Articles

By RUPA SIVANOLI 
rupa.sivanoli@leaderonomics.com

Change agents have to be fearless!

WHEN change management first came about, especially in the Malaysian context in the early to mid 1990s, part of the checklist of getting the change agenda off successfully would include enlisting opinion leaders and positive influencers to become “Change Agents”.

To soften the connotation of the word “agent” which tends to have a bit of a “James Bond” spin on it, the role would also have other names such as Change Champion, Change Ambassadors, Change Leaders, “Juara” , etc.

Either way, there are several characteristics that cut across these chosen ones:

·They are handpicked by the management

·They cut across the hierarchy and geographical spread of the organisation

·They are willing to take on the change related tasks such as cascading communications and supporting the change programme needs in general.

CHANGE AGENTS ARE ONLY HUMAN

The effectiveness of Change Agents will depend on why they are needed in the first place. Just because change management methodology stipulates that having a change agent network increases the chance of successful change it does not mean that in practical terms this would be the way to go.

A change agent network is something you build within your organisation as a means to enhance clarity through communication and it is a machinery that should be used for change related messages as well as non-change related messages. In essence having a sustainable network for involving, engaging and cascading should be the focus. Then, look at the content that is being poured in and pulled out from it.
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By LILY CHEAH
lily.cheah@leaderonomics.com

Today’s work environment is varied and the world is at our finger tips. With globalisation, ease of travel and the advent of technologies like emails and video conferencing, dealing with various countries is not only within reach, but has become a norm. Cultural differences are all around us in Malaysia, with the different ethnicities, and migration bringing more cultures to our doorstep.

To ensure smooth and effective communication in our work dealings in this multicultural setting, here are eight tips to bear in mind when dealing with people of different cultures:

1 Have an open mind and be willing to learn

Firstly, having the right attitude is probably the most important thing to building successful intercultural relationships. Not many things are more offensive than when a person speaks with an air of condescension and body language that says, “My way is far superior to yours”. Appreciate cultural differences and make an effort to understand them.

2 Understand value systems

At times, we may observe behaviours and reactions that seem very perplexing, such as a Chinese person taking offence at being given a clock as a gift. However, behind these behavioural choices, lie a rich system of values, beliefs and world views. Much like an iceberg, it is easy to see what is above the water, but we must be aware of the rest of the iceberg that provides the foundation for the tip. Only then do we get a better understanding of cultural norms.

The Chinese, for instance, associate clocks with death and therefore take offence when they receive this as a gift. Refrain also from touching the head of a Cambodian or passing anything over their head. Just like in most Asian cultures, in Cambodia, the head of a person is considered sacred.
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By JOSEPH TAN
mystarjob@leaderonomics.com

Why do corporate values fail?
Companies have long recognised that it takes more than just bottom-line profits to sustain their business model – ironically, there is a need for non-monetary focus areas in order to keep the money coming in! This is an issue of value-based sustainability.

In this article, five areas of common and ordinary failures are highlighted as to why corporate values start off with plenty of good intention but fail to deliver when it comes to daily employee attitude and behaviour. These failures are so ordinary that many organisations have accepted them as “ground reality”, but it need not be!
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