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Do what you love

YOUR ULTIMATE CAREER& TALENT RESOURCE

RIGHT TO BE HEARDA chance to lead a meaningful and independent life

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THE MERCY LEGACYStepping (far) out of your comfort zone

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IMPACT INVESTINGSee a need, fill a need – with multiplier effects

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Saturday 20 december 2014

uNIty aNd a cOmmON PurPOSe PaGeS 10-11

INterNatIONaL SOLIdarIty day

Evolving enterprisesExceeding expectations of generations to come

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mystarjob.com, saturday 20 December 20142

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SElFlESS GiFtSBy LIM LAY [email protected]

WE’RE counting down the days to Christmas and everyone is busy preparing for a time of celebration, giving and shar-ing.

In a celebratory mood, we sometimes get carried away by our own needs and wants that we forget there are many who are not as fortunate to enjoy such abun-dance.

As an individual or an organisation, have we reflected on our attitude of giving? Are we giving for the purpose of receiving something in return, or do we give readily and unconditionally?

Or, are we holding back our blessings to others because we live in a mindset of scarcity whereby we believe that the more we give, we lose something and become “poorer”?

All blessings flowLes Brown, a world renowned motiva-

tional speaker, in his talk on The Power of Giving, explains that whenever we give, we are actually giving to ourselves. How is that so?

Brown likens giving as passing on a gift in circles. The gift will eventually come back to us as long as everyone keeps on passing it in the circle.

He also clarifies that when we give, a vacuum is created for new blessings to flow in. That is why people who volunteer to help others are reportedly happier because they live with a purpose in life and a sense of connectedness with others.

On the other hand, when we hold back our giving, we somewhat “short cir-cuit” the flow of blessing into our lives.

so, whAt gives?Giving should not be limited to just

finances or material things. Instead, it ought to extend to gifts that makes a posi-tive impact or a difference in the life of the recipient.

In this regard, we can identify some of these efforts through volunteerism, cor-porate social responsibility initiatives and social enterprises.

Here are some intangible gifts we should never forget to share with others:l Gratitude

Always be grateful for what we have and be appreciative. Stop focusing on things we don’t have.l Ideas

The gift of ideas on how to reach out and build the community. For example, the Human Library initiative to create aware-ness of social issues from a first-person perspective. l Forgiveness

This may be a tough thing to do, but in order to live a life of abundance, we need to learn to let go the past, and forgive our-selves and others. l Time

Sometimes, all we need to do is to spend time with people, listening and talking to them, to touch their hearts and make them feel important and respected.

l ServiceBe ready to avail our-

selves to serve others in humility and gener-

osity.

So, go on and be a selfless giver and make a difference!

“You give but lit-tle when you give of your possessions. It is when you give of yourself that you truly

give.” – Kahlil Gibran

“We are not interested in the past of our borrowers, we are only interested by their future.” – Muhammad Yunus, founder of Grameen Bank

“Social entrepreneurs are not content just to give a fish or teach how to fish. They will not rest until they have revolutionised the fishing industry.” – Bill Drayton, founder of Ashoka Changemakers

“My dream is to find individuals who take financial resources and convert them into changing the world in the most positive ways.” – Jacqueline Novogratz, founder of Acumen Fund

“We believe people are basically good; we believe everyone has something to contribute; we believe that an honest, open environment can bring out the best in people; we recognise and respect everyone as a unique individual; we encourage you to treat others the way you want to be treated.” – Pierre Omidyar, co-founder of eBay

“People are yearning to be asked to use the full measure of their potential for something they care about.” – Dan Pallotta, humanitarian activist

TODAY, in conjunction with International Solidarity Day, an annual event to highlight the importance of global solidarity in working to eliminate poverty in all nations, we look at leadership at different levels be it the leaders who, given the right tools and environment are able to elevate themselves from disadvantaged circumstances; or the leaders who find a way to create that needed environment.

Since I joined, no two days at Leaderonomics has been the same. One of the reasons for this I believe, is that we’re all bursting with ideas on how to achieve our shared vision. The myriad of ideas and approaches we have reflect the varied backgrounds and lives we’ve led, people we’ve met, and also the zeal that our leaders have instilled in us.

So I’ve seen the strength of diversity in action. And how can I not? Working for this company, living in this country.

We begin with a look at the economics of employee engagement and the evolution of organisations, thereby setting the stage for the role of social enterprises in a diverse labour force.

On uniting on a common (societal) goal, Shahran Masood focuses on what role we can play as individuals, and as organisations. For individuals wanting to take the next step to set up their own organisations with double bottom lines of profit as well as a social goal, this dovetails into the next article which is on impact investing – what it is and how it works.

We were privileged to also connect with two women who are heroes in their own ways. Tan Sri Dr Jemilah Mahmood, obstetrician and gynaecologist turned humanitarian crusader shared her journey and nuggets of wisdom with our readers. And Dr Laura Cordisco Tsai talks about how her passion for working on human trafficking in Asia was ignited, and about being inspired by people who have faced abuse striving to help and uplift others.

John Walter Baybay considers the power of diversity and the role of leaders in achieving solidarity at the workplace. Last but not least, we look at two social enterprises in action and what they have achieved.

This International Solidarity Day, take a moment to think about the challenges faced by members of your community and those further afield, and how you can mobilise your family and friends to step up and take action!

Have a fantastic weekend all!

KAREN NEOHEditorleaderonomics.com

lEadiNG thE EvolUtioN

Because of an editing error in our pullout on the Graduate Recruitment Awards 2014 (page 11, 22 Nov 2014), the table of winners misstated the finalists in two categories. The Best Internship Experience finalists should be CIMB Group and Worthy Book, not Maybank and EY; and the Best Social Media Usage finalists should be Maybank and EY, not CIMB Group and Worthy Book.

EDITOR’S NOTE

mystarjob.com, saturday 20 December 2014 3

Evolving EntErprisEsEconomics and EmployEE EngagEmEnt

By KAREN [email protected]

IN this week’s Be a Leader, I would like to focus on leaders who firstly, are clear of their goals and objec-tives; second, realise that the pre-vailing methods of achieving these

goals are ineffective and/or inefficient; and third, have taken the lead to devel-op and execute their own approach thereby shaping the community they are working for.

