Effective Communication Boosts Morale; A Real Strategy
But of course, the tactical approach of hardware and logical processes was just one side of the equation. In times of uncertainty, effective communication and maintaining high employee morale was equally important. To that end, our department heads and I regularly held virtual town hall meetings, video conferences and sent out personalised emails to keep everyone informed about the state of our company and our plans amid the changing macro environment.
As zooming also took over the world, we leveraged “virtual” to boost morale whenever possible. From virtual wellness programmes, mental health support services to engaging online team building activities, we extended empathy and introduced flexible arrangements as we juggled the latter against productivity.
Having forged an understanding that we were able to deliver despite being locked down, it gave me the confidence to chart a new course when the international borders began to open up. Through a very deliberate posture, we found and met Whyze Solutions Pte Ltd in Singapore. By taking a well-calculated approach including the essential due diligence, the timing for us to come together in 2023 could not have been more perfect. Why so? Because we are, together, now looking at the next impending global crisis – a worldwide recession.
Calming Criticisms
While I have only been a CEO since 2021, I have been operating as the captain of the ship longer than that. Throughout my time as the leader, I have learnt that when we’re thrusted into a challenging situation, remaining calm and composed is of utmost importance. By avoiding panic and impulsive reactions, it permits us to make rational decisions based on situational awareness and clarity far better than if there was commotion.
With an enlarged entity this time, I believe we have two ways that can help us steer past this global meltdown.
One, by empowering my managers to make decisions and fostering their growth by relinquishing control over business choices. This goes back to the aged old mantra of “more heads are better than one.”
Although this may sound like what I’ve done all along, the truth is I have only embraced this over time. As I grow to become a better leader, I have also learnt to trust my people more and one golden wisdom that dawned on me on the job is this, when I entrust my leaders with the authority and confidence to make good and bold decisions, I should place my faith in them to reward the company with productive strategies that can see us through. Just on this alone I have been positively surprised many times.
Secondly, being a CEO does not make me right all the time. Handling criticism as such is an essential skill any CEO must have in their character. This would allow us to maintain composure, learn from feedback and make the necessary improvements.
One of my rule of thumbs in handling criticisms is to provide my critic my undivided attention when they are conveying their message to me. It is important to listen carefully to understand their perspectives, concerns, suggestions and also to show empathy and respect even if I may disagree with their criticisms. This will demonstrate to my team that I am open to consider different viewpoints and welcome positive dialogues.
As a CEO, I also constantly remind myself not to take professional criticisms personally because it is directed at my actions or decisions, not at me as a person. Separating my profession and Fariz Abdullah as a person yields the room for me to evaluate the criticisms objectively and prevent me from becoming defensive or emotional.
Ideation Combustions
For example, someone from my team shared that I contributed excessively and the team was struggling to keep up. Instead, this employee preferred to be fully prepared before new ideas are being brought to the table again.
While I appreciated the struggle, I shared the company’s big picture.
Firstly, it is always my duty as the top dog to seek out new opportunities for the company. This is my professional responsibility as a CEO and I can only manage expectations by working out a priority list with my team but not necessarily slowing down to ensure everyone’s comfortable.
Secondly on their part, I explained that not all suggestions must be thoroughly combed through to produce something like a 50-page report. What I aspire for them to achieve was to filter such ideas ahead of time and of our peers so that we can embrace or eliminate these ideas and move on forward, quickly. Primarily this is because the marketplace is evolving competitively at warp speed as we speak.
Sharing this big picture gave this employee a sense of pride because instead of looking at it as a to-do list, it is now viewed from a legitimate CXL stakeholder’s standpoint. Gone and relieved was the pressure and in came the vision to benefit the whole company. When you have that in an employee, you have one more winning person on your side. Now imagine a scenario where every single person on your team enthusiastically embraces your audacious and eccentric notions.
