A good coach puts some pressure on you to do better and demonstrates his belief that you can do better in you. But more than that, the coach makes sure that what is expected of you is clearly communicated so that you have a clear vision of yourself accomplishing it. The ‘video’ that can be played in your head is important. If the resolution of this video is poor, then it is harder for the coachee to perform. And putting pressure on the person by reminding him or her of the deadline or final prize is pointless.
A coach doesn’t review a race with the runner telling that him or her that at different point of the race, how far or near he/she is still from the finish line. He tells the runner about his or her gait to improve, the rhythm of breathes. The how is more important than the what; but the why even more so. The good coach then reminds the runner of why he or she is running.
It is not possible for managers to help a team thrive without these coaching capabilities. Most managers would just be churning output without developing the team or sustaining the right motivation for the team to go on. Often this could lead to burn-out and poor morale. This is where a strong individual contributor needs to learn new skills to move into manager position and not thinking that he or she can just keep doing what they are good at.
I wrote about the holistic thinking that was characterised by western researchers of Asian’s approach towards persuasion as contextualised by Erin Meyer. I had the chance to reflect a bit more on specific thinking as I begin to observe it more and more at work in western workplaces and cultures. There are no right or wrong and the good and bads can only be appreciated from particular perspectives or lenses.
Specific thinking parcels out bits of work and various tasks, having more of a tendency to operate in silos even when coordination is excellent. This can make things difficult to change and also individuals becomes less sensitive to the overall workings of the system they are part of. It can be good in that it reduces the anxiety around being unable to bring about the intended collective outcome because one can just focus on delivering one’s part and leaving the rest to others. Being specific in thinking also encourages focus on the smaller specific outcome that is within one’s control.
However, specific thinking may mean that there’s less ability to navigate situations that are far more complex where clarity does not come instantly. For example, during a business development meeting, one may not yet figure out if there’s chance of collaborating or working with the prospect when we are still in discovery phase. Specific thinking can lead one to try and force a result and be counterproductive, or to give up too early.
Specific thinking may also render us unable to genuinely celebrate collective wins as one becomes overly focused on the parts they are ascribing to themselves to the extent they ignore other parts of the system they are part of.
In today’s work life, too much thought goes into how to do the work rather than the culture and enabling environment that surrounds the work. There are countless anecdotes about people at their deathbed would not wish they had more days to work; or stories of the employee who passed away and the company was just busy trying to find someone to replace him/her, whilst complaining about the hassle and delays caused by his/her death. All of these tries to discourage people from pouring out way too much of themselves into work even as our society as a whole is actually increasingly consumed by work.
What I don’t understand is that for almost all of our work in life, there are ways of making it more fun, conducive to put effort into, and to stress us positively. Yet we don’t do that, nor explore ways of doing that. Good culture that enables rather than disable is a luxury, people say. And they see it being at odds with generating value and profit, as though precious resources are either committed to employee well-being or shareholder returns. This is just lack of imagination and the inability to think dynamically and across time.
For some reason, a 2015 article from INSEAD appeared on 2 separate of my social media platform news feed, shared by different people and with different commentary. It was about the fall of Nokia; and yet as I was reading through it, I am struck by how applicable those lessons are today. And how important it is that we invest into reworking our culture.
I shuddered at several parts of the article that describes behaviours no different from what I’ve observed in large, important institutions and business organisations that I’ve had experience with. Allow me to quote 3 portions of the article that really stood out for me:
Although they realised that Nokia needed a better operating system for its phones to match Apple’s iOS, they knew it would take several years to develop, but were afraid to publicly acknowledge the inferiority of Symbian, their operating system at the time, for fear of appearing defeatist to external investors, suppliers, and customers and thus losing them quickly. “It takes years to make a new operating system. That’s why we had to keep the faith with Symbian,” said one top manager. Nobody wanted to be the bearer of bad news.
Hiding bad news is a result of the lack of an open communicative culture resulting from poor responses to ‘bad news’. It will be reinforced by a sense of helplessness about the communication; either by the belief that management will not believe it, or will not respond to it. Such erosion of trust does not bode well.
