she was too ashamed. "Not yet, my child. I will teach you when you are ready," she said.
Months passed. The eagle by now figured out that the mother didn't know how to fly. And though the eagle wanted to fly, it could not get itself to break loose and fly on its own. Its deepest instinct to soar high had become confused with the gratitude it felt toward the mother bird that hatched it.
This story is told by a spiritual guru Antony de Mello.
This is a chilling story. There are so many ways we can hinder ourselves, or hinder others, out of good intent.
We hinder ourselves when we do not listen to our deepest desires. We tell ourselves, "I should be grateful for this or that." We settle for less. We stay stuck to the ground when we should be flying.
We can also do this to others. As a parent I am aware that one day I might be tempted to hold back my son from fulfilling his potential because I want him too much for myself.
When I was eighteen, I can still see my parents waving goodbye tearfully at the airport as I walked through the security gates to board the plane that would fly me to America. I left home that day. Yes, I returned to Malaysia, and I often returned to visit my parents, but I had left home. I am amazed by their ability to let me go. I admire and love my parents because they did not hinder my desire to fly.
This story also makes me think of my country, Malaysia. The government has enforced a bunch of laws and policies that essentially says that we are not yet ready. Not yet ready for free speech. Not yet ready for full equality. Not yet ready for a level playing ground. My country tells me, "I will teach you how to fly when you are ready, but not yet. Meanwhile, learn to be grateful for how I have taken care of you."
I am a big believer of gratitude. Let us be grateful for our family, our mothers and fathers, and for daily blessings.
But this story of the hen and the baby eagle reveals to me the dark side of gratitude -- especially when it smothers our heart's deepest desires.
Wednesday, 6 July 2011
Who will you relate to today?
Earlier, I posed a dilemma: could my world-famous mentor be wrong?
He once said: "Who you relate to is more important than what you do."
But the opposite sounds just as good. What you do is more important than who you relate to.
For instance, when we introduce ourselves to a stranger, we ask, "And what do you do?" Nobody ever asks, "Hi, who do you relate to?" That's weird.
We also spend most of our time thinking of what we do. "What do I do now?" we ask ourselves when we're stuck. Our jobs, career and livelihood revolve around what we do. We don't spend much time thinking about who we relate to.
Furthermore, action matters. "All the best leadership theories are worth nothing without execution," Salleh Tabrani, a top airline executive once told me in an interview. Our actions -- what we do -- give us credibility and identity.
All that is good commonsense.
But Prof. James Houston, my mentor and founder of a renown graduate school of theology, is remarkable for his counterintuitive commonsense.
The quality of our relationships, and the people we relate with, may be more important than the actions and accomplishments we achieve. This dynamic gets more and more important the older we grow and the higher up in leadership we rise.
We've seen Type A managers who work like crazy trying to get things done without caring about people. They may climb the lower rungs doing this, for sure. But it comes at a cost. These managers are usually stressed out, and they stress others out. More importantly, when they rise to the top, their inability to relate with people cripples their ability to get things done.
Ultimately, it's our relationships, not our jobs, that give us our greatest identity. What we do matters a lot, obviously. But one day, when we grow old, what we do will diminish. We retire from work. Our bodies grow frail. At some point we have no choice but to stop defining ourselves by what we do.
That's when it becomes absolutely crucial that we've spent the bulk of our lives focusing on who we relate to.
I see this in Dr Houston's life. In his old age, I see that he is regarded as a mentor and a wise one because of the quality of his relationships, and the people who seek him out, and the people whom he seeks out. His life is rich, full and deep ... thanks to all the relationships he has cultivated intentionally over the years.
In your workplace today: are you mostly preoccupied with all the things you have to do? Or will you rewire your brain to focus on the people you will relate with today?
He once said: "Who you relate to is more important than what you do."
But the opposite sounds just as good. What you do is more important than who you relate to.
For instance, when we introduce ourselves to a stranger, we ask, "And what do you do?" Nobody ever asks, "Hi, who do you relate to?" That's weird.
We also spend most of our time thinking of what we do. "What do I do now?" we ask ourselves when we're stuck. Our jobs, career and livelihood revolve around what we do. We don't spend much time thinking about who we relate to.
Furthermore, action matters. "All the best leadership theories are worth nothing without execution," Salleh Tabrani, a top airline executive once told me in an interview. Our actions -- what we do -- give us credibility and identity.
All that is good commonsense.
But Prof. James Houston, my mentor and founder of a renown graduate school of theology, is remarkable for his counterintuitive commonsense.
The quality of our relationships, and the people we relate with, may be more important than the actions and accomplishments we achieve. This dynamic gets more and more important the older we grow and the higher up in leadership we rise.
We've seen Type A managers who work like crazy trying to get things done without caring about people. They may climb the lower rungs doing this, for sure. But it comes at a cost. These managers are usually stressed out, and they stress others out. More importantly, when they rise to the top, their inability to relate with people cripples their ability to get things done.
Ultimately, it's our relationships, not our jobs, that give us our greatest identity. What we do matters a lot, obviously. But one day, when we grow old, what we do will diminish. We retire from work. Our bodies grow frail. At some point we have no choice but to stop defining ourselves by what we do.
That's when it becomes absolutely crucial that we've spent the bulk of our lives focusing on who we relate to.
I see this in Dr Houston's life. In his old age, I see that he is regarded as a mentor and a wise one because of the quality of his relationships, and the people who seek him out, and the people whom he seeks out. His life is rich, full and deep ... thanks to all the relationships he has cultivated intentionally over the years.
In your workplace today: are you mostly preoccupied with all the things you have to do? Or will you rewire your brain to focus on the people you will relate with today?
Tuesday, 5 July 2011
Could my mentor be wrong?
"Who you relate to is more important than what you do."
James M. Houston, a former Oxford professor who founded a world-famous theological institution, wrote this. He's now in his late-80s. But his mind is as sharp as ever. Leaders from all over the world seek his counsel and wisdom. He's a mentor's mentor. He's also well-known for uttering profound epithets -- such as the one above.
I sought him out as my mentor years ago. He lived in Vancouver. Early in the morning, I'd pedal my mountain bike, up and down seven hills, to reach his house overlooking the gorgeous sea. We'd walk together for 45 minutes. I'd ask him questions, and he'd respond. He's one of the wisest people I've ever known.
But what if Houston is wrong on this count?
Let's flip the thing around: What you do is more important than who you relate to.
That sounds pretty good, too, doesn't it?
What do you think? Which statement holds more truth especially in your current workplace?
And does it matter?
James M. Houston, a former Oxford professor who founded a world-famous theological institution, wrote this. He's now in his late-80s. But his mind is as sharp as ever. Leaders from all over the world seek his counsel and wisdom. He's a mentor's mentor. He's also well-known for uttering profound epithets -- such as the one above.
I sought him out as my mentor years ago. He lived in Vancouver. Early in the morning, I'd pedal my mountain bike, up and down seven hills, to reach his house overlooking the gorgeous sea. We'd walk together for 45 minutes. I'd ask him questions, and he'd respond. He's one of the wisest people I've ever known.
But what if Houston is wrong on this count?
Let's flip the thing around: What you do is more important than who you relate to.
That sounds pretty good, too, doesn't it?
What do you think? Which statement holds more truth especially in your current workplace?
And does it matter?
Monday, 20 June 2011
One Thing You Must Do to Survive (and Thrive) When You're Really Stuck
Last week I told you about how Angela, a news anchorwoman in Hong Kong, faced a no-win situation.
