5/8/05

Finally, I have the chance to come back home early to rest. Now is 8.40pm, and I really feel like resting soon. But there are still work. SIgh.

I just too up a new GE module called music appreciation. Most of the things learnt today are things that I have learnt through my band life. Well, some terms looked foreign to be but should be fine. I'm gonna do analysis of an ochestra music as my project. Thats very exciting! Maybe to me only haha.

I'm just so tired that i don't know what to type. Let my mind rest now.

Slice of Life

Modern Leaders (Part 2)

In the last programme, we talked about how new leaders are neither afraid nor ashamed to serve when the situation calls for it. Today, let's talk about how new leaders also teach.

In times of such rapid change, we must all adopt an attitude of learning, and each of us is both teacher and student. The new leader translates the vision, values, and purpose of the organization to everyday operations and acts as a model for leadership behaviour. In the process of teaching, the teacher learns.

Unfortunately, in a fearful, mediocre, and mechanistic organisation, people also learn. They learn to blame, comply, conform, and to keep their heads down. People learn to be busy, helpless, and powerless. They learn to be defensive, confused, and cynical. They learn to be abusive, inauthentic, and cowardly.

A great modern leader can take determined action to reverse this negative process of learning. He sets high standards, is a tough grader, and stresses personal accountability for learning. Time, rewards, and resources are allocated for self-directed learning. Presently-jaded employees will risk again if they have hope for a more authentic and value-driven workplace to which they can contribute their gifts.

In tough economic times, the genuine modern leader reveals himself. He continues to learn new skills and develop new talents. Economic recession also presents an opportunity to eliminate high-level management positions (who represent high overheads) and to invest in the self-management of front-line workers who know what is wrong with the organization and know how to fix it.

As organisations "open up" and people participate freely, some of those in higher positions may feel threatened and embarrassed by the knowledge and intelligence of those subordinate to them, and may punish them, just like bullies in school. The teacher watches for this and corrects the behaviour before it destroys the organisation.

The love of learning has been driven from many people by our institutions, beginning with our schools. The teacher within the leader ignites the desire to learn in others through his own authenticity as a learner and as a teacher.