Saturday 4 June 2016

YOUR ULTIMATE
LEADERSHIP GUIDE
Grow Build Transform

T: 03 7966 8388 F: 03 7955 3355

WHAT EMPOWERS YOU

3 What leaders do to
empower employees 6 The flipside of
empowerment 10 Movie Wisdom on
X-Men: Apocalypse

This leadership guide is powered by Leaderonomics. Log on to www.leaderonomics.com to download this weeks pullout.
2 www.leaderonomics.com | Saturday 4 June 2016

GRANTING GREATNESS
By LOUISA DEVADASON
try this! editor@leaderonomics.com

People under the influence of

Want more content
sent directly to your
e-mail?
Subscribe to our
Leaders Digest
by e-mailing
leadersdigest@
leaderonomics.com.
We are committed to
providing content that
inspires our readers.
If you would like to
suggest a specific
theme or topic on
leadership for us to
explore, contact us by
e-mail at editor@
leaderonomics.com.
To find out about our
leadership philosophy
in developing leaders
from every stage of life,
e-mail us at people@
leaderonomics.com.
an empowering person are like
paper in the hands of a talented
artist. No matter what theyre
made of, they can become
THE CASE FOR EMPOWERMENT
treasures. John C. Maxwell
JOHN Maxwell said this to sum up
a story from his book, Leadership
101: What Every Leader Needs to
Know, about an English artist named
William Wolcott who, in 1920s
New York, was documenting his
impressions of the city. One day, he
was overcome with the urge to sketch
and picked up a piece of regular
wrapping paper. His friend pointed
this out but he said in response,
Nothing is ordinary if you know how
to use it.
Wolcott created two sketches on
this canvas and later that year, one
of them sold for USD500 and the
other for USD1,000. That was a lot of
money for the early 1900s.
This is, in essence, why
empowering others is pivotal to both
personal and professional success. As
the poem by John Donne goes: No
man is an island entire of itself; every
man is a piece of the continent, a part
of the main. . .
No one, no matter how impressive
or skilled or intelligent, can do it EMPOWERMENT = 3. Empowerment creates autonomy Its a win-win for everyone.
alone. Moreover, as an executive and/ EXCELLENCE because you have to step back to let You enhance the success of
or leader, the only way to succeed in There are a number of reasons that others co-lead. both yourself and others by fur-
the long run is to achieve excellence empowerment is where a leaders 4. Empowerment allows failure but ther enabling others to be their
and success through people. focus should lie: more importantly, opportunity to grow best selves.
Consider your company a car, your 1. Empowering establishes pride in and learn because while mistakes are
employees the parts that make it run peoples work because it means that inevitable, youve allowed a positive, n Louisa secretly wishes she is
and empowerment the fuel source. what they are doing or creating is strength-based mindset to exist. a Power Ranger (the black one,
If you pump the wrong fuel or poor worthwhile. 5. Empowerment opens the floor obviously) because it would be both
quality fuel in, you ultimately make 2. Empowerment puts faith in others to upcoming innovators and winners awesome and useful. Share your
your engine less efficient and hamper because it shows that you trust them because what some people need to be source of power with her at louisa.
your cars performance. and believe in their potential and skills. great is the opportunity to be great. allycyn@leaderonomics.com.

WHATS
HOT
NOW! on
www.leaderonomics.com

Connecting With
Children Through
Dance And
Movement Therapy
BY LIM LAY HSUAN Leaders dont
The School Of
Hard Knocks By
create followers,
STEPHANIE LING
they create more
Are You Pursuing
Happiness The leaders.
Tom Peters
Materialistic And
Worldly Way? By
VIGNESWARAN
KANNAN

For other great leadership insights, including those by John Maxwell,

visit www.leaderonomics.com. If you missed any of our past issues, go Like us at www.facebook.
com/Leaderonomics/ Follow us @leaderonomics
to www.leaderonomics.com/publications and download for FREE!

Editorial Assistant Editors Sub-editor Layout, Art & Design Writers & Contributors
Editor darshana sivanantham Prethiba Esvary LEE KAR YEAN Tung Eng Hwa Shankar marshall goldsmith sandy clarke
Roshan Thiran LIM LAY HSUAN Tamara jayne Zulhaimi baharuddin Mohd Khairul ming pang carmen nge
louisa devadason adznam sabri Muhd Hafeez joseph tan dorie clark
michelle boon HAFIS IDZLA RAzziah aaron tang vijay nagarajan

This Leadership We can help tell your organisational story to the world. For more information,
Guide Is Powered By please contact us at editor@leaderonomics.com or call us at +603 7957 5809/5804.
 www.leaderonomics.com | Saturday 4 June 2016 3

4 THINGS SUCCESSFUL ARE YOU A LEADER

OR a MANAGER?
LEARN WHAT YOU
LEADERS DO TO MIGHT BE DOING
TO CONTRIBUTE TO

EMPOWER EMPLOYEES
By MARSHALL GOLDSMITH
editor@leaderonomics.com
and to focus less on being right
himself.
THE DISENGAGED
EMPLOYEE
EPIDEMIC
Your role is to encourage and and maintenance of a safe
support the decision-making working environment. You are

A
S a manager or
leader, do you let
your people assume
more responsibility
when they are able?
Do you know when that is, or
do you keep telling yourself that
they arent ready yet?
In my travels around the
world, I talk with thousands of
people every year who want
to be treated as partners
rather than as employees. They
want information to flow up as
well as down. But, oftentimes,
leaders do not want to give up
control.
I knew a chief executive
officer who was the leader of
one of the worlds largest global
organisations. He received feed-
back that he was too stubborn
and opinionated. He learnt that
he needed to do a better job of
letting others make decisions
He practised this simple
technique for one year: before
speaking, he would take a
breath and ask himself, Is it
worth it? He learnt that 50%
of the time his comments
may have been right on, but
they werent worth it. He
quickly began focusing more on
empowering others and letting
them take ownership and com-
mitment for decisions, and less
on his own need to add value.
Your employees understand
their jobs. They know their
tasks, roles, and functions
within the organisation, and
its time for you to let them
do what they need to do to
get the job done. But there is
a critical point that is often
missed: It isnt possible for a
leader to empower someone
to be accountable and make
good decisions. People have to
empower themselves.
environment, and to give
employees the tools and knowl-
edge they need to make and
act upon their own decisions.
By doing this, you help your
employees reach an empow-
ered state.
The process does take longer
employees will only believe
they are empowered when they
are left alone to accomplish
results over a period of time
but its effective and worth the
time. If a company has a history
of shutting down or letting go
of initiators, for instance, the
leader cant just tell employees,
You are empowered to make
decisions.
To make sure this happens,
an ongoing discussion of
the needs, opportunities,
tasks, obstacles, projects,
what is working and what
is not working is absolutely
critical to the development
likely to spend a lot of time in
dialogue with other leaders, Part of building an
employees, team members, and
peers.
empowering environment
is dependent on the
PARTING THOUGHTS
Successful leaders and leaders ability to run
managers today are willing
to exercise their leadership in
interference on behalf
such a way that their people of the team. The leader
are empowered to make
decisions, share information,
needs to make sure
and try new things. Most people are safe while
employees (future leaders)
see the value in finding doing their jobs.
empowerment and are willing
to take on the responsibilities
that come with it.
If future leaders have the n Marshall Goldsmith (www.
wisdom to learn from the MarshallGoldsmith.com) is the
experience of present leaders, author of 35 books, which have
and if present leaders have sold over two million copies
the wisdom to build an and have been translated into
environment that empowers 30 languages. E-mail us your
people, both will share in the thoughts on belief triggers at
benefits! editor@leaderonomics.com.