ECONOMYWhen there is a mismatch in

employer and employee expectations, there is certainly a direct cost associ-ated with it from poor retention, and the likely need to recruit again.

Indirect costs may include public per-ception and knock-on effects including employee activism, as well as missed opportunities.

ENGAGEMENTChanging needs of TalenT

According to the Deloitte Millennial Survey 2014, 74% of millennials believe business can do more to help society. They want to work for organisations that foster innovative thinking, develop their skills, and make a positive contri-bution to society.

Millennials are eager to make a dif-ference (63% surveyed gave to charities, 43% actively volunteered or were a member of a community organisation).

Barry Salzberg, CEO of Deloitte Touche Tohmatsu Limited advises, “To attract and retain talent, business needs to show Millennials it is innova-tive and in tune with their world-view.

By working together and combining their different skills, business, govern-ments and non-governmental organisa-tions have an opportunity to reignite the Millennial generation and make real progress in solving society’s problems.”

In Malaysia, Gen-Y are also seek-ing more meaningful tasks in the workplace (Aon Hewitt). The Guardian reports that students in the UK are increasingly setting up social ventures while still studying with 86% stating that it important that their work makes a positive impact globally.

This trend appears to be here to stay as Gen-Zs are also determined to make a difference, with social entrepreneur-ship being one of the most popular career choices. According to the US Department of Labor (2013), 76% are concerned about humanity’s impact on the planet.

EVOLUTIONFrom my experience in the social

economy, the adage “birds of a feather flock together”, does hold water.

It is based on this premise that I hypothesise: due to the changing needs and demands of our workforce, set-ting up social enterprises may indeed be another tool in a business leader’s toolbox for attracting and retaining the right talent.

sTRaTegiC PaRTneR of, foR and BY The PeoPle

It is worth noting that the senior Gen-Ys (who share the desire to have jobs with a positive societal impact) have risen through the ranks and them-selves taken on more senior roles along the Gen-Xs in organisations.

Coupled with the move to elevate the role of HR to be a more strategic partner of business leaders, key deci-sion-makers may be more and more inclined to put into place social/envi-ronmental objectives.

Internal spokespersons and leaders of engagement and corporate culture can communicate these to their work-force.

Externally, brand ambassadors’ can work closely with PR (public relations) and corporate communications on employer branding.

enaBling and insPiRing soCial enTRePReneURs

On another note, the infrastructure is gradually building to enable and inspire young social entrepreneurs.

The inability to secure funding is often raised as a major impediment to the progress of social enterprises, how-ever with impact investing and social venture funds, those thinking of start-ing up a social enterprise have more options to do so.

CONCLUSIONWhile I am sure I am not the first

to consider the linkages between the changing expectations and priorities of generations of employees, the chal-lenges faced by organisations to attract and retain top talent and the possible role of social enterprises in bridging the two, it still excites me to see how peo-ple come together in social enterprises.

I firmly believe that an enterprise which transforms to a social enterprise, benefits not only its people, but also the organisation in being better able to achieve its goals.

n Karen is in awe over the truly amazing ability to connect-the-dots that social entrepreneurs have – seeking, seeing and seizing opportunities that checks all the boxes and earns brownie points with multiple stakeholders. For more leadership content, do check out www.leadership.com

GENERAtiON z GENERAtiON y GENERAtiON x

dUE to tHE cHanging nEEds and dEmands oF oUr WorKForcE, sEtting Up social EntErprisEs may indEEd BE anotHEr tool in a BUsinEss lEadEr’s toolBoX For attracting and rEtaining tHE rigHt talEnt.

SOCIAL ENTErprISES IN ThE UKTHERE are approximately 70,000 social enterprises in the UK, contributing £18.5bil to the economy and employing almost a million people.

In the UK, a social enterprise is defined as businesses that have mainly social or environmental aims (Social Enterprise: Market Trends, Cabinet Office 2013), with the criteria:

The enterprise should

1 not pay more than 50% of profit or surplus to owners or shareholders

2 not generate more than 75% of income from grants and donations

3 not generate less than 25% of income from trading

4 agree that it is “a business with primarily social/environmental objectives, whose surpluses are principally reinvested for that purpose in the business or community rather than mainly being paid to shareholders and owners”.


PROMOTING SOlIdaRITyBy SHAHRAN [email protected]

SOLIDARITY: unity or agreement of feeling or action, especially among individuals with a common inter-est; mutual support within a group. (Oxford Dictionary)

The UN’s milleNNiUm declaraTioN

In 2005, the United Nations (UN) General Assembly announced that International Solidarity Day would take place on Dec 20 each year. This annual event is to raise awareness of the importance of global solidarity in work-ing towards eliminating poverty in all nations.

World leaders identified solidarity as one of the universal values that are criti-cal to international relations.

Leaders emphasised, “Global chal-lenges must be managed in a way that distributes the costs and burdens fairly in accordance with basic principles of equity and social justice. Those who suf-fer or who benefit least deserve help from those who benefit most.”

With continued and deepening socio-economic issues, and the increasing pace of globalisation – poverty numbers con-tinue to increase.

According to Unicef (United Nations Children’s Fund), 22,000 children die every day due to poverty. At this rate, the mil-lennium declaration goal to reduce this number is far from being realised.

These statistics are of course skewed to certain regions and countries with consistent poor governance and imple-mentation of strategy, but regardless of circumstance we should all focus on what we can do at home, and to capitalise on what is within our control.

To realise this global initiative we all need to work together. Eradicating pov-erty is a collective effort that is realised by first looking after the people in your own community. Solidarity first at home, then afar.

iT sTarTs aT homeIn the book titled The End of Poverty:

Economic Possibilities for our Time by Jeffrey Sachs, American economist and head of the UN’s millennium project, sug-gests there are key big picture factors that have led some nations to poverty.

These include government policies, physical geography of a community, civil rights, corruption, cultural barriers, war and ineffective trade relations.