Her boss wanted her to charge companies hefty ad fees for featuring the companies on her TV show. That appeared to be a highly unethical move for a top journalist such as Angela. Should she draw the line (and risk killing her meteoric career) or should she kow tow to the boss (and kill her credibility)?
Amazingly enough, Angela did neither. She proposed that companies featured on her current show would be asked to provide sponsorship for the next company that would appear next. She came out with a win-win-win solution.
Her boss was pleased with the additional revenues; Angela was given a free hand to uphold journalistic integrity; and the companies were motivated to ensure their hefty sponsorship dollars were spent on deserving companies -- which created a virtuous spiral.
Brilliant, huh?
Leadership gurus such as Roger Martin, author of the Opposable Mind, offer decision-making tools to help us raise our thinking to a higher level. Roger's power tip: "Whenever you face a decision between two options, don't think that your job is to choose; think that your job is to create a better option."
But here's the thing. Angela didn't know about Roger Martin's work. She didn't turn to McKinsey or BCG either.
And Angela insists that she didn't use her wits. In fact, she was at wits' end. She had really wanted to quit.
So what did Angela do -- when pushed to sheer desperation, and forced to make an important decision?
She prayed. That is the singular and most important thing she did throughout her crisis, as Angela tells me. She is completely unapologetic about it.
Most people I know divorce religion from work. But in my research on extraordinary leaders in Malaysia, I've discovered that most extraordinary leaders possess a deep faith in God -- and they bring their faith to work. Here are three examples:
a) Idris Jala, who successfully turned around a failing airline, told McKinsey in an interview that one of his six leadership principles is a deep belief in divine intervention. Idris' principle, stated simply, says that we are not in control of life. Only God is in control. So we'd better pray!
b) Tan Sri Jemilah Mahmood, the founder of MERCY Malaysia, told me that prayer connects her with God and deepens her awareness of God's love. This awareness, that she is deeply held by God, has sustained her in her dangerous work of saving lives in Iraq, Iran, Sudan, Aceh and North Korea.
c) Phua Seng Tiong, a former Tokoh Guru and Pengetua Cemerlang, told me that he prays every time he talks to a student or a teacher. He attributes prayer and his relationship with God as the secret to his success in transforming bottom-ranked SMK Jinjang high school into an academic powerhouse.
So what did Angela pray about -- and what are some tips we can learn from her on how to seek divine intervention?
1. Pray for your people. In the midst of the crisis, Angela continued praying for her TV viewers, her staff, and even her boss. Angela had a deep trust that God loves and cares for His people.
2. Turn to the Sacred Texts for inspiration. Angela, who's a Christian, read her Bible an hour everyday before being plunged into the crazy vortex of work. Meditating on the Bible anchored her. Everyday, she's reminded that she's safe in God's care.
3. Ask God for help. Specifically, Angela asked for God's Spirit to raise her spirit to a higher level. Her prayer protected her from self-pity, misery and anger -- especially toward her abrasive boss. Instead of discouragement, she focused on courage.
4. Keep on going. Praying isn't passive. Angela persisted in using her wits to find solutions and persuade clients to give sponsorships and encourage her staff. She didn't do nothing because God was doing everything. Instead she saw herself as God's active coworker and partner.
Here's one of her prayers to Lord Jesus Christ which she shared with me: "Lord, thank you for letting me know that I am your child -- a child of God. I'm sorry that I complain and felt like giving in to pressure and wanting to quit. In my weakness you show me your strength. I dare not think of anything profound or lofty. I am like a weaned child in a mother's arms -- no panic and anxiety. Through these challenges, you have led me into close encounter with you."
Are you struck by how Angela, who dare not think of anything profound or lofty, ended up coming up with a brilliant business decision?
Do you believe prayer really makes a difference in how she leads her life and leads others?
One thing i know: I am simply amazed by how this highly successful news anchor -- who has thrived in Hong Kong's dog-eat-dog media world -- finds herself so utterly dependent on divine providence. Angela's a rare gem!
Her boss wanted her to charge companies hefty ad fees for featuring the companies on her TV show. That appeared to be a highly unethical move for a top journalist such as Angela. Should she draw the line (and risk killing her meteoric career) or should she kow tow to the boss (and kill her credibility)?
Amazingly enough, Angela did neither. She proposed that companies featured on her current show would be asked to provide sponsorship for the next company that would appear next. She came out with a win-win-win solution.
Her boss was pleased with the additional revenues; Angela was given a free hand to uphold journalistic integrity; and the companies were motivated to ensure their hefty sponsorship dollars were spent on deserving companies -- which created a virtuous spiral.
Brilliant, huh?
Leadership gurus such as Roger Martin, author of the Opposable Mind, offer decision-making tools to help us raise our thinking to a higher level. Roger's power tip: "Whenever you face a decision between two options, don't think that your job is to choose; think that your job is to create a better option."
But here's the thing. Angela didn't know about Roger Martin's work. She didn't turn to McKinsey or BCG either.
And Angela insists that she didn't use her wits. In fact, she was at wits' end. She had really wanted to quit.
So what did Angela do -- when pushed to sheer desperation, and forced to make an important decision?
She prayed. That is the singular and most important thing she did throughout her crisis, as Angela tells me. She is completely unapologetic about it.
Most people I know divorce religion from work. But in my research on extraordinary leaders in Malaysia, I've discovered that most extraordinary leaders possess a deep faith in God -- and they bring their faith to work. Here are three examples:
a) Idris Jala, who successfully turned around a failing airline, told McKinsey in an interview that one of his six leadership principles is a deep belief in divine intervention. Idris' principle, stated simply, says that we are not in control of life. Only God is in control. So we'd better pray!
b) Tan Sri Jemilah Mahmood, the founder of MERCY Malaysia, told me that prayer connects her with God and deepens her awareness of God's love. This awareness, that she is deeply held by God, has sustained her in her dangerous work of saving lives in Iraq, Iran, Sudan, Aceh and North Korea.
c) Phua Seng Tiong, a former Tokoh Guru and Pengetua Cemerlang, told me that he prays every time he talks to a student or a teacher. He attributes prayer and his relationship with God as the secret to his success in transforming bottom-ranked SMK Jinjang high school into an academic powerhouse.
So what did Angela pray about -- and what are some tips we can learn from her on how to seek divine intervention?
1. Pray for your people. In the midst of the crisis, Angela continued praying for her TV viewers, her staff, and even her boss. Angela had a deep trust that God loves and cares for His people.
2. Turn to the Sacred Texts for inspiration. Angela, who's a Christian, read her Bible an hour everyday before being plunged into the crazy vortex of work. Meditating on the Bible anchored her. Everyday, she's reminded that she's safe in God's care.
3. Ask God for help. Specifically, Angela asked for God's Spirit to raise her spirit to a higher level. Her prayer protected her from self-pity, misery and anger -- especially toward her abrasive boss. Instead of discouragement, she focused on courage.
4. Keep on going. Praying isn't passive. Angela persisted in using her wits to find solutions and persuade clients to give sponsorships and encourage her staff. She didn't do nothing because God was doing everything. Instead she saw herself as God's active coworker and partner.
Here's one of her prayers to Lord Jesus Christ which she shared with me: "Lord, thank you for letting me know that I am your child -- a child of God. I'm sorry that I complain and felt like giving in to pressure and wanting to quit. In my weakness you show me your strength. I dare not think of anything profound or lofty. I am like a weaned child in a mother's arms -- no panic and anxiety. Through these challenges, you have led me into close encounter with you."
Are you struck by how Angela, who dare not think of anything profound or lofty, ended up coming up with a brilliant business decision?
Do you believe prayer really makes a difference in how she leads her life and leads others?