The following are four things

successful leaders do to build
environments that empower
people.

1 Give power to those

who have demonstrated
the capacity to handle
responsibility.

2 Create a favourable
environment in which
people are encouraged to
grow their skills.

3 Dont second-guess others

decisions and ideas unless
its absolutely necessary.
This only undermines their
confidence and keeps them
from sharing future ideas with
you.

4 Give people discretion and

autonomy over their tasks
and resources.

Want to know
It isnt possible for a leader how to empower
to empower someone to be your employees? At
Leaderonomics, we offer a
accountable and make good programme on Empowerment
Through Effective Delegation.
decisions. People have to E-mail us at training@
empower themselves. leaderonomics.com for
more details.

Think you have missed the article on Creating Burger Chemistry in The Lab? Head on over to www.leaderonomics.com now!
4 www.leaderonomics.com, Saturday 4 June 2016

GROW, AT LEADERONOMICS, we believe leaders

BUILD,
can profoundly affect the social, economic and
spiritual health of communities they belong to.
And we believe that all human beings have the
potential for leadership. No matter who you are,
what you do and whatever challenges are
hampering your progress, Leaderonomics can

TRANSFORM. help you and your organisation achieve

maximum potential.

For tools, tips, tutorials, inspiring stories and knowledge to help you grow
in your leadership, log on to www.leaderonomics.com