In the context of an individual, these big picture factors might seem daunting in terms of effecting change.

By focusing on issues and inter-ventions at ground level – through local community solidarity, we can equip people and families to break the cycle of poverty, and instil new economic value and sustainability through:

1 Education It is the critical factor for

sustainable change in communities. Children are given the knowledge and life skills for personal and professional growth.

The keys to success include teach-er selection and training, building of schools, setting the curriculum, and setting the tone for fair and equita-ble education – which means an all-

inclusive student population regard-less of race, religion or gender.

2 HealthcareIt is an important immediate

response to current illness in a community, and to inoculate people as a preventative measure.

Part of this intervention involves engaging with community leaders through information sharing, and educating the public on effectively managing and cultivating resources of food, water and sanitation.

3 EmpowermentApart from giving children and

adults an academic start, people need to believe in themselves as well as the collective effort and power of their communities.

Empowered communities are effective in making immediate and long term change. They continue to shape their own future by being aware of their rights and by taking active roles within their communi-ties.

A truly sustainable community involves empowering children to express their views and make deci-sions that will shape their future and influence the people around them.

corporaTe social respoNsibiliTy

Companies can help eradicate poverty by engaging directly with their commu-nity. Solidarity initiatives and projects can come from within a corporate organisa-tion – in simple terms, corporate social responsibility (CSR).

At times, a CSR programme is an underutilised tool because of varying lev-

els of commitment and consistency. From the standpoint of fulfilling a min-

imum requirement, a CSR might look like engaging an underprivileged group for a photo opportunity, and to present them with an oversized cheque.

A CSR delivered with heart and com-mitment can elevate company staff to become inspiring community leaders, and to create a sustainable effect in reducing poverty in areas of their local community.

Corporates are in the best position to carry out sustainable community devel-opment because of their instant access to labour resource to carry out a task; with strategic minds and capabilities to deliver projects efficiently.

Last but not least, corporates have an allocation of CSR funding that is provided on a yearly basis – which does not include the money that can be generated from internal fundraising initiatives.

Given the credibility of most organisa-tions, there is opportunity to influence at an industry and governance level.

By definition of the UN General Assembly, “Those who suffer or who ben-efit least deserve help from those who benefit most.”

In terms of ‘those who benefit the most’, I believe they are specifically refer-ring to the corporates.

CSR projects may include:

1 Financial contributionsPure donations-based ini-

tiatives provide an immediate and effective means to fix urgent indi-vidual and community problems.

2 Soup kitchensA great way to connect with

and nourish people in our commu-nity. Through conversation it’s an

opportunity to provide friendship, counselling and mentoring support.

3 Building homes and infrastructure

This immediately provides shelter and facilities to those who have been affected by natural and man-made disasters.

4 TrainingWith a focus on immediate and

long-term employment, projects can include delivering trade skills to pre-pare for entry into manual labour jobs or to enter primary industry, and soft skills training for personal and professional development.

5 Scholarships Providing full and partial

scholarships for tertiary education including certification, diplomas and degree programmes.

6 InternshipsProviding entry level opportuni-

ties into your company, which might include mentoring, and career development opportunities.

On International Human Solidarity Day today, take a moment to consider the effect an individual can make to eradicate poverty, and the opportu-nity for like-minded individuals to come together to create a long last-ing impact for their community.

Share your initiatives and con-nect with like-minded groups and companies – chances are there are people around the world with a com-mon project and purpose to eradicate poverty.

UNITEd IN a COMMON PURPOSE

ON INTERNaTIONal hUMaN SOlIdaRITy

day TOday, TakE a MOMENT

TO CONSIdER ThE EffECT aN

INdIvIdUal CaN MakE TO ERadICaTE

POvERTy, aNd ThE OPPORTUNITy fOR lIkE-MINdEd

INdIvIdUalS TO COME TOGEThER

TO CREaTE a lONG laSTING

IMPaCT fOR ThEIR COMMUNITy.

n Shahran is regional strategic manager at Leaderonomics who

believes that CSR initiatives should be

practised by all organ-isations. To engage with him, write to

[email protected]. For more articles by Shahran, visit www.leaderonomics.com


PurPose-driven careers do exist


SEVERAL years ago, I had the opportunity to work closely with Micaela Ratini in Phnom Penh, Cambodia. Ratini has always been passionate about develop-ment, and after eight years at consult-

ing firm Bain and Company in Italy, she took a sabbatical to explore professional options in the development space.

My own interest in social enterprises deep-ened when I met with the social entrepreneur she refers to in this article. While working in Cambodia, I met many people – from Gen-Ys all the way to the Baby boomers and the “silent generation” who sought jobs that were aligned to their life missions and frequently found them-selves either in a non-governmental organisation or a social enterprise.

When Ratini first came to Cambodia in 2006, her plan was to apply the experience and knowl-edge she had acquired during her years of con-sulting, to work with a social entrepreneur who needed help restructuring his three businesses employing trafficking survivors.

“My first year in Phnom Penh was challeng-ing. There was an enormous amount of work to put into these companies and in general into social businesses in an emerging market with cumbersome bureaucracy, relatively inefficient infrastructures, and lack of necessary skills,” recalls Ratini.

“I decided to stay”.Today, Ratini is the managing director of

Insitor Management, an impact investing firm based in Cambodia with offices in New Delhi, India and Yangon, Myanmar.

Insitor Management is a small, specialised team that invests in companies that have the potential to fundamentally improve the lives of low-income families in emerging countries.

“An impact investment firm is a professional financial intermediary that actively raises, invests and manages impact funds. We raise funds from qualified investors globally and deploy them into social businesses in frontier Asian countries,” explains Ratini.

How would you define the types of companies impact investing firms like Insitor Management invest in?

“Impact investing is still a fragmented indus-try, with a wide variety of definitions and target companies. Impact investing firms share the vision of serving the underserved needs of vul-nerable clients,” says Ratini.

“By choosing to invest in funds, investors agree to delegate investment decisions to the investment manager, within the limits of an agreed upon investment strategy.

