As a leadership consultant and executive coach living in Singapore and working across Asia, I am often asked; “is there is a difference between Western and Asian Leaders?”

The answer is “yes” and “no”. Leaders worldwide need to ask the same questions:

• Where are we going?
• What is our strategy? (how do we get there?)
• How do we execute?
• Is our team ready? (learning and development)
• Do we have enough bench strength for growth and sustainability (succession planning)

In addition leaders must be able to engender trust and effectively communicate their messages.

The difference between East and West is a matter of focus and style. In the Asian managers and companies tend to focus on execution, whereas in the West, creativity and innovation are more valued. In the East there is emphasis internally on command/control, the ‘how’ the do things, whereas Western companies tend to look externally at their customers and clients.

Asian employees are more likely to do what is asked whereas western employees are more likely to be free agents and independent thinkers .

Of course these observations are all generalisations but I think the key take-away is that both styles have merit and if we can appreciate and take the best of both we can be better leaders.

A lot of my work in the last couple of years has been equipping leaders with an understanding of different cultures. Western managers in Asia have needed to learn how to get the best from their employees and up and coming Asian leaders have needed to learn how to communicate in a style that is valued in Western companies.

There is currently an imbalance, more Westerners are heading up operations in Asia than there are Asian heading up operations in the West; it will be interesting to see if this tips in the next few years. What do you think?

Leadership Development in Singapore
Executive Coaching in Singapore

Management and Leadership require getting work done, with and through others whilst gaining their trust and co-operation, the secret is that you have to give trust before you can gain it.

Many of the executives I have coached have struggled with the issue of trust as they have got where they are today by being controlling and see delegation as loss of control. Logically these people know that they must delegate but become frustrated that when they try to delegate they don’t get the results they were hoping for.

I have found that using a ”Why, What, How, Do” approach can create a staircase to effective delegation.

First you tell people “Why” you want to them to do something. We all like to know why what we are doing is important , so when you say, “I want you to do this because…” you make the task meaningful. By giving the reason for the delegation you engage and empower the individual to do their best.

Next you tell the person “What” the results are you are looking for. We know what those results are but our people are not telepathic (and a good job too) so you will have to take the time to describe specifically what a successful outcome will be.

The first time you delegate you will often need to share with the person, “How” to do what you have asked them. At the very least ask if they know how to execute what you have asked them to do and make sure they know they can contact you if there is a problem. Once this step is complete the person can “Do” the delegated task.

On completion of the delegated task, the result will reflect their competency AND your ability to communicate. Successful completion builds your trust and their trust in you that you have their best interest in mind. If things do not turn out as expected, carefully examine the causes and coach the gaps - avoid blaming as this will evaporate any trust that exists.

Once you have successfully delegated the task once, you can skip the “How” stage and just give “Why and What”" instructions. With a trusted team member you can get away with just “Why” or they may have anticipated the need and done the job already!

Effective delegation takes up-front time to get it right but the payoff is that you leverage yourself and free up time to do other things. Like all worthwhile things it take practice, so why not start today?

According to the Chinese Zodiac, the tiger is a symbol of power and authority and therefore leadership; unfortunately the style of leadership represented is poor on relationship.

Poor people leadership is something I encounter on a daily basis; just recently I was conducting a Coaching for Managers program and one senior manager told me his boss had refused to attend saying, “I don’t believe in that s#!t”

On the flip side I have been working with some great people, recently, who really believe in developing people-skills and are seeing the business results to confirm their belief.

If this is your first or fiftieth time reading this blog, I hope my posts, in some small way, make the Year of the Tiger profitable, productive and harmonious for you.

Gong Xi Fa Cai!

In 1990 Peter Senge published a book that has become a classic, a book that most people in leadership and management roles in business, most who consult or coach within organizations, and those who seek to stay on the cutting edge of business have read.  I’m speaking, of course, about the book The Fifth Discipline. The theme and central focus of this book is on learning to think and work systemically.

Senge was convinced that the key to business success rested in five disciplines, which when synergized by leaders and managers, will launch an organization or business into a creative mode and take it to a whole new level of effectiveness.  Like the five critical component technologies that came together in 1935 for the McDonnell Douglas DC-3 and which ushered in the era of commercial air travel— Senge argued that the five components he discovered would create great companies.