www.leaderonomics.org

By MING PANG
JUST DANCE, DANCE, DANCE LESSONS I LEARNT FROM ORGANISING THE SEA JAM 2016
editor@leaderonomics.com
I
T is just past 2am in the car
park of Chin Woo stadium.
Were milled around the
Rexton and trying to tetris in
the last of the party detritus
so we can finallyplease deities
go home.
It was the last party of South
East Asia (SEA) Jam 2016, a 5-day
swing dance extravaganza that
began in Singapore and ended
in Kuala Lumpur (KL), and it was
about as crazy as it sounds.
It was the largest event Ive ever
been involved in organising. Every
person who takes on a leadership
role has those points where the
skills and resources you have, and
what youre aiming for, is separat-
ed by a gaping, yawning abyss.
Possibly full of unknown terrors
and monsters that are not of the
glitter kind.
SEA Jam 2016 was mine.
IN THE BEGINNING. . .
Planning began over a year ago
when I was approached by my
teacher, mentor and Asian swing
dance ringleader, Sing Lim. She
headed the SEA Jam committee
of three in Singapore and floated
this idea of the first-ever multi-
city event. Would my husband
Jordan and I (we run KL Swing in
Malaysia) join them in making this
a reality?
Being of more practical and pes-
simist stock, it really concerned
me. I talk a big party game, but
this was a concern. From a logisti-
cal, financial, stressful, emotional
point of view, we were clearly over-
reaching.
The dangers of taking the leap
and falling played large in
my mind, as Im sure is true
for anyone sane that is tak-
ing on a big challenge. Those
doubts are healthy to have
and its not wrong to have
them.
But of course fear is one
part only of a two-sided
coin. Flip it and entertain the
opposite possibilityof the
amazing times that could be
had and the amount of peo-
ple that we could touch with
such a big event. I immediately
thought of the food I could
serve my foreign friends. And
how much fun my last (albeit
much smaller) event was three
years ago. I imagined the ripples
we would make if we managed
to pull it off. Then it becomes a
dare, almost.
Betcha cant do it. . .
Oh yeah? Betcha I can.
HOW DID I DO IT?
In this case youre not counting
on circumstances turning out just
right, or magical unicorns turn-
ing up with bags of cash to make
it a success. That would truly be
gambling.
What youre betting on is your-
self and your team: (1) that youll
work together to keep going to
look for a solution when problems
come up; (2) and that you will see
this idea through, in whatever
shape or form that turns out to be.
It might be useful now to cover
things that didnt turn out in our
favour:
Our very special guest, Chazz
ng a ball at the SEA JAM 2016
ncers havi
Three swing da
W ee , and Jordan Saw.
Hong
But of course fear is one
part only of a two-sided
coin. Flip it and entertain the have the expected people who
opposite possibilityof
the amazing times that could er, Gunhild
be had and the amount of
people that we could touch
with such a big event.
Young, the son of swing dance
master Frankie Manning, didnt
make it due to health issues. (He is
recovering well now.)
The devaluation of the ring-
git to historical lows meant the
pricing of the event (budgeted
in Singapore Dollars) went from
being an expensive treat to really
unfeasible for many local dancers.
www.leaderonomics.com | Saturday 4 June 2016
es Lee,
. From left: Jam
Our initial booking for Chin
Woo stadium, which has a huge
parquet floor, had to be moved to
a smaller function room with lami-
nate flooring because we didnt
signed up.
Carling, our bandlead-
was going to bring another
member of her family band. But
we had to cancel that as well.
Personally, I had health issues
and had to take a few months at a
slow pace whilst I recovered.
WHAT REALLY
WENT DOWN
So heres what did turn out. Im
using estimates here as final num-
bers arent in yet:
120 people participating in
Singapore
Bus trip from Singapore to KL
via Malacca had landed a couple
5
Like this article?
Follow us on Facebook,
Twitter and Instagram.
hours late with visa hiccups, but
fine in the grand scheme of things
150 or more people turned up
in KL
Six international teachers, five
nights of live music, one Swedish
bandleader
One video of Carling, our
Swedish bandleader, and a local
Malaysian band WVC that has at
time of writing, received half a
million views
The process to get here was
painful. Countless Monday
nights spent on hours-long
conference calls, and so many
problems with no clear solution
because weve simply never
been in this position before, all
whilst juggling our own com-
plicated lives and situations.
PARTING THOUGHTS
But (get ready for high-minded
reference material) as Jerry
Seinfeld said in an episode of
Comedians in Cars Getting Coffee:
Pain is information. And we, as
a committee, certainly got a lot
more informed in this process!
There is no doubt we all grew
immensely and made connections
that we have never imagined pos-
sible. And its now something we
can look back with pride that we
have made a new path.
Im immensely grateful to have
a mischief-maker like Sing Lim in
my life, and with a tight, skilled
and supportive team, Im happy
to say the mischief was definitely
managed.
n Ming Pang is the founder of KL
Swing (Malaysian Swing Dance
Pioneer).
6 www.leaderonomics.com | Saturday 4 June 2016
EMPOWERMENT IS
By JOSEPH TAN
editor@leaderonomics.com
What good is power without the
right focus?
NOT EVERYTHING W
HENEVER I consult with
organisations, I am
amazed with the preva-
lence of a utopic mindset
when it comes to dealing
with the behaviours of employees. There is
somehow this sense that if I spell out the
numbers and expectations clear enough,
everything else should fall into place.
In fact, I should learn to control less and
empower them to take chargeafter all,
This article is isnt every employee a responsible human
available at www.
leaderonomics.
being who has no need to be reminded on
com, where you what is the right thing to do?
can download the The word empowerment has become
PDF version. a catch-all phrase that in my observation,
has been a simplistic approach towards
everything from productivity to profit-
ability.
To achieve great results through Is giving more power and autonomy
the commitment and involvement really the answer to improved engagement
of others via our Empowerment and performance?
through Effective Delegation In todays context, empowerment
training module, e-mail us at means to assign authority and trust to an
individual to carry out certain assigned
training@leaderonomics.com.
responsibilities. This all sounds good as
an end goal, however, we do ourselves a
great disservice when we overestimate
the power of potential goodness and
underestimate the pull of human nature.
THE HYPE OF
POTENTIAL GOODNESS
Think about itif everyone on planet
Earth is inherently good and full of
goodwill, then there is really no need for
Managers today need to an organisation to have a department
realise that it is not about called human resources (HR) or training
the pressure of and development. This is because
performance that is going everyone is already empowered and
to hit the home run, enabled to do what contributes
rather it is the psychology toward the common good, and
of performance that is every behaviour and mindset
going to seal the deal. will be directed towards the
welfare of others. Sounds
utopic, right?
Yet, when a company
grows, it is the HR department which
groans! The growing pain of an organisa-
tion has more to do with its people rather
than its processes, and more to do with
mindset rather than methodology.
The fact of the matter is that when
people are left to their own devices, the
tendency is towards degradation and the
breakdown of order (very much like the
second law of thermodynamics which
states that without any external inter-
vention, all closed systems tend to wind
down). That is the reason why leaders in
any organisation are constantly vigilant to
make sure that there is a strong emphasis
on the need to communicate, converse
and connect.
This is not to say that employees do
not have the desire to do what is right.
However, there is a gap between desire
and deliberation, and between intention
and being intentional.
When it comes to empowering employ-
ees, it is important that we focus on the
power to serve a greater purpose. Without
this focus on a greater purpose, then
whatever power is given to the employee
will end up being utilised for self-serving
purposes.
Hence, there should be less focus on
power and more emphasis on purpose.
Tapping the potential goodness in
an individual is not like turning
on the tap! The song Let It Go!
(from Disneys animated movie,
Frozen) is certainly not a song
of empowerment which I would
promoteif every employee
sings in the same spirit as Elsa,
you will witness the creation of
many, many small icy kingdoms.
What we need is to first decide which
kingdom to seek, then the power will
flow in the right direction.
Empowerment Tip No. 1:
Make the Leadership Decision
Leaders can never expect to be popular.
On the contrary, as a leader, he is expected