“Investors can monitor the companies’ perfor-mance by receiving quarterly financial and social updates and can present issues and concerns to the investment manager through an investors committee.”

What are some of the criteria that impact invest-ing firms typically require of companies?l A realistic and sustainable solution to critical

social issues.l A convincing business model with a clear com-

petitive advantage.l The potential to reach significant scale.l A capable and motivated team.

How would a social enterprise/business demonstrate that they have made an impact? Could you give some examples?

“Impact measurement is a controversial topic. Investors need to know what use is made of their money; standard methodolo-gies have been developed.

Social business, particularly younger companies, lack the necessary resources to keep tracking the information needed for adequate standard reporting.

“Most of our companies have a simple business model; they directly serve an unmet need. They sell basic products or services: safe water, clean energy, low cost houses. The more clients they reach, the higher is the impact.”

What are some of the key leadership traits you have noticed in the leaders running social enterprises?

“Successful social entrepreneurs are visionaries. They take risks and challenges typical of their industries plus those related to challenging countries and new consumer behaviours.”

IN CONCLUSIONWith her wealth of experience in the world

of management consulting, and now firmly entrenched in impact investment and the social economy, I asked Ratini to share her words of wisdom for those interested in starting their own social enterprises.

“Being a successful social entrepreneur is dif-ficult. You will face all the same obstacles as a commercial entrepreneur.

“Plus the added dimension of operating in exceptionally challenging markets to achieve not only financial results, but also social impact. It is an uphill battle, but the potential outcomes are highly rewarding.

“True social entrepreneurs have in their DNA the sense of responsibility to fight for success once they have identified a social issue and potential solution. A do-good mentality will not be enough to succeed.”

Consider the following:

1 Be honest about your skill set, and either study to fill in the gaps or recruit comple-

mentary team members.

2 Most social entrepreneurs are either from business or development backgrounds.

Regardless of which one you are, you will have significant deficiencies as it is only half of the picture.

3 Learn introductory finance and account-ing. Many great ideas hit the wall as soon

as they meet the harsh reality of numbers.

4 Write a business plan for every idea you have. Reality will rarely play out like the

plan says, but it is a good way to organise your thoughts and be more realistic about the oppor-tunities and challenges of transforming an idea into a social enterprise.

true social entrePreneurs have in their dna the sense of resPonsibility to fight for success once they have identified a social issue and Potential solution. a do-good mentality will not be enough to succeed.

imPact investing and social enterPrises

n Karen believes that a well-run social enterprise can be the incubator for leaders who can take their companies, and indeed countries, to the next level. For more leadership content, visit www.leaderonomics.com

mystarjob.com, saturday 20 December 2014 7mystarjob.com, saturday 20 December 20146

SO GOOD THEY CAN’T IGNORE YOU

ARE YOU GETTING ‘TExTER’S NECk’?

WHY SkIllS TRUmp pASSION IN THE QUEST fOR WORk YOU lOvE

AlSO kNOWN AS ‘IpOSTURE’

By KOH EARN SOO & [email protected]

“WHY do some people end up loving what they do, while so many others fail at this goal?” Author Cal Newport realised that the advice to “follow your passion” might not be as helpful as most people think in the context of creating the work you love.

Newport was a postdoctoral associate at MIT, and was on his way to becoming a professor – the natural progression path, and professorship is a job for life. It was then that he started his obsession of figuring out what makes people love their jobs.

Since there was a recession, plus Newport’s research specialty was not par-ticularly popular at that time, an academic job was not so feasible. He was forced to start thinking about what he would want with his life, and this brought him to the question: “How do people end up loving what they do?”

RULE #1: DON’T FOLLOW YOUR PASSION

The Passion of sTeve JobsThe Passion Hypothesis: The key to occu-

pational happiness is to first figure out what you’re passionate about and then find a job that matches this pre-exist-ing passion.

It is a well-worn theme, the de facto motto of the career-advice field. However, if you were to study how passionate were people like Steve Jobs were when they began, or ask scien-tists what really determines workplace happiness, it becomes more complex than that. You might realise that “fol-low your passion” might just be bad advice.

Do WhaT sTeve Jobs DiDLess than a year before Steve Jobs started

Apple, he was something of a conflicted young man, seeking spiritual enlighten-ment at the All-One commune/Los Altos Zen Center and dabbling in electronics only when it promised to earn him quick cash.

With this mindset, Jobs stumbled upon his big break. He noticed that the local “wireheads” were excited by the introduc-tion of model-kit computers that enthusi-asts could assemble at home.

So to electronics whiz Steve Wozniak, he pitched the idea of designing these kit com-puter circuit boards to sell to local hobbyists. He visited Paul Terrell’s computer store Byte Shop, offering the circuit boards for sale.

It was then that Terrell demanded fully assembled computers, which led to the birth of Apple. Jeffrey S. Young, author of Steve Jobs’ biography noted: “Their plans were circumspect and small-time. They weren’t dreaming big.”

The Messy Lessons of JobsSo we see that Apple did not result from

passion, but from luck – a little plan that flourished, albeit unpredictably. Of course, the Jobs we knew unarguably became pas-sionate about his work. So, how do we find the work that we will grow to love?

PASSION IS RAREThe RoaDTRiP naTion ReveLaTion

Roadtrip Nation, is a non-profit started by graduate students, that interviews peo-ple who live meaningful lives and keeps an impressive video archive of the interviews.

They once asked public radio host, Ira Glass, the way to figure out what you want and know what you will be good at. Glass responded by saying that he does not believe in the ‘follow your dream’ idea. For him, realistic things happen in stages.

“To get good at something, it takes time,” he said. Just as it took many years for him to even have interesting options laid out. He thinks that the toughest phase is when you force yourself to work and force the skills to come.

Andrew Steel the astrobiologist also expressed his disapproval of systems that propose that one should decide in advance what they were going to do. He only ended up as an astrobiologist because he first wanted options.

Al Merrick, founder of Channel Island Surfboards, thinks it is depressing that everyone is in such a hurry to start their “lives”. He himself did not set out to make a big empire before this. Instead he began by being the best he could be at whatever he did.