Fearing the reactions of top managers, middle managers remained silent or provided optimistic, filtered information. One middle manager told us “the information did not flow upwards. Top management was directly lied to…I remember examples when you had a chart and the supervisor told you to move the data points to the right [to give a better impression]. Then your supervisor went to present it to the higher-level executives.
Encouraging miscommunication, whether intentional or not, will only lead to organisational decline. This is especially if the flow of information about reality or truth is obscured, and top management makes decision on the basis of such flawed or misconstrued information. This is the issue when there’s too much emotion caught up in reporting. Reporting should ideally be unemotional, clinical and rational.
[T]op managers also applied pressure for faster performance in personnel selection. They later admitted to us that they favoured new blood who displayed a “can do” attitude.
This led middle managers to over-promise and under-deliver. One middle manager told us that “you can get resources by promising something earlier, or promising a lot. It’s sales work.” This was made worse by the lack of technical competence among top managers, which influenced how they could assess technological limitations during goal setting.
Misalignment of incentives that drives unhelpful behaviours throughout the organisation. So to that extent, being able to create a culture that implicitly rewards honest behaviours through praise and recognition; punishing or frowning upon over-promising, and inaccurate reporting, sows the seeds for success of an organisation. There will naturally be a tension between behaviours which promotes the interest of the organisation and the need to ‘perform’ at an individual level. The ability of the organisation culture to protect behaviours that promotes the sustainability and long-term interest of the organisation is so vitally important.
Yet in most of today’s organisation, we have not invested sufficient thought into the culture; focusing instead to utilise our resources to drive work performance, measured mostly by short-term metrics. A good place to start is really by reworking the prevailing narrative, especially rewiring the mindset obsessed with linear, unidimensional growth. Caring for the mental health and well-being of employees at the level of supporting them to deconflict those tensions mentioned above will go a long way.
This is part of a series of republished articles from my Medium page because I am worried about the platform ceasing to be. A previous version of this article was published in here a while back.
Rice Media’s Ivan takes on what he calls The Boomer’s Mentality on ‘Hard Work’ in Singapore was a refreshing characterisation of the workplace issues faced by the millennials of this island state. I previously wrote about how the boomers taking ‘motivation’ for granted is a big problem for the younger ones. And I shared mostly about the factors that were driving the kind of narrative that we have for our lives and future in Singapore; the fact that our forefathers were driven by a vision of the future that consisted of lifestyle-deltas they could aspire towards but for Singaporeans today, to coax them into adopting that sort of aspiration would almost be demeaning to them. A new sense of purpose must be imbued in them — and it’s not longer about winning the race to be the top <fill in the blank> hub.
And while we did top the Smart City ranking for the second year running, it’s not about chasing league tables. We need to remind ourselves that indicators are by products that are correlated with desired outcomes but not outcomes we are gunning in and of themselves. Our forefathers did not set out to outrank other cities in ‘Smart City ranking’ — they had simple goals of improve water supply, sanitation, access to electricity, greater convenience in banking, access to government services, payments and so on. The question is, what are our simple goals now? What should the millennials aspire to, for their nation if not for themselves? How are we going to improve over the great achievements that our forefathers have scored for us and the successive generations?
I think we are running into what Clayton Christensen calls the ‘Innovator’s Dilemma’ if we are joining big firms, following our forefathers’ models of management and “innovation”, and walking the proven path. In fact, our newer generation of leaders are faced with this challenge. If we have the pressure of being mocked for taking actions that are not ‘needle-moving’, then we risk forgoing potentially disruptive actions with significant impacts that have yet to to be ‘proven’. And this, is where I think millennials will start to play an increasingly important role.
Our role is not to inherit the burden of a legacy or be benchmarked against our forefathers in our level of ‘hunger’ or ‘hard-working-ness’. In fact, I once saw Angela Duckworth post this quote when she was promoting a particular episode of ‘No Stupid questions’:
“Are you working hard to achieve your goals or are you working hard to avoid failure?”