to deliver even when he may not win the
popularity contest.
The leader is known for his decisiveness
rather than desirableness. The commit-
ment to stick through a decision regard-
less of shifting circumstances is what
makes empowerment meaningful.
When it comes
to empowering
employees, it is
important that
we focus on
the power to
serve a greater
purpose. Without
this focus on a
greater purpose,
then whatever
power is given
to the employee When there are talks of
innovation, work
will end up being distribution is often not
considered, and this
utilised for impacts employees
negatively.
self-serving
purposes.
Empowerment within the context of
decisive leadership requires that:
1. The focus of the chief executive
officer to be communicated
clearly at all levels of the
organisation
2. The focus of the manager to act
swiftly against non-performers
3. The focus of the employee to
understand the real priorities
When the above foundations are in
place, then the act of empowerment
makes sense because decisiveness gives
direction to the energy of empowerment.
Without decisiveness, empowerment gen-
erates more heat than light.
THE HYPE OF PERFORMANCE
MANAGEMENT
Besides a superficial understanding of
potential goodness, there is also the quick
fix approach of measuring everything.
The thinking seems to be: If measure-
ment drives behaviour, why not measure
everything and anything? Now, this line of
reasoning ignores the reality that when it
comes to human motivation, the correla-
tion is hardly linear.
The output from a human being is not
as predictable as the input just because
we keep drumming in the same mes-
sage. So, some managers would go about
chanting the performance mantra: You
all know the numbers, go bring in the
results . . . or else.
This is repeated over and over and the
sound can oftentimes be so familiar that
employees are no longer excited about
achieving their goals.
I remember consulting for a pharma-
ceutical company which was losing 24% of
their sales force the year before and when
focus group interviews were conducted,
the feedback was this: It was not about
the numbers, rather it was the way the
numbers were communicated. We felt that
we had no say in the planning process and
worse still, we are expected to perform,
minus the needed support and resources.
Unfortunately, managers today are
more concerned about what they want
rather than what their team needs in
order to do a good job. When employees
lack the means to do their work well,
frustration with their inability quickly fol-
lows, as does anger with the company for
placing the worker in such a difficult spot.
In this case, just reciting the empower-
ment mantra will only add more salt to
the wound.
Empowerment Tip No. 2:
Make the Support Available
Although having a clearly communi-
cated goal is motivating, another equally
important point is the employees percep-
tion that the company is backing them up
with the equipment they want and need
to do a good jobthis serves as a power-
ful psychological motivator.
More than ever, managers today need
to realise that it is not about the pressure
of performance that is going to hit the
home run, rather it is the psychology of
performance that is going to seal the deal.
It is not only about getting people to work
but we need to know why people will
work on something.
According to Gallup, whether a person
has the materials and equipment needed
to do his work well is the strongest
indicator of job stress. The data shows
that some of the things that frustrates
employees is when they want to make a
difference at work, but are held back from
doing so due to lack of resources.
Here are three practical steps for
employers to consider so that your
effort to empower does not backfire:
1. Consider the materials,
equipment and resources
required by employees to do a
good job
2. Celebrate current
accomplishments first before
communicating the next one
3. Conduct small group
conversations to address any
doubts or lingering issues which
might affect the achievement of
the set goals
THE HYPE OF PRACTISING
INNOVATION
Then, there is also the well-intended
focus on creating a culture of innova-
tion. It all sounds like the lyrics of a well-
sung tuneif we do not innovate, then
someone else will eat our lunch. So, in the
name of innovation, we keep pushing
the boundaries with best practices and
knowledge-sharing.
This is all well and good, and it all
sounds very empowering. Lets empower
our people to be innovative, lets give them
the freedom to explore and to think out of
the box. All of this sounds really good, but
it could be a case of being too good to be
true. Let me explain why.
When an organisation implements ini-
tiatives of innovation, there is more to it
than just stringing a few events together.
There is the additional element of team
dynamics which requires careful attention.
There is also an emotive element which
is even stronger than innovationit is a
sense of fairness and right recognition.
Often, when innovation is pitched, the
factor of work distribution is not consid-
ered. In fact, according to Gallup, two out
of three employees reported that they
are doing more than their share of the
designated workload. This means that two
out of three employees feel that they are
carrying the slack of someone who is not
performing.
This perception that their co-worker is
not committed to his work as much as
them can be counter-productive to your
innovation programmes!
Talented performers are very alert
towards matters of recognition and contri-
bution. On the other hand, there are organ-
isation leaders who go the other extreme
and treat everyone the samewith the
thinking that since there could be accusa-
tions of favouritism, I might as well then
treat everyone the same. Now this mode of
approach is not going to work either!
When it comes to the worth of a per-
son, one cannot discriminate, but when it
comes to the quality of ones work, then
discrimination can take place. If a talented
employee perceives that non-performers
are rewarded at the same level as them,
then the message sent is clearmedioc-
rity is tolerated.
So, there are two options left for them,
either they join the crowd (become a part
of the culture) or look for another crowd
to join (seeking to move on to a better
culture).
Empowerment Tip No. 3:
Make the Team Accountable
Hence, it is not only about the bright,
individual sparks which make innovation
really work, there is also the additional
factor of team accountability.
www.leaderonomics.com | Saturday 4 June 2016 7
Often, when a select few talented indi-
viduals feel that they are the only ones
carrying the load, it may feel great to have Like this article?
this saviour experience in the beginning, Follow us on
but after a while, the load might be too
Facebook, Twitter
much to bear. Furthermore, if others are and Instagram.
taking a free ride in the process, then it
becomes a disengaging experience.
The key then is to ensure that an
accountability process is put in place so
that when the initial innovative enthusi-
asm wanes, there is the ownership com-
mitment to make things happen in a col-
If you would like to
laborative way.
enhance the
engagement level of
Here are three steps for you to
your organisation,
consider so that empowering your
e-mail joseph.tan@
employees for innovation does not
leaderonomics.com
become an exercise in futility:
for more details.
1. Define the scope of innovation into
a series of key results and targets
that are cascaded to every team
members role and job expectations.
2. Reward contribution openly and
recognise the efforts of performers.
3. On the same token, non-
performers must be reprimanded
swiftly as well. However, this needs
to be done in a way that protects
the dignity of the individual and
by giving opportunities for change
and a turnaround.
In order for the above to work, managers
ought to be comfortable in learning the
skills of conducting accountability conver-
sations. Without accountability, it is every
employee for himself and this will lead
to individual star performers, and we will
never be able to win as a team. And when
it comes to sustainable high performance, n Joseph Tan is CEO
it is the teams contribution that matters. of Leaderonomics
There is a saying that rings trueif you Good Monday. His
want to travel fast, travel alone, but if you passion is to work
want to travel far, travel together. with performance-
focused leaders to
CONCLUSION capture the hearts
Empowering employees is great, but it is and minds of their
never designed to be a solo activityit must employees through a
be done in the context of having a proper strengths-based and
understanding of individual behaviour, team accountability-driven
dynamics and management support. approach. Much of
Without the right focus, empowerment what is shared in this
of employees can actually end up being article comes from
disengaging for them because it is energy his work as a Gallup-
produced which does not have the proper certified strengths
channel for expression. coach.
8 www.leaderonomics.com | Saturday 4 June 2016