These interviews tell us that compelling careers often have complex origins that reject the simple idea that all you have to do is follow your passion.

The science of Passion

The CliffsNotes summary on social science research tells us why some people enjoy their work and some don’t. Workplace satisfaction has factors that originate from a variety of sources, but matching your job to a pre-existing passion is not one of them.

Three conclusions from the research are:

#1: CAREER PASSIONS ARE RARECanadian research has shown that 84%

of 539 students surveyed were identified as having a passion. However, upon closer scru-tiny, the top five identified passions were dance, hockey, skiing, reading, and swim-ming – obviously not passions that can be turned into real jobs.

In fact, less than 4% of the identified pas-sions had any relation to work or education, with 96% describing hobby-style interests. The question is this, how can we follow our passions if we don’t have any relevant pas-sions to follow?

#2: PASSION TAkES TImEamy Wrzesniewski explains the distinctions between a job, a career and a calling:

n Job: A way to pay the bills.n career: A path towards increasingly

better work.n calling: An important part of your life

and a vital part of your identity.

A survey found that most people identify their work with one of these three categories.

The passion hypothesis predicts that occupations that match common passions (a doctor or a teacher), should have a high pro-portion of people who experience the work as a true calling, while less flashy occupa-tions should have almost no one experienc-ing them as a calling.

To test this explanation, Wrzesniewski surveyed a group of college administra-tive assistants (similar position). To her surprise, she found that these employees were pretty evenly split between perceiv-ing their position as a job, a career, or a calling. In other words, the type of work alone does not predict how much people

enjoy it.When figuring out why they saw their

work so differently, Wrzesniewski discovered that the strongest predictor of an assistant seeing her work as a calling was the number of years spent on the job. It was thus con-cluded, that with more experience comes more love for one’s job.

The experienced workers were happier because they stayed on long enough to become competent in what they did – they developed a feeling of efficacy, grew closer to their coworkers, and had seen instances of their work benefiting others.

#3: PASSION IS A SIDE EFFECT OF mASTERY

The Self-Determination Theory tells us that we will feel motivated to work once we possess these traits:

n autonomy: The feeling that you have control.n competence: The feeling that you are good at what you do.n Relatedness: The feeling of connection to other people.

The last point is self-explanatory. The closer you are to your coworkers, the

more you will enjoy the work. However, autonomy and competence are only attainable if you put in the hard work required for mastery, which takes time. This explains why the experienced assistants enjoyed their work more.

PASSION IS DANgEROUSThe biRTh of The Passion hyPoThesis

Newport realised that the passion hypothesis convinces people that some-where out there, there is a magical right job waiting for them, and that if they find it, they will immediately recognise that it was the work they were fated to do.

Of course, when they fail to find it, which is highly likely, bad things such as chronic job-hopping and crippling self-doubt fol-lows. There are statistics to prove that there has been a consistent downward trend in job satisfaction levels over the past two decades since the passion hypothesis was popularised.

Twenty-something Scott thought he had matched his job with his passion for politics, yet he eventually did not find the job as ful-filling as he had thought it would be. While desiring to explore other options, he faced a problem of not even knowing what inter-ested him anymore.

This shows the harm the passion hypoth-esis can pose. Not only is it not a mere statement of innocent optimism, it is also the basis for a future career filled with worry and uncertainty.

BEYOND PASSIONRolling Stone film critic, Peter Travers,

is an exceptional case that substanti-ated the passion hypothesis. He used to bring notebooks into the movies to record his thoughts. Similarly, a pre-existing passion for a profession is evident for many famous athletes. Nevertheless, this does not validate the passion hypothesis for the majority of people.

If “follow your passion” is bad advice, what should you do instead? To find out more, do grab a copy of So Good They Can’t Ignore You: Why Skills Trump Passion in the Quest for Work You Love by Cal Newport.

n Koh Earn Soo and his team take the best books and summarise them into shorter, readable content in the hope of inspiring people to read more and learn more. To read the rest of this summary and summaries of other bestsellers, subscribe to www.thebestbooksummary.com

By TERRY [email protected]

“TEXTER’S Neck” is the position your neck is in when you are looking down at your mobile phone. Flexing your head forward for long periods of time can cause cervical spinal degeneration which will affect your posture.

Remember, your posture doesn’t just affect your body. It affects your brain too.

The way you sit, stand, and walk has big implications for your mood and happiness. The latest studies show:

l The way you move affects the way others see you.

l When you sit up straight, you are more likely to think of positive things, or recall good memories. (San Francisco State University)

l A slow, slumped walk can drain your energy.

l Social psychologist Amy Cuddy says posture even affects your hormone levels. (TED Talk)

l Your posture can affect your decision-making. (Harvard University)

There are four billion mobile phones in the world. Texting has become a preferred form of communication.

Think of all the time the average person spends hunched over a smart phone, or device. Day after day. Week after week. Year after year.

Are you one of them? If so, you may have “texter’s neck”.

HECk OF A NECk“Texter’s Neck” can cause neck strain, neck

pain, and headaches. It can also cause arthri-tis. These can become chronic, and don’t usu-ally get better on their own.

If left untreated, permanent damage can happen including:

l Flattening of the spinal curvel Onset of early arthritisl Spinal degenerationl Spinal misalignmentl Disc herniationl Disc compressionl Muscle damagel Nerve damagel Loss of lung volume capacityl Gastrointestinal problems(Source: The Text Neck Institute)

A study found 84% of 18 to 24-year-olds said they had back pain in the last 10 months (Simplyhealth). The same study found that people of all ages spend the same amount of time interacting with devices each day as they spend sleeping.

Consider this quote by Dr Mladen Golubic, medical director for the Center for Lifestyle Medicine at Cleveland Clinic’s Wellness Institute (taken from the Wall Street Journal):

“If you do this day after day, … the whole skeleton changes … we do know that when you slouch, you project an attitude of depres-sion and low motivation. When you sit up straight, psychologically, your attitude is bet-ter.”

and consider this:“In the upright posture, venous outflow is

considerably less pulsatile (57%) and occurs predominantly through the vertebral plexus, while in the supine posture venous outflow occurs predominantly through the internal jugular veins.