Boom. Mind-blown. The latter point does describe me sometimes in my workplace! And that reveals to me that finding the right motivation and the right sense of purpose is so important. As each successive generation inherits the legacy of the previous, wildly-successful generation, a bit of their ‘working hard’ inevitably become just a matter of trying ‘not to be <fill in this blank>’ rather than ‘to be something’. Because we may have perfectly managed to capture their systems, processes and all manner of operating procedures but their intents, purpose, motivations are often lost with them. We need to find our own versions, and we have to craft our own story.
For me, it means being more selective about the purposes by which you devote your mental and physical resources and talents; and no longer subscribing to the traditional views of what constitutes merit. Perhaps we need to start creating our own industries domestically that creates the kinds of jobs that we want rather than to wait out for the government to draw the MNC investments, or for their direction on what is the next big thing. Maybe it doesn’t matter that the initial product we built is not global or doesn’t scale. How many decades did it take before Laksa was packaged and exported as a product and enjoyed by the west? Did it diminish the economic opportunity or our ability to capture its value? Get informed of our greater economic challenges, and opportunities and craft our lives around it so that we contribute to the narrative of our future rather than being just a passive recipients of circumstances.
The sense of ‘entitlement’ is sometimes a manifestation of high standards millennials have come to expect of others — turn it into a positive by applying that to oneself and to learn to be able to serve others with the standards you expect of others. Use your creativity, exposure to huge amounts of connections in the online world and digital-savviness to create and participate in new things. And I think our narrative is about dethroning the mindset of an ever-growing economic pie, or the anxiety associated with lack of economic growth. Our narrative should be about creating a more helpful, united society that shares with one another, that learnt to shed the neoclassical economic burden, to be a better version of Singaporeans than our forefathers have been, having forged ahead largely for themselves and their family in mind. Now we want to have more of our community in mind, more of even our environment and nature in mind.
We also want to rethink the role of the government; after all, they have actually accomplished quite a fair bit of what they’ve been trying to do by way of improving the livelihoods of general populace. Maybe they can shed some bureaucracy and release more talents into the economy to invigorate it with greater entrepreneurism? Beyond risk-sharing and incentivising entrepreneurship, maybe there’s some rewriting of the social compact where the extreme inequality generated by risks in the marketplace is being mitigated by risk-sharing across cohorts of entrepreneurs? This could be just about successful entrepreneurs hiring the ones who may not have done so well (a la Andrew Yang).
I think more importantly, we want to confess the failings of meritocracy even as we trumpet its successes. And we want to be more conscious as a generation to deal with the negative consequences of ‘meritocracy’ especially the psychological ones. As we de-stigmatise psychological and mental issues, we also want to recognise that building up mental strength of the society overall is as important as building up the physical fitness of the populace.
So let us build not just a smart city of the future; but one that is secure, and confident, not about chasing league tables, KPIs, or GDP, but about genuine well-being of our people. Walk the unproven path, because we need to disrupt ourselves to move on to our next S-curve as a society.
This is part of a series of republished articles from my Medium page because I am worried about the platform ceasing to be. A previous version of this article was published in here a while back.
If you think you are not good enough to do something, then ask yourself if you’ve been bad enough. I recall a time when my English was really bad. Actually it is still bad. And so is my writing. But I never let ‘my bad’ stop me; it is precisely going through being bad that one can be good.
And this animation by Danny Gregory puts that message together nicely. Enjoy.
James Clear, author of Atomic Habits made an astute observation that led to his exploration of habits and eventually the best-seller. He observed that people often had the same goals but they do not end up with the same results. This meant that goal-setting, while being an important first step, wasn’t what achievement is about.
Our culture sometimes seem to think that setting up goals is enough, that it would naturally push everyone or everything to place. That cannot be farther from reality; and having that sense of purpose for life isn’t exactly sufficient. We need to discover the means by which we fulfill our purposes and reach the goals.
What do you think are your means of life? Is it about money, resources? Financial wealth? Or relationships, connections, networks? What fuels you towards your life goals?