What Graduates Taught

Me About Young People
Understanding fears, hopes and dreams from the heart

This article is
By AARON TANG available at www.
editor@leaderonomics.com leaderonomics.
com, where you

T
can download the
HREE weeks ago, I ran my PDF version.
first five-day, four-night
camp for 20 young gradu-
ates. Like this article?Follow us
We had a series of on Facebook, Twitter and
training modules to help them Instagram.
learn things, plus a bunch of smart
people who came by to teach.
Then, we had me. I tried to teach
them what I knew about work
and careers.
Want to connect with the
The best thing about being
Leaderonomics Campus team
a teacher is that you
or to know more about our
learn a lot more than
work and what we can do for
being a student. By try-
you, e-mail us at campus@
ing to give, you actually
leaderonomics.com.
receive.
This is what I learnt
from them.

Just worry about making yourself

1 YOUNG PEOPLE
WORRY ABOUT
MEANING
One of the first things we tried to
impart was that young people need
to be flexible. Just because someone
is a finance graduate, he shouldnt
expect to work in finance or a bank.
I know.
My degree is in electrical engi-
neering, and here I am trying to be
a teacher and a writer at the same
time.
However, I realised most of them
were already open to the idea of
exploring other fields. What they
were afraid of was getting a job that
was meaningless to them.
I had graduates tell me that if
they couldnt find a job in their field,
theyd be willing to do something
totally different, like teach children
in remote areas of the countryas
long as it was meaningful.
I was touched to hear that so
early in their careers, they were
already thinking about the why.
Plus I didnt hear any complaint
about low pay or hard work.
Sometimes older people say
that young people today are spoilt.
Maybe theyre just way ahead of us.
2 YOUNG PEOPLE LEARN BETTER
BY DOING INSTEAD OF
LISTENING
If you think staying awake during an after-
lunch meeting is difficult, try keeping a class
of 20-something awake during an after-lunch
class.
I knew that it would be difficult, but I didnt
realise how difficult it could be.
Granted, Im not the best teacher in the
world, but I found that beyond a certain point,
the only thing that could keep people awake
were activities. More activities, less talking.
At the end of the five days, when we
looked at evaluations, hard data proved it too.
Participants were most engaged while doing
activity-based modules, not modules where
someone (no matter who the person is) took the
stage and preached.
That is why at Leaderonomics, we believe in
experiential learning.
1% better every day. The only person
you really have to compare yourself
to, is yourself yesterday.
4 YOUNG PEOPLE
FEEL
SMALL SOMETIMES
During one of our breaks, I
commended one of the gradu-
ates for doing a good job.
Really? he asked, I felt I
3 YOUNG PEOPLE LOVE AUTHENTICITY
Over the five-day camp, we had many different
people take the stage.
was worse than the others.
It was a valid concern. He
had struggled with present-
Some of our speakers were high-ranking people in ing in English. If we compared
both the government and private sectors. Predictably, him to the other presenters, he
they spoke very well. would have ranked lowly.
But we had other less accomplished, young speakers But I wasnt congratulating
who came and spoke too. Despite not having a lot of him, I was encouraging him.
experience, speaking ability or charisma, it was inspiring Throughout the camp, he
to see how these graduates connected with the speak- had been one of the quieter
ers. ones. Perhaps it was because
The crucial element? Our guest speakers were he was naturally shy and
authentic when sharing their personal stories. It made English wasnt his first lan-
all of us laugh and cry together. guage. I knew how much effort
My boss always tells me that for a presentation to be he had to put in, just to stand
successful, the presenter must both be competent (i.e. up in front of 30 people and
he knows what hes talking about) and relatable (i.e. the talk for five minutes. Later, I
audience feels connected to him). found out that when everyone
Its not enough for a speaker to be smart. Then it else had gone to bed the previ-
would just feel like hes talking down to us. He needs to ous night, he had been awake,
be real toothat makes us feel something. practising.

That is why I tell young people this: Just
Its easy to feel small, because the world always worry about making yourself 1% better
compares you to everyone else. The world wants to sort every day. The only person you really have to
compare yourself with, is yourself yesterday.
out its winners and losers, and to keep us competing.
But its a losing battle. Theres always someone smarter, PARTING THOUGHTS
I went into camp hoping to learn about
faster and better than you. young people from young people. And I did.
Over the few meaningful days we shared,
I learnt all about their hopes, fears and
dreams.
And I learnt that theyre just like you and I.
n Aaron is campus and digital marketing lead
at Leaderonomics. He is also the founder of
mr-stingy.com.

By SANDY CLARKE
editor@leaderonomics.com
W
HAT would you be able
to do if you simply
decided to focus on
achieving something
thats close to your
heart?
What would happen if you cut out the
excuses, silenced that doubting inner
voice, and threw caution to the wind by
taking action towards the goals that will
lead you to a better version of yourself?
Often, setting goals can seem like a
daunting task. For a start, theres so much
information out there that it can be dif-
ficult to know where to begin.
With all those successful, smiley peo-
ple who tell you anything is possible
its too easy to sigh, Yeah buddy, its
easy for you to say, before sliding back
into that frustrated, yet familiar, sense of
mediocrity.
Dont get me wrongI loathe the idea
that everyone should have dreams to fol-
low, or that your life isnt a success unless
youre changing the world according to
someone elses standards.
For those who are content in how their
life is going, no one has the right to sug-
gest their happiness is somehow lacking
because theyre not trying to become the
next best thing.
Success is subjectivewhich probably
explains the countless definitions of the
word.
But for many people, there remains a
niggling feeling that compels us to take a
certain course of action that will lead to
the attainment of goals or dreams that
weve long desired to achieve.
Having known that feeling all too well,
I can relate to those who face obstacles to
transforming their ambitions into reali-
ties, whatever their dreams may be.
With that in mind, here are five tech-
niques Ive used in overcoming barriers to
realising goals and ambitions.
1 Realise that you have
the potential to
achieve
This is such a simple step, but its pos-
sibly the most important one youll take.
The limiting beliefs and that doubting
inner voice can say a lot of things to you,
but it all comes down to a central mes-
sage: You cant do it.
If you find it too hard to tell yourself, I
can do this, accept at least that you have
CELEBRATING HR TALENT IN MALAYSIA
MILLENIALS as we know it, are
the future determinants of the
corporate landscape in Malaysia.
Their high affinity with technology
has made the competition to
attract the best young talents for
employers a lot more stiff, especially
since organisations are now racing
against the clock to incorporate
digital into their strategies.
But when it comes to selecting
the right employer to work for,
some of the key things millennials
seek are career progression
opportunities, training and
development, a sense of purpose
HOW TO SET AND
ACHIEVE DREAMS
the potential to succeed, and that you
have value to offer others through realis-
ing that potential.
2 See your dream
Good lord, hes about to use the
V word! Yes I amvisualise. Whatever
youd like to achieve, spend time with the
possible end result in your mind. No, it
wont magically manifest suddenly out
of nowhere, but what it does is that it
keeps the goal fresh in your mind, which
increases the likelihood that youll take
action.
Often, dreams and ambitions fail to
manifest because we literally lose sight
of them. Spending just five minutes in
the morning, or at night before you go to
bed, thinking about how the end result
looks and feels will help to keep you
focused and on track to reaching the fin-
ish line.
3 Kill the negative
inner-talk
If there were a million ways to fail, you
could find an extra thousand, right? But
rather than being a method of seeking
out potential problems in order to fix
them, too much negative talk turns into
beliefs that limit our potential to succeed.
Sure, its important to anticipate pitfalls
in their roles, and employer brand/
reputation.
Putting in effort and striving in
the aforementioned areas are one
thing, but if these implementations
and practices go unnoticed, the
millennial workforce will not be
able to see the value of a particular
employer or individual.
This is where awards come into
play and they provide an avenue for
an employer and/or individual to
gain recognition, and elevate their
visibility and credibility.
The Malaysian Institute of
Human Resource Management
www.leaderonomics.com | Saturday 4 June 2016 9
and challenges, but dont leave it hanging
there.
Acknowledge the concerns that arise,
5 Enlist
others
the help of
Need an idea? Im your man. I can
but follow it up with the question, Ok, come up with a tonne of ideas before
so how can I move forward from there?
What youre doing here is training the
mind to look outward from the problem
youve finished your triple, venti, half-
sweet, non-fat, caramel macchiato.
The trouble is, I can sometimes be a lit-
This article is
available at www.
leaderonomics.
towards solutions, rather than allowing it tle laid-back when it comes to executing com, where you
to wallow in a state of fault-finding. ideas. This is an area I work on whenever can download the
I catch myself being too caught up in PDF version.
4 Think it through
Youve heard the clich, fail fast,
fail often. The delightful
possibilities, and what Ive found to be
extraordinarily helpful is to ask other
people to help you carry
economist, Larry Smith, out a task or a project,
makes a slight amend- Often, dreams and or help you break down
ment to this: What people ambitions fail to your dream in a way that
leave out is, fail often, fail manifest because we makes it more manage-
fastdie! Nothing worth able.
achieving comes at a whim, literally lose sight This works well
and no string of clichs of them. . .thinking because not only do you
are a substitute for effort, about how the end become accountable
commitment and considera-
tion. Accept and learn from result looks and
to others, but youve
actively chosen to put n Sandy once had a
failure should it come, yes,
but its hardly a good idea to
actively welcome it. In order
feels will help to yourself in this position.
keep you focused and By enlisting the help of
dream where he was
being chased up a hill
to minimise failure along
on track to reaching others, you receive the
benefit of their guid-
by members of One
Direction. Its not a
the way, take some time the finish line. ance and expertisebut dream hes worked
to plan and consider what you also become aware to realise. To connect
you want to achievewhatever it is, it that you dont want to waste their time, with Sandy, you can
will come along quicker if theres a well which means youll kick things up a gear follow him on Twitter
thought-out strategy in place. or three. @RealSClarke
(MIHRM) Malaysia HR Awards 2016 Limited spaces are left! So,
is one such award that recognises
hurry on and register before the
employers and individuals who
have made a difference and/or closing date on 30th June 2016.
made a worthy contribution to the
human resources landscape. The Malaysia HR Awards this year will
take the form of a luncheon awards
The award categories are as follows: ceremony and will be taking place on
Employer of Choice Oct 27 at the Hilton, Petaling Jaya.
SME Best Employer All applications must be made on the
HR Innovation official participation form available
HR Best Practices from the MIHRM Secretariat Office.
HR Leader For further information, visit www.
HR Manager mihrm.com or call +603-7955 6536
HR Specialist (MIHRM Office), +6019 224 7085
HR Best Student Project (Aresandiran).
 10 www.leaderonomics.com | Saturday 4 June 2016