“A slightly lower tCBF (12%), a consider-ably smaller CSF volume oscillating between the cranium and the spinal canal (48%), and a much larger ICC (2.8-fold) with a cor-responding decrease in the MRI-derived ICP values were measured in the sitting position.” (Alperin et al)

in other words, keep the blood flowing to your brain.

When you bend your neck and look down

at your phone for a long time, you are strain-ing the muscles and joints in your neck. This is unnatural, and it can cause poor posture. It can be permanent.

Emma Thompson once said, “We all stand about like parboiled spaghetti.” She might be right. Regardless, excellent posture is a valu-able thing to portray to the world.

So, try to cut back on the time you spend on your devices. And when you are using them, keep your head up. Your brain, and body, will thank you. Mindfulness is key.

n Terry Small is a brain expert who resides in Canada and believes that anyone can learn how to learn easier, better, faster, and that learning to learn is the most important skill a person can acquire. For more Brain Bulletin articles, do check out www.leaderonomics.com

THE bIRTH Of THE pASSION HYpOTHESIS NEWpORT

REAlISED THAT THE pASSION HYpOTHESIS

CONvINCES pEOplE THAT SOmEWHERE OUT THERE,

THERE IS A mAGICAl RIGHT jOb WAITING fOR THEm,

AND THAT If THEY fIND IT, THEY WIll ImmEDIATElY RECOGNISE THAT IT WAS

THE WORk THEY WERE fATED TO DO. Of COURSE, WHEN THEY fAIl TO fIND

IT, WHICH IS HIGHlY lIkElY, bAD THINGS SUCH AS

CHRONIC jOb-HOppING AND CRIpplING SElf-

DOUbT fOllOWS.


By CINDY [email protected]

IT is difficult not to be captivated by the candour and charisma of Tan Sri Dr Jemilah Mahmood, obstetrician and gynaecologist turned humanitarian crusader,

founder of Mercy Malaysia (Mercy), recipient of Bahrain’s prestigious Isa Award for Services to Humanity 2013, and chief of the United Nation’s (UN) World Humanitarian Summit (WHS) secretariat.

Dr Jim, as she is fondly known, shares with The Leaderonomics Show her experiences, thoughts and strug-gles, and reveals how spending more than a decade in Mercy really pro-pelled her into a leadership role.

“You are only a leader when you actually have followers who believe in the cause,” she shares.

The growing up yearsDr Jim developed a philanthropic

spirit while growing up with parents whose doors were always open to people from all walks of life, and who always had food on the table for guests.

She reminisces how her mother made her, at the tender age of 13, embark on solo trips by train to Singapore during the school holidays to hand deliver money to underprivi-leged relatives.

“I was entrusted with money to ensure that the children had school-books, shoes, etc. Being the youngest child and a rebel, I thought that my mother was just trying to get rid of me,” she recalls.

May 13, 1969 was another defining moment in Dr Jim’s life.

Her father, who was a respected member of the community, passed away when she was 11. She recalled chicken, vegetable and rice sellers sending food to her house during the curfew.

“He would pack little bags of food and make us walk along those large monsoon drains to avoid detection to distribute food to different houses, especially those without families.”

The callingAfter completing her medical

degree, doing a postgraduate degree, becoming an academic and going into private practice, Dr Jim became tired and disillusioned by the profession.

She realised that she could offer services in times of crisis to fulfil her heart’s desire, but soon grasped the many challenges of being a full-time doctor and part-time humanitarian.

“The tipping point was the tsunami, where I had to decide when to take the dive and risk this huge career change,” she recollects.

She founded Mercy in 1999 in response to the conflict in Kosovo, south-eastern Europe. “Being deeply affected by the war, my then five-year-old son urged me to help these people.”

With the encouragement of her strongest supporter husband Datuk Dr Ashar Abdullah, she started writing to organisations in Malaysia convey-ing her intention, without getting much positive response. “Maybe they thought I was crazy to want to go to a war zone!” she quips.

She eventually applied to join Doctors Without Borders, but was inspired by Dr Ashar to start her own humanitarian drive instead of “just being one Malaysian doctor in a French organisation”.

The birTh of MercyWith their personal savings as seed

capital, Mercy was born.Although Mercy was something

new to Malaysians, help was forth-coming from the public as Dr Jim was a well-loved medical specialist with a strong client base.

“Mercy is a unique local organisa-tion. When we travel overseas for

missions, people are amazed that my volunteers assimilate so well. We eat sambal together and converse in Bahasa Malaysia regardless of race or religion, as it is like a secret code which nobody else understands,” she gushes.

That was Dr Jim’s biggest joy – seeing real unity and people coming together through Mercy.

overcoMing scepTicsAdmitting to having tackled

negative, sensitive and controversial remarks, Dr Jim overcame them with the strong support system at home that believed in her vision.

“Some people will continuously try to block you. With my strong convic-tion in doing something I sincerely believe in, even if I fail, I fail beauti-fully,” she says.

Throughout her 10 years of running Mercy, the word “impos-sible” was never in her vocabulary. “Nothing is a challenge if we look at everything as ‘half empty and half full’,” she stresses.

With no training in management and finance necessary to run an organisation, she believes in asking for help from family, friends and the corporate sector.

succession planningHer biggest wake-up call for a

continuity plan came in 2004 when somewhere in strife-torn Iraq, Dr Jim was shot. That got the strong-willed woman thinking, what if she had died then?

She muses, “I brought the whole team together and pondered on ‘Life after Jim’. Would the organisation just collapse?”

Starting out as an organisation where volunteers paid for their own airfare going to war zones and disas-ter areas, she realised that as Mercy grew, they had to be more profes-sional. Hence, the need to develop a

The Mercy Legacy

STePPINg (Far) OUT OF yOUr cOMFOrT ZONe

TheShow

LeavINg a LegacyFOUNDED as a platform for

all Malaysians to come together to do good for others, irrespec-tive of race, religion or colour, she divulges, “Mercy was for me to live my idea that the common vision and purpose is about global solidarity – about growing people and yourself in the process.”