One thing i know: I am simply amazed by how this highly successful news anchor -- who has thrived in Hong Kong's dog-eat-dog media world -- finds herself so utterly dependent on divine providence. Angela's a rare gem!
Thursday, 16 June 2011
In a do-or-die situation with your boss, what should you do?
Angela, a former beauty queen and anchorwoman, was in a terrible fix. Should see obey her boss or stand up against him?
Click here to learn more about Angela's dilemma before you read on.
Quick recap. Angela's boss, the company chairman, has demanded Angela to charge companies top advertising dollars whenever she interviews the CEOs who appear as guests on her TV show. The ad dollars would turn her program into a revenue generating machine. The media company would be back in the black. And Angela's division would get a huge bonus which she can parcel out as she wishes (wink-wink).
Should Angela fight for journalistic ethics (and kill her career) or should she charge her guests ad dollars (and kill her credibility)?
Three days later, Angela bolted straight up in bed. Lightbulb moment! She realized she could do both.
Next morning, she marched up to the chairman's office.
"Let's ask the CEOs of each company to sponsor the next company that would be featured on my show," she said. "This way, the companies wouldn't be paying ad money to appear. And I am still free to choose which company I want to interview regardless of whether they pay for ads. We can create a virtuous cycle for making money."
That aroused the curiosity of her boss, who cared only for the bottom line. "Please explain," he said.
"Imagine you're CEO of a steel factory. You'd feel insulted if I were to ask you to pay advertising dollars just to appear on my show. Whereas you'd be delighted to come to my show if I invited you to talk about, say, corporate excellence in the steel industry. And you'd be even more flattered if you learned that a previous company has offered to sponsor the cost of your appearance on this show," Angela explained.
Then Angela would explain that one condition for appearing on her show would be for the CEO to sponsor the next company. Bing bada boom.
When Angela told me her solution over dinner, I was blown away. It was brilliant. Angela was now free to choose the best companies to appear on her show because the previous guest-CEOs would want to ensure that their sponsorship dollars were spent on deserving companies.
Roger Martin, a leadership professor, says that integrative leaders "have the predisposition and the capacity to hold in their heads two opposing ideas at once. And then, without panicking or simply settling for one alternative or the other, they're able to creatively resolve the tension between those two ideas by generating a new one that contains elements of the others but is superior to both."
Angela is an integrative thinker. Are you? Do share with me any personal examples or stories of how people were able to solve a no-win issue through integrative thinking.
And come back tomorrow to learn five great tips from Angela on how she took her soul to work during this crisis.
Click here to learn more about Angela's dilemma before you read on.
Quick recap. Angela's boss, the company chairman, has demanded Angela to charge companies top advertising dollars whenever she interviews the CEOs who appear as guests on her TV show. The ad dollars would turn her program into a revenue generating machine. The media company would be back in the black. And Angela's division would get a huge bonus which she can parcel out as she wishes (wink-wink).
Should Angela fight for journalistic ethics (and kill her career) or should she charge her guests ad dollars (and kill her credibility)?
Three days later, Angela bolted straight up in bed. Lightbulb moment! She realized she could do both.
Next morning, she marched up to the chairman's office.
"Let's ask the CEOs of each company to sponsor the next company that would be featured on my show," she said. "This way, the companies wouldn't be paying ad money to appear. And I am still free to choose which company I want to interview regardless of whether they pay for ads. We can create a virtuous cycle for making money."
That aroused the curiosity of her boss, who cared only for the bottom line. "Please explain," he said.
"Imagine you're CEO of a steel factory. You'd feel insulted if I were to ask you to pay advertising dollars just to appear on my show. Whereas you'd be delighted to come to my show if I invited you to talk about, say, corporate excellence in the steel industry. And you'd be even more flattered if you learned that a previous company has offered to sponsor the cost of your appearance on this show," Angela explained.
Then Angela would explain that one condition for appearing on her show would be for the CEO to sponsor the next company. Bing bada boom.
When Angela told me her solution over dinner, I was blown away. It was brilliant. Angela was now free to choose the best companies to appear on her show because the previous guest-CEOs would want to ensure that their sponsorship dollars were spent on deserving companies.
Roger Martin, a leadership professor, says that integrative leaders "have the predisposition and the capacity to hold in their heads two opposing ideas at once. And then, without panicking or simply settling for one alternative or the other, they're able to creatively resolve the tension between those two ideas by generating a new one that contains elements of the others but is superior to both."
Angela is an integrative thinker. Are you? Do share with me any personal examples or stories of how people were able to solve a no-win issue through integrative thinking.
And come back tomorrow to learn five great tips from Angela on how she took her soul to work during this crisis.
Wednesday, 15 June 2011
Do I stand up and defy my boss or do I keel over and die?
Last week, my wife and I had dinner with a TV anchorwoman from Hong Kong. Let's call her Angela.
Angela trained in journalism at one of the top J-schools in the US. Her fierce ambition led her to win a HK beauty pageant, work at CNN and she eventually landed a plum job as anchor and lead reporter of a widely-watched weekly financial show -- which featured CEOs from Hong Kong and China.
Then came the phone call.
"I've been eyeing you," the company chairman said. "I'm putting you in charge of marketing, production and editorial. Plus, you can still anchor that show. And I'm giving you a raise, of couse."
Angela was blown away by the extraordinary favor. The chairman from China had just taken over the top spot. It was almost too good to be true. And it was.
"The company's been bleeding money for years," he growled. "When you host your show, I want you to charge the companies advertising fees for appearing on your show. If four CEOs show up in your show, you'll be making big bucks. You'll save the company. And your division will get a huge bonus -- it's up to you how to distribute it. What do you think?"
That night Angela couldn't sleep. It was simply appalling that the chairman was trying to destroy journalistic integrity. He was basically enlisting her to destroy the invisible wall between editorial and advertising. All the credibility and viewer trust would be gone -- in a second. No right-minded journalist would allow this to happen on her watch!
At the same time, Angela felt the chairman had a point. Media companies in Hong Kong were all bleeding. If nothing was done she'd be out of a job one day. It was a slow and inevitable death. And why should prissy journalists stand above the fray of hard choices in business?
Angela felt trapped between a rock and a hard place. She considered her responses:
a) Quit. After all she's not hard up for money. And yet she felt called to her job - to make a difference in her viewers' lives by providing sound financial advice
b) Give in. It's only a job. And she would be given so much power that she could make a difference in other ways. What's so bad about asking companies to pay to appear on TV?
c) Protest and hope for the best. Boy, she wanted to do that real bad. But that would just offend the chairman. Plus she had no other better alternative. So how?
What would you do?
I'll tell you more about Angela's response in the next post.
Angela trained in journalism at one of the top J-schools in the US. Her fierce ambition led her to win a HK beauty pageant, work at CNN and she eventually landed a plum job as anchor and lead reporter of a widely-watched weekly financial show -- which featured CEOs from Hong Kong and China.
Then came the phone call.
"I've been eyeing you," the company chairman said. "I'm putting you in charge of marketing, production and editorial. Plus, you can still anchor that show. And I'm giving you a raise, of couse."
Angela was blown away by the extraordinary favor. The chairman from China had just taken over the top spot. It was almost too good to be true. And it was.
"The company's been bleeding money for years," he growled. "When you host your show, I want you to charge the companies advertising fees for appearing on your show. If four CEOs show up in your show, you'll be making big bucks. You'll save the company. And your division will get a huge bonus -- it's up to you how to distribute it. What do you think?"
That night Angela couldn't sleep. It was simply appalling that the chairman was trying to destroy journalistic integrity. He was basically enlisting her to destroy the invisible wall between editorial and advertising. All the credibility and viewer trust would be gone -- in a second. No right-minded journalist would allow this to happen on her watch!