What are those five components?  Systems thinking, personal mastery, mental models, building shared vision, and team learning.  Together “each provides a vital dimension in building organizations that can truly ‘learn,’ that can continually enhance their capacity to realize their highest aspirations” (p. 6).  Then unlike most contemporary organizations that are reactive, companies can become responsive or even generative.

Senge focuses on enabling companies to become “learning organizations.”  He writes about organizations going beyond the old traditional hierarchical structures to an enlivening vision, people collaborating and experiencing team learning, a whole new level of openness, and leadership that evolves beyond being politically power oriented.  Now does that sound like self-actualization or the self-actualizing leaders and companies that I describe in Unleashing Leadership? That’s what I also thought!   The Fifth Discipline is about self-actualization in organizations.

Yet because Senge did not use the term self-actualization or frame things in terms of moving beyond Theory X to Theory Y of management, I did not make the connection.  In spite of not using the language, throughout the work the vision and premises of self-actualization psychology informs his argument for the emergence of a whole new kind of organization— self-actualizing organizations.

In fact, for Senge “systems thinking” and “personal mastery” are two of his expressions for self-actualization.  What I suddenly now realize in re-reading The Fifth Discipline is that “personal mastery” in this model is what we call “self-actualization” in Maslow’s model!  Here’s my evidence.

Senge described “personal mastery” as a high level of proficiency in an area that deeply matters to you.  And to develop that level of mastery, you need to do two things: 1) Clarify what’s truly important to you and 2) See current reality more clearly. (p. 141).  Senge says that personal mastery goes beyond competence.

“It goes beyond spiritual unfolding or opening, although it requires spiritual growth.  It means approaching one’s life as a creative work, living life from a creative as opposed to reactive viewpoint.” (p. 141)

In an amazing paragraph where he described people of personal mastery, Senge’s description sounds very, very similar to how Maslow described self-actualizing people.

“People with a high level of personal mastery share several basic characteristics.  They have a special sense of purpose that lies behind their visions and goals.  For such a person, a vision is a calling rather than simply a good idea. They see ‘current reality’ as an ally, not an enemy.  They have learned how to perceive and work with forces of change rather than resist those forces.  They are deeply inquisitive, committed to continuing seeing reality more and more accurately.  They feel connected to others and to life itself.  Yet they sacrifice none of their uniqueness.  They feel as if they are part of a larger creative process, which they can influence but cannot unilaterally control.

“People with a high level of personal mastery live in a continual learning mode.  They never ‘arrive.’ … Personal mastery is not something you possess.  It is a process.  It is a lifelong discipline.  People with a high level of personal mastery are acutely aware of their ignorance, their incompetence, their growth areas.” (p. 142)

“People with high levels of personal mastery are more committed.  They take more initiative.  They have a broader and deeper sense of responsibility in their work.  They learn faster.  For all these reasons, a great many organizations espouse a commitment to fostering personal growth among their employees because they believe it will make the organization stronger.” (p. 143)

And systems thinking?  Senge describes this as “contemplating the whole as a pattern,” being able to see the unity of snapshots of isolated parts and how they work together.  He describes the building blocks of systems thinking as feedback loops and delays in the system and from there the recognition of patterns that arise that indicate specific kinds of systems (archetypes).

When we apply systems thinking to human beings, we recognize that our experiences are made up of multiple systems—our mind-body system, our meaning-making system, our neuro-semantic system.  And within these systems are reinforcing processes, limiting processes, balancing (stabilizing) processes.  And as in a business or political system, we also experience problems at various levels.  Some of our problems are mere symptoms of the system rather than the fundamental causes.  That’s why the symptoms keep resurfacing over time.  That’s why “solutions” which work at one level or for the short-term, never actually takes care of the real problem.

So what do we discover when we “contemplate the whole” and look for patterns in human beings?  We discover that there is within us an inner drive to self-actualize and that this is itself our most fundamental inner dynamic system.  This is our primary system for growing, developing, and actualizing our highest meanings and performances.  And Self-Actualization Psychology is the psychology that describes this whole.

As I engage in one of my favourite past times (people watching), I notice how different passengers handle the compression of their personal space. The ubiquitous iPod is everywhere as people use a wall of sound to block out their fellow travelers; but some are engaged in quiet conversation and others in deep reflection.

