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What are some specific beliefs or values that you work by?
How do you ensure that your values and vision permeate across the organisation?
We give credit to and promote recognition of those who do well in following ethical practices. On the other hand, we also deal with improper practices that harm corporate values as we supervise people as a whole team. Regarding support for my team, we have a suggestion box so all staff can express their thoughts. I sometimes walk around to talk and gather direct feedback from my staff as well as to greet and encourage them personally. Other than that, we have a quarterly newsletter to communicate ongoing situations with the staff. My room is always open as I encourage my people to get in touch with me.
Leaders stand out in the crowd with their countless accomplishments. In your view, what are some key characteristics that make leaders different?
An ability to be more than just a boss. Leaders need to understand factors that may affect the contribution from staff: their personal concerns, their trust in you. This involves listening to your staff and keeping your word - or giving clear reasons if you cannot keep your word. Being a leader is not about being a one-man show as you cannot make a difference alone. Good leaders should therefore be open-minded and supportive. An ability to coach people is also important. Leaders should develop people to have their own ideas. Lastly, leaders should watch how they address issues – your words can cause a strong impact on the feelings of your team members.
Some people fail miserably in leadership roles, even though they fare extremely well as individual contributors. What advice would you give these people?
In breaking the glass ceiling, fresh leaders need to be open-minded for a 360-degree assessment to learn their strengths and weaknesses. You need to seek feedback from your clients – their expectations, things they are satisfied with or dissatisfied with in your service offering – and also to stay close to those who are your supporters and to cultivate more knowledge from your team. As it is unlikely that leaders know everything, try brainstorming. Lastly, don’t waste your time being scared. You know your company and the culture of your organisation. Be committed and sincere with your clients and your team.
True leadership is called for, particularly when things need to be changed in tough times. How do you inspire your team to learn, to stay motivated, and to continue to make a difference?
In managing change during tough times, I consider key things: communication, co-operation and acceptance. I start brainstorming with leaders in each unit to come up with the best options and an action plan that still corresponds to the corporate vision and values, which include our staff’s happiness. It’s important to communicate to your staff why we need to make a change and how it works for themselves, the company and clients. I always provide options for my staff as I would like to have my staff take part in any changes and encourage them to make their own choices. Once tough times are passed, I find the level of staff morale is also higher.
Leadership involves risks. What kind of risks are you generally willing to take? Why?
Basically, I don’t take any risk with a negative effect on the company’s and my own reputation. However, I am willing to take risks when I am certain that my team can deliver, or absorb a certain degree of monetary loss should there be any downside. I would also take risks that could strengthen our corporate value and strategy, and the morale of my team. Without taking any risks at all we basically face opportunity risk, which is intangible but full of impacts - involving the risk of missing a chance to optimise the team’s capacity, to raise the confidence of team members, to present the company as leader in the market or to lose a business opportunity.
As a working mother, how do you allocate your time between your family and your work?
Together with my husband, I take turns to ensure that at least one of us stays with our children. I drop them at school three days a week in the morning and stay a little late in the evening to finish things together with my team or to meet with clients. Another two days, I start working earlier in the morning to spare the eveningtime for my family.