At the same time, Angela felt the chairman had a point. Media companies in Hong Kong were all bleeding. If nothing was done she'd be out of a job one day. It was a slow and inevitable death. And why should prissy journalists stand above the fray of hard choices in business?
Angela felt trapped between a rock and a hard place. She considered her responses:
a) Quit. After all she's not hard up for money. And yet she felt called to her job - to make a difference in her viewers' lives by providing sound financial advice
b) Give in. It's only a job. And she would be given so much power that she could make a difference in other ways. What's so bad about asking companies to pay to appear on TV?
c) Protest and hope for the best. Boy, she wanted to do that real bad. But that would just offend the chairman. Plus she had no other better alternative. So how?
What would you do?
I'll tell you more about Angela's response in the next post.
Sunday, 12 June 2011
Should I drink three glasses of water before buying a house?
Pop quiz. You are about to buy a house. Will you make a better decision on an empty or full bladder?
While you're busy figuring that one out, here are five latest scientific insights on how you make decisions:
1. Your ability to make decisions is is a muscle. It can be worn out from over use.
2. When you lack sleep, you become too optimistic while making decisions.
3. What you touch with your hands at that moment will affect how you make decisions.
4. Trivial things have a huge influence on how you make decisions.
5. You aren't really self-aware while making decisions. You're just good at rationalizing decisions that have been made.
Read more at Intelligent Life.
You may not agree with everything said in it -- I don't either -- but it's fascinating.
p.s. Scientists say you make better decisions when your bladder is ... full. OK, please excuse me while I go drink my third glass of water.
While you're busy figuring that one out, here are five latest scientific insights on how you make decisions:
1. Your ability to make decisions is is a muscle. It can be worn out from over use.
2. When you lack sleep, you become too optimistic while making decisions.
3. What you touch with your hands at that moment will affect how you make decisions.
4. Trivial things have a huge influence on how you make decisions.
5. You aren't really self-aware while making decisions. You're just good at rationalizing decisions that have been made.
Read more at Intelligent Life.
You may not agree with everything said in it -- I don't either -- but it's fascinating.
p.s. Scientists say you make better decisions when your bladder is ... full. OK, please excuse me while I go drink my third glass of water.
Thursday, 9 June 2011
The mystery of Gandhi's lost sandal
One day, Gandhi ran to catch a train. As he clambered aboard the last coach, he noticed he was wearing only one sandal. The other sandal had been left behind on the platform. The train was gathering speed.
If you were Gandhi, what would you do? Think of answer before reading on.
I’ve told this story to hundreds of people. People usually respond in one of three ways:
a) The risk takers try to retrieve the sandal. "I've got to get my sandal back!"
b) The risk averse resign themselves to getting a new pair. "Oh well. That's life."
c) Other people are paralyzed. They're still thinking of what to do hours later.
Everyday, we face mini-dilemmas like Gandhi's lost sandal. Should I reply to the email or should I wait? Do I shout back or do I keep quiet? Do I do this or that? Quite often, we respond in one of those three ways.
Is there a better way to respond? And what did Gandhi do?
He threw his other sandal on the platform.
In that simple action, Gandhi demonstrated his extraordinary ability to think on his, errr, feet.
So when we face mini-dilemmas, here are three great tips on how to think like Gandhi:
1. Think practical. Don't philosophize. The train is leaving. So use your common sense.
2. Think speed. Gandhi demonstrated phenomenal speed to the point of intuition. This takes a lifetime of practice.
3. Think greater good. Make a decision that benefits more people, rather than just yourself.
What else struck you about Gandhi's extraordinary little gesture? Write your comments below.
If you were Gandhi, what would you do? Think of answer before reading on.
I’ve told this story to hundreds of people. People usually respond in one of three ways:
a) The risk takers try to retrieve the sandal. "I've got to get my sandal back!"
b) The risk averse resign themselves to getting a new pair. "Oh well. That's life."
c) Other people are paralyzed. They're still thinking of what to do hours later.
Everyday, we face mini-dilemmas like Gandhi's lost sandal. Should I reply to the email or should I wait? Do I shout back or do I keep quiet? Do I do this or that? Quite often, we respond in one of those three ways.
Is there a better way to respond? And what did Gandhi do?
He threw his other sandal on the platform.
In that simple action, Gandhi demonstrated his extraordinary ability to think on his, errr, feet.
So when we face mini-dilemmas, here are three great tips on how to think like Gandhi:
1. Think practical. Don't philosophize. The train is leaving. So use your common sense.
2. Think speed. Gandhi demonstrated phenomenal speed to the point of intuition. This takes a lifetime of practice.
3. Think greater good. Make a decision that benefits more people, rather than just yourself.
What else struck you about Gandhi's extraordinary little gesture? Write your comments below.
Wednesday, 8 June 2011
What would you do if you lost your shoe? What would Gandhi do?
One day, Gandhi ran to catch a train. As he clambered aboard the last coach, he noticed he was wearing only one sandal. The other sandal had been left behind on the platform. The train was gathering speed. If you were Gandhi, what would you do?
Pause for a moment here to quickly consider your next course of action.
Would you run after the lost sandal ... and risk being left behind by the train? Or would you remain where you are and resign yourself to buying a new pair?
Or would you think of other solutions ... but what is it? (Be quick. The train's not going to wait for you to come up with the perfect solution. Hurry.)
Come back in two days' time to learn what Gandhi did.
Pause for a moment here to quickly consider your next course of action.
Would you run after the lost sandal ... and risk being left behind by the train? Or would you remain where you are and resign yourself to buying a new pair?
Or would you think of other solutions ... but what is it? (Be quick. The train's not going to wait for you to come up with the perfect solution. Hurry.)
Come back in two days' time to learn what Gandhi did.
Thursday, 2 June 2011
Five lessons on how to work with love
1. Do what you love... and don't settle for less. Don't just work for money or survival. Find something you love doing. When you do what you love, you'll be so fired up by it that you'll be an extraordinary contribution no matter where you go. To work at Pixar, you have to love telling stories. What do you love doing at your current job?
2. Love what you do... while you look for what you love doing. There's no ideal job. Every job has a certain percentage of shit-shoveling. So, in the words of Mother Teresa, do small things with great love. Pour your love and heart out on humble tasks - like washing dishes, doing the laundry, writing that memo for your boss.
3. Tell someone at work: "I love you." Okay, wait! Before you do this... If you think you'll be sued or hauled before the Risk Management Committee, try this instead. From the bottom of your heart, tell a colleague, "I value your friendship." Or declare to your coworker at the completion of a project, "Dude, you're fabulous." And watch their faces light up.
4. Always respond with love. Love is not merely about romance. Love is tough. "Love," says 1st century philosopher Paul of Tarsus, "never gives up, always trusts, always hopes, and always endures." Key word: always. So make a decision today that you will never betray, manipulate or write anyone off. Remember this decision when you face bad bosses or backstabbing colleagues.
5. Accept being loved. Last week, I met my mentor and co-author, Paul Stevens. He'd flown from Canada to Singapore, and from Singapore to Kuala Lumpur, just to see me and my wife. For one day. And he insisted on paying for lunch. And he hugged us when we said goodbye. "I love you," he said. I felt deeply accepted. Paul's powerful words of affirmation made me strong and gave me courage to keep on writing.
2. Love what you do... while you look for what you love doing. There's no ideal job. Every job has a certain percentage of shit-shoveling. So, in the words of Mother Teresa, do small things with great love. Pour your love and heart out on humble tasks - like washing dishes, doing the laundry, writing that memo for your boss.