Development is not only about infrastructure, economics, or a better gross domestic prod-

uct; as human capital develop-ment and global compassion have to be in the equation.

“We live in a world where whatever happens in Country A does affect Country B. You become a developed nation only when you are able to give,” she concludes.

At the end of the day, this true embodiment of inspiration sees Mercy as her gift for her beloved Malaysia.

strong framework.“Establishing a solid foundation

and organisation structure in order for Mercy to outlive me was one of the biggest decisions I ever made,” she says.

She subsequently gave herself a timeline to step down.

When asked whether it was hard to eventually let go, she replies, “It wasn’t difficult, because it was never about me. It has always been about setting a platform for the nation.”

Now back to head the UN Office for the Coordination of Humanitarian Affairs to prepare for the first ever WHS 2016 in Istanbul, Turkey, she endeavours to spend two to three years laying down procedures, influ-encing policies and turning them into action before leaving.

Calling herself “an international civil servant”, she likens UN to a huge ship that cannot be manoeuvred quickly, but one that has the whole opportu-nity to look at global policies.

n For more interesting interviews with diverse leaders on The Leaderonomics Show, visit https://www.youtube.com/user/leaderonomicsmedia. For The Leaderonomics Show articles, visit www.leaderonomics.com

Dr JIM’S 9 NUggeTS OF aDvIce FOr yOUNgSTerS Strive to be far better than me!

1 Be sincere, convinced and passionate in what you do.

2 Vision without planning is hallucination. Chase your dreams!

3 Network. In order for the pieces to fit, make time to understand the environment, connect with people, and build friends and alliances.

4 Having enemies is inevitable. For every 10 friends, just hope you have only one enemy.

5 Surround yourself with people who tell you when you’re wrong. Having no one to give constructive feedback would bring about a leader’s downfall.

6 Being hurt due to trusting people you shouldn’t trust along the way is inevitable.

7 Treat error as a learning opportunity. An error doesn’t become a mistake ‘til it’s repeated twice.

8 Be humble and courageous to say “I’m sorry”. Do not think you are infallible.

9 It’s not about you – it’s about the cause and the purpose.

iSnap me for full interview with Tan Sri Dr Jemilah Mahmood.Get The Star Mobile App now!


THE ROAD lEss

TRAvEllEDBREAKING BOUNDARIEs


REALISING from young that I was and will always be “the champion of the underdogs”, I have often gravitated to people who have inspired me

to persevere and stay on the path less travelled.

One of the first people I met upon arriving in Cambodia, on a new quest to work with women and children who had been trafficked and abused, was Laura Cordisco Tsai – a wonderful human being who quickly became a firm friend.

Tsai came from humble beginnings, and took charge of her own life from very young to be the person she is today.

Her first residence was in a trailer, and she started working during her childhood to save money for college. Tsai paid her way through college at Brown University by working multiple jobs.

“I am married and have a sweet elderly dog whom we adopted last year. I’m obsessed with Thai food, and I love for my food to be as spicy as pos-sible! My favourite meal is papaya salad (spicy) and sticky rice.

“In my spare time, I enjoy trying to learn to cook Thai food, going to the opera, and spending time with my fam-ily,” she shares.

It is with great honour that I share with you her story.

1 Tell us about yourself. Was it a challenge blazing your own trail

and choosing to pursue your Bachelors, Masters and then doctoral degree?

I am a social worker by training. My work focuses on providing social servic-es to people who have been trafficked – particularly services that help them start a new life once they have escaped human trafficking.

While working at non-profits that provide services to them, I noticed that there weren’t enough programmes to help them find safe employment upon escaping human trafficking and return-ing to their communities.

Due to lack of alternative employ-ment options, I saw many returning to the same exploitative working situa-tions that they suffered before.

I made it my personal mission to increase access to alternative employ-ment opportunities for people who had been trafficked.

This personal mission ultimately led me to pursue a PhD, as I wanted to further hone my skills and conduct research that teaches practitioners about the best practices in economic empowerment programming for traf-ficked people.

It was challenging forging my own path and it was often a lonely road. I didn’t have any mentors who were specifically doing the kind of work that I was interested in.

However, I often reminded myself that in order for new solutions to be developed, someone has to walk a lone-ly path to get there. If we do what we’ve always done, the field won’t progress.

2 You have given much attention and devoted many years to

different communities in Asia. Could you share with us what prompted your decision to live and work in Asia?

Originally, I moved to Thailand because I was interested in work-ing in the area of human trafficking. Thailand is one of the worldwide hubs for human trafficking, particularly sex trafficking.

However, once I lived there, I fell in love with the country. I fell in love with working in Asia.

Since then, my love for living in Asia and my love for my work has solidified my commitment to working in Asia long term.

3 Did you play a role in helping women and children who had

been trafficked, take charge of their own lives? Could

you share what the key points you asked them to focus on are?

People who have been trafficked have often had their trust broken by many people in their lives.

Many have not only faced abuse in their trafficking his-tory, but have faced other forms of ill treatment – includ-ing abuse in their own families.

From my experi-ence, part of lead-ership develop-ment in working

with them is supporting them in being able to dream again and have hope for their futures.

When someone has been abused and exploited in many ways for so long, it can be difficult to believe that they deserve good things or that they can achieve their goals.

Restoring hope, belief in themselves, and supporting people in daring to set a personal vision for themselves is a key first step in leadership development within this population.

4 Do you have instances of inspiring leadership (community leaders, the

women) you would like to share? There are many examples. One of the

non-governmental organisations that I helped launch in the Philippines has a college scholarship programme for peo-ple who have been trafficked. Among their clientele, the most popular college major is social work.

It is very inspiring for me to see peo-ple who have faced such abuse them-selves strive to use their lives to help and uplift others.

Many of them are the first person in their families to graduate from high school, and it takes considerable dedica-tion and personal resolve to graduate from college – much less to pursue a career that involves significant self-sacrifice and is often not highly valued in society.

5 Who is your role model? Would you like to share how that person has

impacted your life?My mother is my personal role model.