if a person cannot
manage his talent, then
his talent will surely
end up managing him.

Jennifer Lawrence and Evan Peters in a scene from X-Men: Apocalypse. Alan
Markfield/Twentieth Century Fox via AP

Michael Fassbender, appears as Magneto. Twentieth Century Fox via AP Lawrence in her role as Mystique. Twentieth Century Fox via AP

Like this article?

Follow us on
Facebook, Twitter
and Instagram.
X-MEN: APOCALYPSE
How LEADERS MUTANTS perceive
By CARMEN NGE Some may say he is an idealist but
editor@leaderonomics.com where would the world be now without

and manage their talents

T
our idealists?
HE X-Men series have always
seemed to me to be a story #3 TALENT LIBERATOR
about mutants, misfits and the what he wants. his goal of world domination. His motto Finally, we come to the most recal-
misunderstood of the world. In the X-Men universe, each mutant has is classic Darwinian: only the strong will citrant talent manager of them all:
But when I watched X-Men: a very specific talent: Mystique can shape survive. Mystique. I prefer to see her as a talent
Apocalypse, the latest film from the fran- shift, Nightcrawler can teleport, Storm can liberator, rather than scout or manager.
n Carmen Nge is an chise, it suddenly hit me that mutant manipulate the weather, and so on. #2 TALENT MANAGEMENT She seeks out talents who have been
assistant professor power, reframed within the leadership These X-Men may be born with par- Professor X or Charles Xavier, on the taken advantage of, abused or enslaved
at the Faculty of lexicon, is actually talent! ticular talents but they are not born with other hand, is the consummate talent and makes it her mission to free them
Creative Industries, Is having a talent akin to having a the innate ability to hone and control manager. He does not do much scouting from their chains. But she has no interest
Universiti Tunku superpower? Absolutely! Some people their powers. Some of them, especially but prefers to sit back and wait for talent to lead or to have them follow her because
Abdul Rahman. She might argue that not all talents are the younger ones who have only recently to appear at his doorstep. His entice- being a cynic, Mystique does not believe
has taught subjects superpowers, but I beg to differ, because discovered their abilities, may never be ment? Belonging. Charles builds a com- in an idyllic promised land for mutants,
as diverse as science our definition of superpower can be high- able to tap into the full scope of their munity for his talents via his School for not even Charles Xaviers bucolic school for
fiction, film studies, ly subjective. A childs talent for throwing talents without help Gifted Youngsters. mutants.
game design and ear-splitting tantrums, for example, can from more experienced Unlike Apocalypse, Charles But when the school is destroyed,
critical thinking. be a super powerful tool for him to get mutants. Reluctant leaders fervently believes in nur- Mystique finds herself poised to be a
When reframed in this understand that turing his talents, watch- leader. She has all the traits of one: strong
manner, I realised that sometimes there ing them grow and make will, pluck, and decisiveness. Furthermore,
X-Men: Apocalypse could are goals bigger mistakes and learn from Mystique has something neither Charles
Stand a chance to win TWO complimentary teach me a thing or two their immaturity. He under- nor Apocalypse possesses: she is a peer to
passes from 20th Century Fox to watch X-Men: than personal
about how leaders per- agendas. Perhaps stands that talent has to be most of the talents in her team.
Apocalypse! All you need to do is: ceive and manage their
this is the ultimate
managed within the larger Many of the younger talentseven
talents. context of personal develop- Storm, who initially sides with the
path for all talents: ment. enemysee Mystique as their hero:
1. Like the #1 TALENT to lead when It is not enough to hone someone who is close to them in age but
Leaderonomics SCOUTING necessary. ones ability to generate and have proven to the world that age is no
Facebook page. Apocalypseor En manipulate magnetic fields, barrier to greatness.
2. Tell us what you Sabah Nur, the first like Magneto does, if he can- They admire her fearlessness and know
have learnt from mutantis a highly driven talent scout. not come to terms with the pain, suffer- of her feats; they want to be like her
this article in less He has a clear purpose and a clear strat- ing and anger from his own past. because she seems to shun the mantle of
than 20 words egy on how to woo his talent. He under- Charles knows that if a person cannot leadership altogether. Like her, they too
in the comment stands that not all mutants would want manage his talent, then his talent will are afraid to lead because they fear the
section of this to follow him, so he tempts them with surely end up managing him. In the end, attendant responsibilities and most of all,
article on www. something they cannot resist: amplifica- it is not just talent that counts but also they fear death.
leaderonomics. tion of their powers. the emotional and mental strength of the Mystique may be a reluctant leader
com by 7th June Apocalypse does not believe in gradual person with the talent. but she is a leader all the same. She has a
2016. personal development and growth; he Interestingly, Charles has no interest in mission to complete and she is driven by
3. Leave your name gives the talents he scouts an instant world domination, despite the immense a goal larger than herself. When she tries
and e-mail address power-up and gives them a taste of what power he wields. He believes in co- to kill Apocalypse and fails, she shows her
(Dont worry, your they are truly capable of. existence between those without talents mutant fans that she is willing to risk her
personal details He capitalises on their strengths and and those with talents. He wants them own life to ensure the mission succeeds.
will not be shared leverages on the very thing that defines to synergise and feed off each other, to By the movies end, we see Mystique
to public. Were them because he has no interest in them work together in a peaceful, collabora- taking on a clear leadership role and
just nice that way.) as people; he just wants their talents tive whole. His motto: the strong should Charles coming to terms with some of the
because they will enable him to achieve always protect the weak. necessities of talent management.