I had forgotten how trance inducing, train journeys are. It is easy to drift away into your own thoughts and gain new perspectives on life. I have had several conversations this week with people about how they gain clarity and sort through complex issues whilst bombarded with constant interruptions.

My host in Sydney has built himself a small sauna at his house. Being Finnish by birth, he considers sitting in a heated pine box and throwing water on hot coals to not only be sensible but necessary to his sanity. Yari, his name, says that he gets his greatest ideas in the Sauna and regularly uses his time there to solve problems.

One of the participants in the training course I am conducting shared that she does Pilates at home each morning and uses this time to clear out the mental clutter and focus on the key issues she must solve for the day.

Research has repeatedly shown that managers have little time to step back from urgent tasks and think critically; the constant interruptions from e-mail and co-workers makes it almost impossible to think creatively and consider alternatives to knee jerk reactions.

As an executive coach, I have often facilitated my clients to find a ‘special’ place and time where they can think without interruptions; that they should take a blank notepad and a pen and jot down or mind map their thoughts. Those that have followed through on this action have often reported that they were surprised how much more time they have gained because they became more efficient.

Of course you can continue to do your thinking in the car, the train, the shower or build your own Sauna at the office!

Oops this is my stop – blog later.

It is a bit like if you were in a boat and have set your course, but the boat springs a leak and you spend your whole time bailing water and have no time to steer.

William Bridges created a model of change and transition that is highly relevant in today’s financial readjustment. When the collapse of Lehman Brothers started the domino effect of the global crisis, many of us would have experienced first shock, then denial, anger and fear. If you lost money or a job you might then experience grief, frustration, confusion, stress and loss of control.

As an executive coach and leadership consultant I have often witnessed this spiraling down into paralysis that Bridges calls the ‘neutral zone’. Symptoms of the neutral zone include ambiguity, anxiety and the absence of motivation. The cure for this paralysis is a new vision of what is possible.

Einstein said that, “A problem cannot be solved with the same level of thinking that created the problem.” When in the neutral zone, we are in a dark place and our ability to think optimistically and see possibilities is severely limited. What is required is a little magic, the magic of imagination. All of human achievement started with imagination, from running a mile in under 4 minutes, to imagining what it would be like on the top of Mount Everest to imagining walking on the surface of the moon.

A vision will inspire, motivate and engender creativity and it starts with using imagination to travel to the future when things will be better. The Executive who asks him/herself, “What is possible?” “What will we be doing when things are better?” To do achieve this we must take time to stop bailing the water in the boat and look to the shore. Most executives find this extremely difficult as they leave themselves little or no time to stop, step back and think strategically.

With a new vision of where you are going, you and your people will become more optimistic, think creatively and start planning actions that will move you towards success.

It was no surprise that Barack Obama beat John McCain; Dr Martin Seligman in his book ‘Learned Optimism’ talks about his analysis of US elections based on the number of positive or optimistic comments made by the candidates. Obama clearly offered a more optimistic view of the future and thus captured the popular vote.

Obama is being called a transformational leader because he:

1. Created a vision that inspired the American voters (and the world) to believe that there were new possibilities.

2. Stimulates people to think, to re-examine their ideas and find creative alternatives. Such an environment breeds imagination and innovation.

3. Treats people as individuals making people feel valued and encouraging them to contribute. He recognizes that people have unique talents, strengths and weakness and allowing for these differences without judgment.

The transformational leader must have what I like to call ‘realistic optimism’ which is a practical and pragmatic approach that is ideally suited to the current climate. Realistic optimism is the mindset that we can make the best of any circumstance; it is the acceptance that bad things do happen but with a healthy self-esteem and the confidence in our abilities we can overcome adversity, learn from the situation and be even better for the experience.

Optimism without right actions and following sound principles will not be enough. Lehman Brothers failed because of over-optimism and the senior management not being in alignment with their own company’s vision and values.

In the current climate it is tempting to focus on immediate need and make tactical rather than strategic decisions; I urge you to step back for a moment, get in touch with your personal or company vision and ask yourself, “Is this decision the right one for the long term?”

Andrew Bryant is the Director of Self Leadership International and is based in Singapore but travels extensively as an executive coach and leadership consultant.