3. Tell someone at work: "I love you." Okay, wait! Before you do this... If you think you'll be sued or hauled before the Risk Management Committee, try this instead. From the bottom of your heart, tell a colleague, "I value your friendship." Or declare to your coworker at the completion of a project, "Dude, you're fabulous." And watch their faces light up.
4. Always respond with love. Love is not merely about romance. Love is tough. "Love," says 1st century philosopher Paul of Tarsus, "never gives up, always trusts, always hopes, and always endures." Key word: always. So make a decision today that you will never betray, manipulate or write anyone off. Remember this decision when you face bad bosses or backstabbing colleagues.
5. Accept being loved. Last week, I met my mentor and co-author, Paul Stevens. He'd flown from Canada to Singapore, and from Singapore to Kuala Lumpur, just to see me and my wife. For one day. And he insisted on paying for lunch. And he hugged us when we said goodbye. "I love you," he said. I felt deeply accepted. Paul's powerful words of affirmation made me strong and gave me courage to keep on writing.
Wednesday, 1 June 2011
How Love Transformed Pixar into a Seven-Billion Dollar Company
"What has love got to do with work?" Hansen, the TV host, asked me during The Breakfast Show televised live yesterday. "How can love exist in a dog-eat-dog world?"
If we had more time on the show, I'd have told Hansen about how love thrives at Pixar.
Unless you live under a coconut husk, you'll know that Pixar is the world's greatest animation company, maybe the world's greatest company, period. They've produced hits such as Toy Story, Finding Nemo, Wall-E, Cars and Ratatouille (my favorite). In 1986 it was valued at US$10 million. Twenty years later, Disney bought Pixar for US$7.4 billion.
John Lasseter is the founder-CEO. Here's how he congratulated his young and talented staff for completing Cars 2: "You're the most talented group of animators I've ever worked with. You guys are remarkable and I'm so thankful you're here at Pixar. Thank you for one of the greatest experiences in my life and I love you all..."
You guys are remarkable. And I love you all. Wouldn't you want to work for John? I would. I would give my all for John.
John genuinely liked his staff. He has deep affection for them. He meant his words from the bottom of his heart. John's love for his work, and his love for his people, has made Pixar into a world-class company that produces the best movies -- which, when you think about it, is all about how love triumphs over adversity.
Love has everything to do with work. If you work with love -- for God and for others -- you will thrive. Like Pixar.
If we had more time on the show, I'd have told Hansen about how love thrives at Pixar.
Unless you live under a coconut husk, you'll know that Pixar is the world's greatest animation company, maybe the world's greatest company, period. They've produced hits such as Toy Story, Finding Nemo, Wall-E, Cars and Ratatouille (my favorite). In 1986 it was valued at US$10 million. Twenty years later, Disney bought Pixar for US$7.4 billion.
John Lasseter is the founder-CEO. Here's how he congratulated his young and talented staff for completing Cars 2: "You're the most talented group of animators I've ever worked with. You guys are remarkable and I'm so thankful you're here at Pixar. Thank you for one of the greatest experiences in my life and I love you all..."
You guys are remarkable. And I love you all. Wouldn't you want to work for John? I would. I would give my all for John.
John genuinely liked his staff. He has deep affection for them. He meant his words from the bottom of his heart. John's love for his work, and his love for his people, has made Pixar into a world-class company that produces the best movies -- which, when you think about it, is all about how love triumphs over adversity.
Love has everything to do with work. If you work with love -- for God and for others -- you will thrive. Like Pixar.
Tuesday, 31 May 2011
How to murder procrastination. Pull that trigger!
Is your bedroom like an archeological dig? Are you putting off writing that long overdue report? Are you struggling to get work done because you can't stop checking Facebook? It's tough to take your soul to work when you find yourself procrastinating like crazy. What to do?
Create an action trigger. Here's how it worked for me today.
Early this morning, after I conducted a TV interview at NTV7's "The Breakfast Show," I knew I had something important to complete: the final chapter of my upcoming book on extraordinary leadership.
But here's the problem. At 10am, I'd just spent twenty minutes under the studio's bright lights being interviewed by my telegenic hosts, Hansen and Jo, who dazzled me with their big smiles. Two hours later, the adrenaline was still coursing through my blood veins. I'm pumped. I want to talk some more. I want to go shopping (even though I hate shopping). I want to meet people. The last thing I want to do is lock myself up in a room to write my book.
As I was driving to my office to write, I found myself thinking. "Gee, Alvin, today you deserve a break. Why not pop by the bookstore next door to read a mystery novel for an hour before writing your book? Why don't you work in a cafe where there's Internet access? Wouldn't it be fantastic to check out the latest on the New York Times and the Malaysian Insider? How about calling a friend to chat?" These thoughts were powerful. I almost gave in. I'm sure you know what I mean.
Here's where you and I need action triggers.
As I continued driving, I developed a series of action triggers: "After I park my car, I will head straight to my office, open my laptop and write one sentence about the topic of action triggers." And then I prayed. Help me, help me, help me, God.
Well, here I am, writing this....
And hours later, I'm still at my computer, writing my book (and this blog post). I didn't yield to that insistent urge to read Lee Child's latest mystery novel. I didn't log on to the Internet to check out the latest scores on the French Open. The action trigger saved me from procrastination and helped me to focus on what's important.
"Action trigger" is a term coined by Peter Gollwitzer, a psychologist at New York University. Simply by imagining when and where you'll do something, you increase the likelihood that you'll actually do it. "A typical person who set an action trigger did better than 74 percent of people who didn't set one," write Chip and Dan Heath in their New York Times bestseller, Switch.
Action triggers create a series of small 'instant habits' that lead up to your decision to do something important. (Note: They work only when you sincerely want to do something difficult that needs to be done. Action triggers don't work for people who want to quit smoking -- because the most smokers don't really wanna quit.)
So: before you procrastinate, pull that action trigger. And kill that bugger today. (p.s. He'll be back tomorrow.)
Who won the shootout? Let me know.
Create an action trigger. Here's how it worked for me today.
Early this morning, after I conducted a TV interview at NTV7's "The Breakfast Show," I knew I had something important to complete: the final chapter of my upcoming book on extraordinary leadership.
But here's the problem. At 10am, I'd just spent twenty minutes under the studio's bright lights being interviewed by my telegenic hosts, Hansen and Jo, who dazzled me with their big smiles. Two hours later, the adrenaline was still coursing through my blood veins. I'm pumped. I want to talk some more. I want to go shopping (even though I hate shopping). I want to meet people. The last thing I want to do is lock myself up in a room to write my book.
As I was driving to my office to write, I found myself thinking. "Gee, Alvin, today you deserve a break. Why not pop by the bookstore next door to read a mystery novel for an hour before writing your book? Why don't you work in a cafe where there's Internet access? Wouldn't it be fantastic to check out the latest on the New York Times and the Malaysian Insider? How about calling a friend to chat?" These thoughts were powerful. I almost gave in. I'm sure you know what I mean.
Here's where you and I need action triggers.
As I continued driving, I developed a series of action triggers: "After I park my car, I will head straight to my office, open my laptop and write one sentence about the topic of action triggers." And then I prayed. Help me, help me, help me, God.
Well, here I am, writing this....
And hours later, I'm still at my computer, writing my book (and this blog post). I didn't yield to that insistent urge to read Lee Child's latest mystery novel. I didn't log on to the Internet to check out the latest scores on the French Open. The action trigger saved me from procrastination and helped me to focus on what's important.