By DORIE CLARK
editor@leaderonomics.com
W
E all know it costs
thousands of dol-
larsif not tens of
thousandswhen
an employee quits.
There are recruiting expenses, your
own time as you screen and inter-
view candidates, lost productivity as
someone gets up to speed, and the
abiding fear that the new hire wont
take and youll have to repeat the
Sisyphean process yet again.
So you want to keep your good
employees happy. But how? Raises,
time off and promotions are the cur-
rency we usually think about. But they
are limited resourcesand, impor-
tantly, they often arent the most criti-
cal motivators.
Here are 10 ways to take control
of your organisations culture, create
a place where employees want to
work, and save time and money in the
process.
1 DONT WASTE
THEIR TIME
Youre the one paying them, so its
not a problem if they have to cool their
heels a little, right? Wrong. People want
to believe theyre doing something
meaningful and making a difference,
regardless of whether youre curing
AIDS in Africa or making widgets.
Something as small as habitually
keeping employees waiting while you
finish up phone callsor as large as
regular meetings that no one knows
the purpose ofcan pummel employ-
ee morale and send the message that
their time doesnt really matter.
2 STOP THE E-MAIL
MADNESS
Leadership comes from the top.
Does your organisation have a CYA
(cover your @ss) culture of employees
CC-ing each other on every minute
development? Or sending a barrage
of back-and-forth electronic missives
when a face-to-face meeting would
be quicker and more productive? Or
e-mailing consistently late at night or
over the weekend, to earn the coveted
timestamp that proves their dedica-
tion to the company?
Lets get real: its an e-mail arms
race to prove whos the hardest
worker. Put a stop to it. Declare a
policy of no unnecessary e-mails
and discourage writing at odd hours.
They may be afraid to say it, but
theyll be glad you did.
3 END THE PITY PARTY
In some organisations,
employees brag about who worked
the longest, who stayed the latest,
or who made the most sacrifices for
the company. Its a bizarre blend of
workplace machismo and a pathetic
cry for sympathy.
Dont encourage it, and dont
let them get away with it, because
this culture only breeds resentment
over the long term. Talk with them
about ways they can work more
efficiently or reprioritise. This is
not a competition you want them
engaging in.
4 HELP THEM PRIORITISE
Though it would be lovely,
your employees cant be expected to
read your mind. If you gave them a
priority assignment on Tuesday and
plopped another one on their laps
on Wednesday, where should they
spend their time? Dont make them
chooseand run the risk of having
n Dorie Clark is a marketing strategy consultant, professional speaker, and frequent contributor to the Harvard Business Review, TIME, and Entrepreneur. She is the author of Reinventing You and her
most recent book, Stand Out, was named the No. 1 Leadership Book of 2015 by Inc. magazine and was a Washington Post bestseller. To read more of her articles, go to dorieclark.com.
10 WAYS TO
REDUCE EMPLOYEE
TURNOVER
them make the wrong guess.
Its your responsibility, every time
you hand over a new project, to ask
them whats already on their plate
and to help them prioritise. Encourage
them to question you outright if, for
some reason, you falter in your duties.
5 GET REAL ABOUT
EXPECTATIONS
No investment bank promises
great work-life balance. You know
what theyre selling, and its not just
initial public offerings. Its a chance for
employees to work insanely hard and,
in return, to make more money than
Croesus. Are your employees working
as hard as investment bankers? If
theyre not being remunerated in a
similar fashion, be very clear about
your promises.
Did they know what they were
signing up for? Were you honest?
Is the payoff (a chance to eliminate
malaria, or stock options that will one
day put Sergey Brin and Larry Page to
shame) really worth it? If not, theyre
going to leave your company sooner
rather than later.
6 TRY THE RHYTHM
METHOD
Every company has its seasons.
Accounting firms are hell on earth
from January through Apriland
their staffers justifiably expect a
slower pace the rest of the year. The
newsrooms of daily newspapers are
sleepy in the mornings, as the journos
are getting caffeinated, and become
progressively more frenzied as late
afternoon deadlines approach.
If your firm is a nine-to-five
kind of place, fine. But if you
expect bursts of activity from your
employeeslate nights, weekend
work, and the likemake sure they
understand the rhythms and when
they can look forward to a calmer
time. People can get through almost
anything, if they have a deadline to
look forward to.
7 HELP THEM DEVELOP
A GROWTH PLAN
Looking out for your employees
interestsnot just your own, or the
companysbreeds loyalty. Take the
time to get to know their aspirations. If
www.leaderonomics.com | Saturday 4 June 2016
This article is
available at www.
leaderonomics.
com, where you
can download the
PDF version.
their long-term goals require new skills
(the ability to speak Spanish, experience
with event planning or web design,
public speaking aptitude), give them
relevant assignments or pay for classes
as a reward.
Seeing your company as a place
where they can grow in their careers
means youre not just a short-term
stopover on their professional trajec-
tory.
unexpected.
8 HELP THEM MASTER
TIME MANAGEMENT
I knowit seems like you shouldnt
have to. But conquering time man-
agement is critical to any future
workplace success. And, even if youve
already helped your charge prioritise,
they still may not have the experience
yet to figure out how to put the pieces
together.
So if assignments are late or slip-
ping through the cracks, or if they
cant get to the office on time in the
mornings, sit down and help them
map out their days. Literally. Its worth
a try before you have to fire them for
being incompetent.
11
Looking out for your
employees interests
not just your own, or
the companysbreeds
loyalty. . . Seeing your
company as a place
where they can grow
in their careers means
youre not just a short-
term stopover on their
professional trajectory.
9 DONT SURPRISE THEM
The surest ticket to
happiness, according to the positive
psychologists who study human
