Up-Close with Chin Teik: Re-Think Series

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Up-Close with Chin Teik: The Act of Subtracting

This is a key leadership capability to make organizations more human. For some reason, people in organizations, have learned to say yes and believe that they have no power to say no or to negotiate.  I call it the Vicious Cycle of Yes. 
The employees' plates are overflowing with too many ideas or tasks from the top down, impacting:

• Cognitive focus and slow and deep thinking for complex problem solving
• Mental, physical and emotional well-being
• Poor execution impacting customers and business results

The vicious cycle of Yes, has led managers to forget and assume that the employees have limitless cognitive and physical capacities to do everything at the same time.

Listen to my podcast to learn the 7 steps in the Act of Subtracting, including the Power of No. 

Thank you for listening. Be well. 

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Up-Close with Chin Teik: The Power of Leading Indicators

Today, most organizations are focusing on lag outcomes. It's like standing on the weighing scale and looking at the scale daily, hoping for the needle to move without any actions taken. If they want to be consistent in their performance, then I recommend to look at leading indicators.  Regular exercise, diet, sleep are the leading indicators that will move the lag outcomes on weight management. 

• Lag measures tell you if you have achieved the goal and often it is too late; hard to make up for time lost with regards to sales and operations
• Leading measures tell you if you are likely to achieve the goal and thus shapes how you can impact success
• Shift from rear view perspective (how did I do?) to current and actionable view of 'how am I doing?' that truly fuels execution

While it will require more cognitive effort to develop leading indicators, it will be well worth it as they provide predictive success. 

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MC3
21st Century Desired Talent Requirement

Hiring Managers need to re-think hiring right criteria. Given the volatility, uncertainty, complexity and ambiguity (VUCA) of the 21st Century, I recommend MC3 as the 21st Century Desired Talent Requirements.

MC3 
M is mindset. The success mindset includes:

• Growth, Open, Outward and Promotion

3C are:

• Character are equivalent to roots of a tree (deep and is not quick to change with seasons) while personalities are equivalent to leaves of a tree (change with different seasons)
• Capabilities are life skills not soft skills
• Competencies are tied to the functional role or the education earned. They quickly become irrelevant

Re-Think:  Instead of hire for competencies, hire for fit to culture and the potential to grow with the success mindsets and character. 

Listen to my podcast to hear the unpacking of each of the 4 words in MC3. 

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Up-Close with Chin Teik: Re-Think
Breakthrough Performance
Element 1: Keeping Performance on Track

Breakthrough Performance has 3 habits and requires self-discipline

1. Focus on the leading indicators to the lag outcomes
2. Self-monitoring performance feedback
3. Control of resources to get back on track

• Leading indicators are the highest leverage actions or activities that can influence the chance of success in achieving your goals.
• Visual self-monitoring performance feedback is public accountability, requiring humility and courage.
• Control of resources require the individual to know what can he/she can control and what help is required by other stakeholders to get back on track. 

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Up-Close with Chin Teik: Re-Think
Disciplined Leadership
1 Requirement: Keeping Performance on Track

Jim Collins says that a culture of discipline is not a principle of business, but a principle of greatness.

Self-discipline is the base for disciplined leadership. A simple definition: 'Self-discipline is about leaning into resistance. Taking action in spite of the how you feel. Living a lifestyle by design, not by default. 

John C Maxwell says that motivation gets you going, but discipline keeps you growing. 

Disciplined leadership includes:

• A consistency in words and deeds to the purpose and values of the organization
• Providing clarity for focused execution 
• Following the 2-Rhythm
• Following the 2-Rules of Feedback
• Following the rule of subtracting
• Helping each employee to find their intrinsic motivation (Will) and equipping them on the new How to new goals, projects and roles. 

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Up-Close with Chin Teik: Re-Think
Keeping Right Performance on Track - An Overview

Bill Gates: "The most brilliant strategy won't lead to success, unless executed well."

We need to shift from the commitment to plan to commitment to execute. Execution requires a discipline of habits and system.

The framework for Keeping Right Performance on Track includes

• 1 Requirement: Disciplined Leadership
• Element 1: Breakthrough Performance
• Element 2: Culture of Execution

Morris Chang: "Execution without a strategy is aimless, strategy without execution is useless."

Questions for reflection:

1. How would you rate your organization's ability to execute to the right priorities - 95 to 100% - all the time?
2. How well does the organization leaders and managers keep the right performance on track? 
3. Describe your culture of execution or your organization's habits of execution.

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Up-Close with Chin Teik: Re-Think
5C for Managing Transition

In this podcast, I will unpack the 5C – Challenge, Connection, Control, Commitment, Capability – in moving through the Bridges’ 3 stages of emotional transition. This is to remove the resistance to change. 

• Stage 1: Endings (Letting Go)
• Stage 2: Neutral Zone
• Stage 3: New Beginnings

Transition is the inner psychological process that people go through as they internalize and come to terms with the new situation that the change brings about.

Change will only be successful if leaders and organizations address the transition that people experience during change. Supporting people through transition, rather than pushing forward is essential if the change is to work as planned. This is key to capitalizing on opportunities for innovation and creating organizational resilience. I believe the nimbleness of an organization is measured by how quickly an individual or group or organization can move from stage 1 to stage 3 of emotional transition time and time again. 

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Up-Close with Chin Teik: Rethink
5R for Communicating Change

People don't fear change but the unknown that comes with change. Any organization change begins with changing every brain, because change is associated with threat to the brain. SCARF represents the 5 domains impacted by threat in the brain. SCARF is Status, Certainty, Autonomy, Relatedness, Fairness.

5R includes

• Reason
• Result
• Role
• Roadmap
• Resource

The 5R reduces the fear of the unknown, a sense of no-choice, unfairness, and emotions like fear, denial, anger, sadness (from loss).

Try the 5R on yourself and others with the change coming at you soon. 

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Up-Close with Chin Teik: Re-Think
The 4P & 4T of Leadership
Use the 4P of Leadership to provide the Why you have decided to be in this role

• Privilege
• Personal
• Personalized
• Painful/Potential

Jim Collins says that leadership is not personality. He says that Level 5 leader focuses all the ambition, drive and energy outwards. John C Maxwell says that leadership is focused on others. 

Use the 4T of Leadership to prepare the mindset to go on and stay on this journey

• Transformative 
• Trials & Tribulations
• Training & Development
• Truism

If you have decided to be in this role to positively impact other people's lives, I wish you well, faith and hope to live the 4P and 4T of Leadership. 
If you have accidentally come into this role, then pause to use the 4P & 4T to decide whether to go forward or to move on to another role. 

There is no right or wrong answer. There is only you and your Why and Where. 
Be well. 

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Up-Close with Chin Teik: Re-Think

1. How effective is your organization's current on-boarding and/or orientation in confirming the right hire, transitioning from previous culture to your organization's culture and strengthening the relationship between the hiring manager & the new hires? 
2. How much is your cost in poor hiring and ineffective on-boarding? 

Listen to my podcast to 

• learn a new language, new habits and new process to set up all the new hires for success
• understand the different role accountability between HR and hiring managers during the First 90-Day of all new hires

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