"Action trigger" is a term coined by Peter Gollwitzer, a psychologist at New York University. Simply by imagining when and where you'll do something, you increase the likelihood that you'll actually do it. "A typical person who set an action trigger did better than 74 percent of people who didn't set one," write Chip and Dan Heath in their New York Times bestseller, Switch.
Action triggers create a series of small 'instant habits' that lead up to your decision to do something important. (Note: They work only when you sincerely want to do something difficult that needs to be done. Action triggers don't work for people who want to quit smoking -- because the most smokers don't really wanna quit.)
So: before you procrastinate, pull that action trigger. And kill that bugger today. (p.s. He'll be back tomorrow.)
Who won the shootout? Let me know.
Interview with NTV7 The Breakfast Show
1. Tell us about your book. What is it about?
We all want to feel fully alive while we work. The problem is that many people have settled for less – they remain in jobs that kill off their spirits. Work feels like prison; it draws out our ugly side. This book, Taking Your Soul to Work, provides powerful strategies and practical tips to help people work with meaning, purpose and joy. This book may free you from your invisible chains.
2. What’s special about your book?
We bring a unique Western and Asian perspective. Paul’s a Canadian in his seventies (lots of wisdom) while Alvin’s a Malaysian in his thirties (lots of real-life challenges). We studied powerful principles from great leaders over the past 1,000 years. We’ve packed each chapter with real-life examples and challenges. There’s lots of great tips on how to take your soul to work.
3. Tell us about yourself and what motivated you to write the book?
I have advanced degrees in English Literature and creative writing. And I've held leadership positions in eight different industries (academia, stockbroking, journalism, telecommunications, theology, philanthropy, leadership development, writing). So I learn stuff quickly. I’m passionate about leadership.
But a few years, in one of my jobs, I hit a wall. Hard. The job was far bigger than I could handle. It drew out all my inner demons: anger, pride, envy, restlessness, even sloth. At some point in life, we all hit the wall – not if, but when. What do we do then? Are we helpless? Or can we overcome the soul-sapping struggles? This book shows us how to overcome. We don’t have to be stuck. We can be free.
4. And how did you end up writing this book with Paul – so much older, from a different country?
Paul was my mentor and professor of leadership at university in Vancouver. Later, he invited me to write a book with him. We started in a Starbucks café in Vancouver. We met in Bali, Penang, Kuala Lumpur. We spent six hours everyday in a library basement for two months. We took a break in the middle to go wilderness canoeing. We wrote the final chapters under a gas lamp on an island in the Gulf Coast that had no running water or electricity. It was intense, challenging, exhausting. And the best collaborative work I’ve ever done.
5. Why is it important to take your soul to work? What if we don’t?
There’s a lawyer who’s really kind and generous, but at work, he screams at people and slams down the phone. Jekyll and Hyde. Work can make us crave for money, sex, power. Or we become lazy, stupid, bored, totally useless. If we don’t tackle this stuff, one day it’ll explode in our faces – like that nuclear power plant in Japan (e.g. Bill Clinton and Dominique Strauss Kahn for lust; Donald Trump for greed). Many of us are like walking dead. Our work has killed their souls. But we don’t know what to do about it.
6. What do you do about it? What's the key to taking your soul to work?
Our book gives everyone three powerful strategies for taking your soul to work:
First, identify a soul-sapping struggle in you. Take ownership of it. The problem is serious. It’s harming you. It’s harming the people around you.
Second, figure out a countermeasure. Don’t do this alone. You need friends, you need God. Our research shows that when you allow God and people to walk with you in your struggles, things change for good.
Third, practice the art of living in a new way of life. Default: “I’m greedy. Can’t change. That’s who I am.” You feel trapped. But when you take your soul to work, you discover a new way of life: you are good, you are generous, and you are content, not greedy. You are free.
7. What does this look like in real life? Any examples?
Remember the job where I fell flat on my face? It was a huge job, totally overwhelming.I felt several soul-sapping struggles: anger, pride, and above all, restlessness.
Step 1. Identify soul-sapping struggle: restlessness. Alvin, you’re scared, you feel stupid, and you want to run away. Wouldn’t it be great to quit?
Step 2. Figure out the antidote: Patience. You’ve to go remain, tough it out, at least for a while. If you don’t do this, you’ll carry restlessness everywhere you go, maybe forever!. (Tip: do five things before you run away. Tip: become CEO of Something. Tip: Grow your brain, try new stuff.)
Step 3. Live in your new way of life. The opposite of restlessness is confidence – working with meaning and hope. I learned to tackle the most difficult thing first. I faced up to difficult people rather than ignore and hope for the best. I could endure tough stuff. I was free.
8. The three strategies sound challenging. Any simple tips?
a) Don't struggle alone. Invite two trusted friends for coffee once a week. Share your struggles, share your hopes. Ask for one piece of feedback. You'll really grow. (Bonus: you'll feel twice as rich as before. Nobel Prize winner Daniel Kahnemann has discovered that people who belong in a small group feel as happy as having their salary doubled.)
b) Take a 30-minute Timeout everyday. Take 30 minutes to ask yourself: what am I most grateful today? Least grateful? What's a next step for tomorrow? (CEO Mark Chang's story). Take a few days off every quarter to reflect on the big questions in life: why am I doing what I'm doing? Who am I these days? (Helen Read, MD of Ms Read boutiques and restaurants).
c) Read my book. Each chapter is short. There are a ton of practical tips. One soul-sapping struggle is slothfulness. Simple tip: don’t check email first thing in morning (90% do). You’ll get sucked in. Instead, take 10 minutes to write down five important things to accomplish today. Prioritize. Then take 90 minutes to tackle the most important thing.
9. What’s one final thing you have to share?
Never, ever settle for less. Don’t believe the lie that you’re stuck. You can’t change. You can. You can grow. You need to embrace a growth process that goes deep (the three strategies). And you need friends along the way. And live in your new way of life. That’s the secret to high performance leadership.
We all want to feel fully alive while we work. The problem is that many people have settled for less – they remain in jobs that kill off their spirits. Work feels like prison; it draws out our ugly side. This book, Taking Your Soul to Work, provides powerful strategies and practical tips to help people work with meaning, purpose and joy. This book may free you from your invisible chains.
2. What’s special about your book?
We bring a unique Western and Asian perspective. Paul’s a Canadian in his seventies (lots of wisdom) while Alvin’s a Malaysian in his thirties (lots of real-life challenges). We studied powerful principles from great leaders over the past 1,000 years. We’ve packed each chapter with real-life examples and challenges. There’s lots of great tips on how to take your soul to work.
3. Tell us about yourself and what motivated you to write the book?
I have advanced degrees in English Literature and creative writing. And I've held leadership positions in eight different industries (academia, stockbroking, journalism, telecommunications, theology, philanthropy, leadership development, writing). So I learn stuff quickly. I’m passionate about leadership.
But a few years, in one of my jobs, I hit a wall. Hard. The job was far bigger than I could handle. It drew out all my inner demons: anger, pride, envy, restlessness, even sloth. At some point in life, we all hit the wall – not if, but when. What do we do then? Are we helpless? Or can we overcome the soul-sapping struggles? This book shows us how to overcome. We don’t have to be stuck. We can be free.
4. And how did you end up writing this book with Paul – so much older, from a different country?
Paul was my mentor and professor of leadership at university in Vancouver. Later, he invited me to write a book with him. We started in a Starbucks café in Vancouver. We met in Bali, Penang, Kuala Lumpur. We spent six hours everyday in a library basement for two months. We took a break in the middle to go wilderness canoeing. We wrote the final chapters under a gas lamp on an island in the Gulf Coast that had no running water or electricity. It was intense, challenging, exhausting. And the best collaborative work I’ve ever done.