well-being? Autonomy. Its in limited
supply, of course, if youre an employee
(and have to answer to a boss). But
you can do your part by keeping your
employees apprised of decisions early,
involving them in the decision-making
process where appropriate (they may
even have some good ideas), and
walking them through your thought
process so they understand where
youre coming from.
No one wants to be a drone,
executing commands with no
understanding of the broader
context. And no one wants to be
kept in the dark, constantly reacting
to new developments that are
thrown at them. Keeping your
employees involved and informed is
a fundamental investment in their
satisfaction.
10 SURPRISE THEM
(THE GOOD KIND)
We humans adjust pretty quickly to
expectations. Our friends, the invest-
ment bankers, expect their year-end
bonusestheyre barely considered
bonuses, but rather a lump form of
salary. You expect a birthday present
from your parents or your spouse. But
think about how exciting and how
meaningful it is when you get a pre-
sent completely out of the blue. Thats
why rekindling romance books sug-
gest it all the time.
So, consider doing the same for your
employees. Instead of the same old
holiday party or year-end bonuses,
think about what you can do through-
out the year, as a surprise, to bolster
morale.
Just finished an important but
time-consuming project? Throw an
in-house ice-cream sundae party.
Sense that summer doldrums
are enveloping your staff? Call an
emergency meeting for the next
dayand then announce they can
have the afternoon off. Rewards
often mean more when theyre
FOOD FOR THOUGHT
You can never eliminate employee
turnover. There will always be
someone who wants to move to
Zambia or become a stay-at-home
parent or go write their Great
American Novel.
Providing geographical flexibility/
telecommuting, paying for employees
to take graduate classes, and paying
above-market salaries are all good
(though sometimes substantial)
investments in lowering attrition. But
the above 10 techniquesall low-cost
or no-costcan also make a major
difference.
12 www.leaderonomics.com | Saturday 4 June 2016
HAPPINESS AND THE
SUCCESS EFFECT
By VIJAY NAGARAJAN
editor@leaderonomics.com
A
few years ago, I sought to answer
a simple, yet profound question:
What makes you happy and
why?
It set me on a journey of self-
discovery as I sifted through my childhood
experiences, my family values, my education
and my personality. I thought I found my
answer.
WHAT MAKES ME HAPPY?
I had zeroed in on impact. I found a
common pattern emerge as I jotted down
events that had made me happy. Every time
I influenced a situation around me positively,
I had felt satiated.
Being the school prefect boosted my
ego, but leading my school team to
debate and quiz wins was the bigger
thrill. Mentoring and knowing I changed
the course of peoples lives and careers
were exhilarating. Shaping the product
portfolio at a start-up almost got me on
a high.
This Leadership
Guide Is Powered By
The pattern was obvious to me then. It
was about making a difference. Success, I
thought, was all about making an impact.
But then it struck me that in going
through this exercise, I was equating success
to happiness. In fact, I realised that impact
was really a means to happiness. It all came
a full circle as I concluded that contention
and happiness were great measures for how
successful I was in life. This consciousness, in
turn, brought a refreshing framework to my
thought process.
Happiness drove a firm sense of secu-
rity and purpose for me. It also generated
greater self-awareness. Knowing that I need
to do the right thing for mefor who I am
helped me widen my horizon to see beyond
impact.
As an example, I began to consciously
practise compassion as it empowered me
to do the right thing. I stayed away from
people emanating negative energy if I could
not help them let go of it. I watched out for
discontent as a signal for stagnation and
drove change.
In a sense, recognising the happiness par-
adigm and framing a mental model around
We can help tell your organisational story to the world. For more information,
please contact us at editor@leaderonomics.com or call us at +603 7957 5809/5804.
it helped to build a very positive cycle that
thrusts me towards greater success.
Happiness, my one
metric for success,
TRUE MEANING
OF HAPPINESS is not a number.
As I wind my life tape forward, I see
myself continuing my pursuit of happiness.
When I get to a point where my happiness is
innate, I would have accomplished it all.
Happiness, my one metric for success,
is not a number. It is a state-of-mind that I
strive for. This article is
Some of you can argue this is utopian. available at www.
Othersthose for whom happiness is leaderonomics.
already innatewould consider this com, where you
can download the
common sense. PDF version.
In the end, I suppose the notion of success
is subjective and is a reflection of who you
are. Happiness is my one metric to success. To learn more about
Whats yours? emotional intelligence at
the organisational level,
n Vijay Nagarajan is the senior director e-mail us at training@
of an IT company specialising in wireless leaderonomics.com.
connectivity and is known as a hands-on
general manager with experience running
global teams and turning around large
businesses.
GLOBAL CHILD FORUM: AN INTERVIEW WITH
HER MAJESTY QUEEN SILVIA OF SWEDEN
The Global Child Forum on participation and patronage and some of her experiences
Southeast Asia that was of Their Majesties King Carl working with children from
held recently in Malaysia XVI Gustaf and Queen Silvia around the world.
had brought together of Sweden, the forum aimed Go to Leaderonomics
influential international to address some of the most Media Channel on YouTube
decision makers from pressing challenges faced by to watch Roshan Thiran,
business, government, civil todays children. CEO of Leaderonomics, in
society and academia for By special invitation, we this beautiful interview with
a day of inspiration and had the honour of speaking Queen Silvia and to find out
action on childrens rights with Her Majesty Queen more about the forum. Look
within the region. Initiated Silvia about the challenges out for more videos from us
in 2009 under the active in global childrens rights about the forum!