So I continue my 800th post no longer continuing from the streak I had nurtured over the past two years or more. It doesn’t mean anything as long as I don’t allow it to. Streaks work because it helps build habit and some kind of psychological strength. But if the streak is short, it is way harder to resume when it is broken. Maybe it has to do with having established our expectations of ourselves.
For me, the short pause in writing was during a period of genuine break from the distractions of the world and for the first time since the pandemic started, I had some kind of real rest. One that was more extended than what I had since 2019.
I realised how much more we have drifted from being human, the kind of expectations we have of ourselves and society. There were much bolder and better expectations we can have but we choose not to, rather falling back on productivity and some numerical metrics. What about being kinder, or more patient, or caring better for others? What about refusing to do anything that can cause me to feel ashamed should I have to account the deeds to my family, or a journalist, or the world?
There are better high expectations we can have of ourselves. They are waiting for us to adopt them.
I wrote about how people can’t solve problems that they are not willing to have. Yet one has to master the art of picking the right problems to work on as well. There had been times in my life when I wasn’t sure which problem to pick on dealing with and my attention became so diffused I wasn’t actually solving any problems but simply touching and going.
A lot of that life was during my previous career. We were often under a lot of pressure to do many things and deal with lots of problems with limited resources. And the result was the need to frequently and quickly get through a problem, declare it solved, and then go on to another one. There were long term issues, and shorter term ones. And one must learn to be able to prioritise them, as well as to properly trade-off resources across the long and short term challenges.
That prioritisation eventually becomes another challenge in itself. And this sort of self-referencing issue keeps popping up over my professional life. I discovered the importance of setting up buffer time for planning, to set aside budget for solutions to manage budgets and to ensure sufficient rest to be able to actually be producing more. Often times, we don’t recognise that the problems we pick naturally lend themselves to some peripheral problems that we need to deal with. That problems actually comes in a package when we are picking them.
I first heard about this as a question around which came first and the challenge of studying causality in somewhat circular systems. But then it was also characterised as a problem when we want to develop a new system to displace the prevailing one. It is some kind of situation where you need something to start another and you need the other to get the something you need.
Classically, if you want a thriving business, you need customer, stakeholder support but in order to do that, you need to have the business first. Or that you need capital to build a business but then quite likely the route to getting money for capital is to have a business. When success builds upon success, based on what you can observe, then you have a chicken-and-egg problem on hand when you want to create the success to begin.
Essentially anything that involves some kind of circularity exhibits this kind of problem when it needs to be first put in place. Several strategies have been looked into for this problem. There’s bootstrapping – which generally entails squeezing out some resources from existing pockets/spaces to be able to get the first bit of results which will drive more. And then let it snowball.
There’s the ‘fake-it-till-you-make-it‘ approach, which involves essentially lying to at least a small group of stakeholders to get them onboard in order to bring in the others. I do not recommend this. Finally, you could also take immense amount of risks, exhausting resources, adopting the ‘build-it-and-they-will-come’ approach.
Governments in particular do all three a lot. And it can be wise to learn from them when it comes to business. Sometimes they can be good entrepreneurs.
After sharing David Foster Wallace’s speech, I looked a bit more into the things he said about the kind of themes he tend to think and write about. One of the really big theme is some kind of cultural addiction to entertainment, and in some sense, the growing feebleness of the mind – especially the part that deals with deeper thinking and autonomy.
We have in some sense, replaced that powerful autonomy that Victor Frankl described about the choice of our response to external environment/circumstances, with a kind of superficial sense of choice: which shampoo to buy, what clothes to wear, the jobs to desire, etc. We become weaker at assessing which politician deserves our vote, which friends deserve more of our attention, what character and values we want to truly establish for ourselves and kids.
The sheer noise and pervasiveness of entertainment, and the values of banal, basic type of stuff that gains our attention comes to dominate our lives. Intellectual domains becomes devolved to just what is considered professional and sophisticated at work, or some kind of aristocratic indulgences. Ordinary lives, which is often much more transcendental than we care to recognise, becomes just ordinary for the lack of exercising that deeper bits of our minds.