5. Why is it important to take your soul to work? What if we don’t?
There’s a lawyer who’s really kind and generous, but at work, he screams at people and slams down the phone. Jekyll and Hyde. Work can make us crave for money, sex, power. Or we become lazy, stupid, bored, totally useless. If we don’t tackle this stuff, one day it’ll explode in our faces – like that nuclear power plant in Japan (e.g. Bill Clinton and Dominique Strauss Kahn for lust; Donald Trump for greed). Many of us are like walking dead. Our work has killed their souls. But we don’t know what to do about it.
6. What do you do about it? What's the key to taking your soul to work?
Our book gives everyone three powerful strategies for taking your soul to work:
First, identify a soul-sapping struggle in you. Take ownership of it. The problem is serious. It’s harming you. It’s harming the people around you.
Second, figure out a countermeasure. Don’t do this alone. You need friends, you need God. Our research shows that when you allow God and people to walk with you in your struggles, things change for good.
Third, practice the art of living in a new way of life. Default: “I’m greedy. Can’t change. That’s who I am.” You feel trapped. But when you take your soul to work, you discover a new way of life: you are good, you are generous, and you are content, not greedy. You are free.
7. What does this look like in real life? Any examples?
Remember the job where I fell flat on my face? It was a huge job, totally overwhelming.I felt several soul-sapping struggles: anger, pride, and above all, restlessness.
Step 1. Identify soul-sapping struggle: restlessness. Alvin, you’re scared, you feel stupid, and you want to run away. Wouldn’t it be great to quit?
Step 2. Figure out the antidote: Patience. You’ve to go remain, tough it out, at least for a while. If you don’t do this, you’ll carry restlessness everywhere you go, maybe forever!. (Tip: do five things before you run away. Tip: become CEO of Something. Tip: Grow your brain, try new stuff.)
Step 3. Live in your new way of life. The opposite of restlessness is confidence – working with meaning and hope. I learned to tackle the most difficult thing first. I faced up to difficult people rather than ignore and hope for the best. I could endure tough stuff. I was free.
8. The three strategies sound challenging. Any simple tips?
a) Don't struggle alone. Invite two trusted friends for coffee once a week. Share your struggles, share your hopes. Ask for one piece of feedback. You'll really grow. (Bonus: you'll feel twice as rich as before. Nobel Prize winner Daniel Kahnemann has discovered that people who belong in a small group feel as happy as having their salary doubled.)
b) Take a 30-minute Timeout everyday. Take 30 minutes to ask yourself: what am I most grateful today? Least grateful? What's a next step for tomorrow? (CEO Mark Chang's story). Take a few days off every quarter to reflect on the big questions in life: why am I doing what I'm doing? Who am I these days? (Helen Read, MD of Ms Read boutiques and restaurants).
c) Read my book. Each chapter is short. There are a ton of practical tips. One soul-sapping struggle is slothfulness. Simple tip: don’t check email first thing in morning (90% do). You’ll get sucked in. Instead, take 10 minutes to write down five important things to accomplish today. Prioritize. Then take 90 minutes to tackle the most important thing.
9. What’s one final thing you have to share?
Never, ever settle for less. Don’t believe the lie that you’re stuck. You can’t change. You can. You can grow. You need to embrace a growth process that goes deep (the three strategies). And you need friends along the way. And live in your new way of life. That’s the secret to high performance leadership.
Saturday, 28 May 2011
Thursday, 26 May 2011
Thursday, 19 May 2011
Thursday, 12 May 2011
Thursday, 5 May 2011
Saturday, 30 April 2011
You can now buy Taking Your Soul to Work from Canaanland Bookstore
CanaanLand Bookstore
Price: RM36
1. NiuZeXui (牛车水) HQ @ Ara Damansara
Address: No. 25, Jalan PJU 1A/41B, NZX Commercial Centre, Ara Jaya, 47301 Petaling Jaya
GPS Coordinate: N03º 6.842' E101º 35.389'
Tel: +603-7885 0540/1/2 (3 lines)
Fax: +603-7885 0545
Bus route: From Kelana Jaya LRT Station, take RapidKL Bus T607 to NiuZeXui Ara Damansara (see www.rapidkl.com.my for scheduling details)
Opening hours:
10am - 7pm, Monday to Saturday
10am - 10pm, Thursday late-night shopping
CLOSED on Sundays
2. D'Alamanda Outlet @ Cheras
Address: Unit 2-01-57, D'Alamanda City Tower Shopping Centre, Pudu Impian IV, No. 2, Jalan Pudu Impian, 56100 Kuala Lumpur
GPS Coordinate: N03º 7.228' E101º 43.879'
Tel: +603-9200 1536
Opening hours:
10am - 7pm, Monday - Friday
11am - 4pm, Saturday
CLOSED on Sundays
3. Centrepoint Outlet @ Bandar Utama
Address: F14, (First Floor), Centrepoint, Lebuh Bandar Utama, 47800 Petaling Jaya, Selangor, Malaysia.
Tel: +603-7726 0461
Opening hours:
11am - 8pm, Tuesday - Thursday
11am - 7pm, Friday - Saturday
1pm - 5pm, Sunday
CLOSED on Mondays
4. Menara TA Outlet (next to KLCC)
Address: Level 8, Menara TA One, No. 22 Jalan P Ramlee, 50250 Kuala Lumpur, Malaysia (opposite Petronas Twin Towers/KLCC).
Tel: +603-2166 2600
Opening hours:
10am - 7pm, Monday - Friday
CLOSED on Saturdays (effective April 2011) & Sundays
Purchase online at http://canaanland.com.my/
Price: RM36
1. NiuZeXui (牛车水) HQ @ Ara Damansara
Address: No. 25, Jalan PJU 1A/41B, NZX Commercial Centre, Ara Jaya, 47301 Petaling Jaya
GPS Coordinate: N03º 6.842' E101º 35.389'
Tel: +603-7885 0540/1/2 (3 lines)
Fax: +603-7885 0545
Bus route: From Kelana Jaya LRT Station, take RapidKL Bus T607 to NiuZeXui Ara Damansara (see www.rapidkl.com.my for scheduling details)
Opening hours:
10am - 7pm, Monday to Saturday
10am - 10pm, Thursday late-night shopping
CLOSED on Sundays
2. D'Alamanda Outlet @ Cheras
Address: Unit 2-01-57, D'Alamanda City Tower Shopping Centre, Pudu Impian IV, No. 2, Jalan Pudu Impian, 56100 Kuala Lumpur
GPS Coordinate: N03º 7.228' E101º 43.879'
Tel: +603-9200 1536
Opening hours:
10am - 7pm, Monday - Friday
11am - 4pm, Saturday
CLOSED on Sundays
3. Centrepoint Outlet @ Bandar Utama
Address: F14, (First Floor), Centrepoint, Lebuh Bandar Utama, 47800 Petaling Jaya, Selangor, Malaysia.
Tel: +603-7726 0461
Opening hours:
11am - 8pm, Tuesday - Thursday
11am - 7pm, Friday - Saturday
1pm - 5pm, Sunday
CLOSED on Mondays
4. Menara TA Outlet (next to KLCC)
Address: Level 8, Menara TA One, No. 22 Jalan P Ramlee, 50250 Kuala Lumpur, Malaysia (opposite Petronas Twin Towers/KLCC).
Tel: +603-2166 2600
Opening hours:
10am - 7pm, Monday - Friday
CLOSED on Saturdays (effective April 2011) & Sundays
Purchase online at http://canaanland.com.my/
Saturday, 2 April 2011
Wednesday, 23 February 2011
Book Review: “Extreme Evelyn, the Modern-Day Sluggard” by Linda Bieze
One recent workday, it took me all afternoon to write an email to an author. It really did take all afternoon, not because I was doing multiple drafts about a sensitive topic. No, I was just sending run-of-the-mill editor’s queries that I needed to get out that afternoon. But I kept getting interrupted.
One of the editors wanted to give me her status report. Another editor had a question about working with his author. The phone rang, and it was an author calling with questions about preparing his manuscript. The editor in chief (my boss) stopped by to discuss a book in development. The publisher himself dropped in to give me some first-hand information about new books coming down the pipeline.
I finally finished and sent the email the next morning. Good thing, too, because for nearly the rest of that day, I was in back-to-back meetings. Sometimes, I feel like the jugglers on the old Ed Sullivan Show (I know, I’m dating myself) who scurried across the stage to keep a score of china plates spinning on slender poles while the frenzied orchestra played Aram Khachaturian’s “Sabre Dance.”
Can you tell I’m a managing editor? With the emphasis on “managing.” But once in a great while, I “manage” to edit a book myself. One that I edited last year, about which I am particularly enthusiastic, is R. Paul Stevens and Alvin Ung’s Taking Your Soul to Work: Overcoming the Nine Deadly Sins of the Workplace. Stevens and Ung apply the classic Seven Deadly Sins — Pride, Greed, Lust, Gluttony, Anger, Sloth, and Envy — plus two more — Restlessness and Boredom — to the workplace. They show readers how to counter these workplace sins with the fruit of the Spirit — joy, goodness, love, self-control, gentleness, faithfulness, kindness, patience, and peace. The outcomes of a Spirit-led work life can be quite amazing.
When I find myself in “plate-spinning” mode at work, Stevens and Ung tell me, I’m actually giving in to the sin of Sloth — in the form of pathological busyness. In some ways I’m like the modern-day “sluggard” Extreme Evelyn (p. 47), not because I’m a road warrior like her, but because I get my adrenaline rush from completing projects, bringing closure to things, and seeing prompt results — keeping all the plates spinning without dropping one. Interruptions just get in the way of my goals, I think.
Rereading Stevens and Ung’s chapters on Sloth and Life-Giving Rhythms, I learned some spiritual practices that are helping me become less like Extreme Evelyn.
First, I was reminded by the authors that “We are hewing at the roots of sloth when we resolve to be faithful to both great and small tasks” (p. 48). As Francis de Sales has taught, I am learning to look for the small, frequent opportunities at work to serve God — the things I had considered to be interruptions. I’m looking for fewer adrenaline rushes from projects completed and more simple satisfactions from serving God through the little things.
Also, I’ve discovered a spiritual practice to help me more intentionally develop a life-giving rhythm between work and Sabbath rest. “Sabbath” certainly means taking a day off from work, email, cell phones, and the Internet, but it can also be daily reflection, like the kind taught by Ignatius of Loyola. Now I am trying to ask myself at the end of each day
1. For what moment today am I most grateful?
2. For what moment today am I least grateful?
3. For what am thankful and what do I regret throughout the day?
4. What patterns do I see developing over the past week, month, and year?
5. What do these patterns tell me about my relationship with God? (see p. 152)
Quaker singer-song writer Carrie Newcomer has a song about finding the life-giving rhythm of work-rest-work and appreciating the rest, as well as the work. It’s entitled “I Meant to Do My Work Today.” Newcomer sings, “I meant to do my work today / . . . But I got waylaid by the morning sun, / And I got absolutely nothing done.”
We all need to find this rhythm of work-rest-work, of being faithful to the small tasks as well as the large, and of intentionally taking daily or weekly moments to get “absolutely nothing done,” even Extreme Evelyn and me.
When Linda Bieze is not trying to manage and edit at Eerdmans, she plays with her rescued greyhound Patches and sings in the Sanctuary Choir at Westminster Presbyterian Church in Grand Rapids.
One of the editors wanted to give me her status report. Another editor had a question about working with his author. The phone rang, and it was an author calling with questions about preparing his manuscript. The editor in chief (my boss) stopped by to discuss a book in development. The publisher himself dropped in to give me some first-hand information about new books coming down the pipeline.
I finally finished and sent the email the next morning. Good thing, too, because for nearly the rest of that day, I was in back-to-back meetings. Sometimes, I feel like the jugglers on the old Ed Sullivan Show (I know, I’m dating myself) who scurried across the stage to keep a score of china plates spinning on slender poles while the frenzied orchestra played Aram Khachaturian’s “Sabre Dance.”
Can you tell I’m a managing editor? With the emphasis on “managing.” But once in a great while, I “manage” to edit a book myself. One that I edited last year, about which I am particularly enthusiastic, is R. Paul Stevens and Alvin Ung’s Taking Your Soul to Work: Overcoming the Nine Deadly Sins of the Workplace. Stevens and Ung apply the classic Seven Deadly Sins — Pride, Greed, Lust, Gluttony, Anger, Sloth, and Envy — plus two more — Restlessness and Boredom — to the workplace. They show readers how to counter these workplace sins with the fruit of the Spirit — joy, goodness, love, self-control, gentleness, faithfulness, kindness, patience, and peace. The outcomes of a Spirit-led work life can be quite amazing.
When I find myself in “plate-spinning” mode at work, Stevens and Ung tell me, I’m actually giving in to the sin of Sloth — in the form of pathological busyness. In some ways I’m like the modern-day “sluggard” Extreme Evelyn (p. 47), not because I’m a road warrior like her, but because I get my adrenaline rush from completing projects, bringing closure to things, and seeing prompt results — keeping all the plates spinning without dropping one. Interruptions just get in the way of my goals, I think.
Rereading Stevens and Ung’s chapters on Sloth and Life-Giving Rhythms, I learned some spiritual practices that are helping me become less like Extreme Evelyn.
First, I was reminded by the authors that “We are hewing at the roots of sloth when we resolve to be faithful to both great and small tasks” (p. 48). As Francis de Sales has taught, I am learning to look for the small, frequent opportunities at work to serve God — the things I had considered to be interruptions. I’m looking for fewer adrenaline rushes from projects completed and more simple satisfactions from serving God through the little things.
Also, I’ve discovered a spiritual practice to help me more intentionally develop a life-giving rhythm between work and Sabbath rest. “Sabbath” certainly means taking a day off from work, email, cell phones, and the Internet, but it can also be daily reflection, like the kind taught by Ignatius of Loyola. Now I am trying to ask myself at the end of each day
1. For what moment today am I most grateful?
2. For what moment today am I least grateful?
3. For what am thankful and what do I regret throughout the day?
4. What patterns do I see developing over the past week, month, and year?
5. What do these patterns tell me about my relationship with God? (see p. 152)
Quaker singer-song writer Carrie Newcomer has a song about finding the life-giving rhythm of work-rest-work and appreciating the rest, as well as the work. It’s entitled “I Meant to Do My Work Today.” Newcomer sings, “I meant to do my work today / . . . But I got waylaid by the morning sun, / And I got absolutely nothing done.”
We all need to find this rhythm of work-rest-work, of being faithful to the small tasks as well as the large, and of intentionally taking daily or weekly moments to get “absolutely nothing done,” even Extreme Evelyn and me.
When Linda Bieze is not trying to manage and edit at Eerdmans, she plays with her rescued greyhound Patches and sings in the Sanctuary Choir at Westminster Presbyterian Church in Grand Rapids.
Thursday, 10 February 2011
Saturday, 8 January 2011
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