She raised me as a single parent. Although we had very limited finan-

cial means, she always ensured that I went to high quality schools and always encouraged me to pursue my dreams – even when it meant doing things that no one in my family had ever done (like moving away for college, pursuing a PhD, or moving to Asia).

She also works in social services – particularly with children who have experienced child abuse and neglect, or who have witnessed violent crimes.

She inspired me through her commit-ment to serve others and through her work ethic.

One of her favourite quotations is from Martin Luther King, Jr., “After we’ve discovered our life’s work, we should set out to do that work so well that the living, the dead, or the unborn couldn’t do it better.”

She truly exemplifies this quotation. She is always striving to get better at what she does so that she can serve more people, and I try to follow her model.

Message for our readers: “I would like to say that every one of

us has unique gifts, talents and knowl-edge that can be used constructively in society. Serving others doesn’t require working in a helping profession full-time. Follow your passion and experi-ence and be creative in finding ways to use your passions for the good of others.”

n Karen admires leaders who choose to work hard to overcome their personal challenges, and who go on to selflessly build lives and other future leaders. For more inspiring stories and leadership content, visit www.leaderonomics.com


CELEBRATE UNITY IN DIVERSITYBE UNITED IN FIGHTING POVERTY

By JOHN WALTER [email protected]

EVERY Dec 20, the United Nations (UN) observes International Solidarity Day to celebrate unity in diversity. The celebration also aims to remind us of the impor-

tance of solidarity in eradicating poverty. But, what does it all mean to us?

What is solidarity?The Merriam-Webster Dictionary

defines it as: “a feeling of unity between people who have the same interests, goals, etc.”

The Collins Advanced Dictionary of English interprets it in a more practical manner: “If a group of people show soli-darity, they show support for each other, or for another group, especially in politi-cal or international affairs.”

This is the essential prerequisite for any group or faction that seeks to realise a common end.

Based on the definitions of solidarity, it is obvious that this cannot be carried out by an individual alone, for one person cannot be aware of anything that is com-mon, or general, in the absence of others who value the same ideals, views, etc, in order to comprise a working body.

That fact is supported by the state-ment of John Donne, “No man is an island, entire of itself; every man is a piece of the continent, a part of the main.”

solidarity in the WorldWhen man began to familiarise with

the world, it inevitably came to his/her attention that chaos and disorder was an intrinsic truth of life.

The grand scale of this reality would presumably have presented him/her a futility with regards to correcting and/or organising it.

While creating a perfect global exist-

ence proved impossible in present day, there came to existence a myriad of circumstances, reasons and affairs which diminished the individualistic lifestyle of man.

Solidarity lies in every place. In the world, its subordinate networks and those thereof, it is an omnipresent ele-ment of life. Something people cannot do without because each and every one is a part of an entirety.

Enter the microcosmic units of society such as family, a business society, politi-cal factions, sports teams, musical bands, idealist groups, armed forces and many others.

All these are built and stand firm on the basis of solidarity. Though differences and uniqueness inevitably induce the partitions of individuals, there are always means and situations which provide them the opportunity to correlate.

all For one, tWo For allÉmile Durkheim, in The Division of

Labour in Society, introduced two types of social solidarity which correlates with types of society. These are mechanical and organic.

Humanity, in general, comprises two specific societies in which either of the given are functional.

l Mechanical solidarity is nor-mally practised in small scale and “traditional” societies which are defined as familial networks.

An example of this would be a tribe. For their common interest of preservation and survival, every member of the whole tribe has a designated role to play and an obli-gation: hunters provide food, war-riors enhance security and safety, elders set rules and instil order, etc.

l Organic solidarity is the type which is functional in societies and are characterised as modern and

industrial. It refers to the “interdependence

of the component parts”. To sup-ply a descriptive picture, countries with international ties, especially in trade, would be sufficient to take into consideration.

the PoWer oF diVersityAccording to Forbes magazine, the idea

of diversity seems to be centred around the idea that “It is simply the right thing to do”.

Much of the issue was based on the idea of social inclusion that embraces the variances of gender, race and beliefs.

Fast forward to the millennium: Organisations have realised that diversity is not only an ethical and social issue but is now recognised as a competitive advantage.

Embracing a diversity advantage unlocks creativity and innovation. It also gives a heightened sensitivity to market needs by building a culture of understanding human needs within the organisation first.

The key to using diversity as a competi-tive advantage lies in the organisation’s capacity to unite its various components under the principle of “solidarity”.

hoW solidarity Can CreeP into the CUBiCles

Employees sitting behind individual desks in one department of a company must learn to work with each other despite having various self-interests.

They work to provide for their fami-lies; pay debts; invest in extra sources of income; or even placate their desire for self-indulgence.

Conversely, in their professional working environment, there is one distinguished goal they are working for – their behaviour and interaction with their fellow workers, whether those in

the same, higher or lower divisions of the hierarchical structure, is the essential instrument to achieving a common end.

Trenna Sue Hiler narrated the following prerequisites in achieving solidarity in the workplace.

A broad and specific goal: Each member must be aware of, and can evaluate, the set goal in order to understand their relevance in its attainment.

Identification of accomplish-ments: After each day of work; each individual must be capable of say-ing what he or she has contributed to the common goal.

Knowledge of the benefits: If every member understands their respective benefits, they will have an incentive to work in order to realise the general objective.

the doUBle-edGed sWordThe value of solidarity is generally

accepted as favourable means of achiev-ing a positive end. Sadly, this principle is impartial to morals or interests.

The goal which is established by a cer-tain society, faction or assemblage shall determine whether it has been a contrib-utive factor for the good or the bad.

No matter how right or wrong it may seem, there is always a general standard set by the majority. The privilege or free-dom of non-compliance has always been an integral part of life’s balance.

A collaboration of individuals contrary to the universal good can use solidar-ity for what will apparently be judged as contemptuous or unconscionable by many.

History has also proven that “solidar-ity”, as powerful as it is, can be used as

> TURN TO PAGE 11


a tool for mass destruction. The world has enough examples of despotic leaders from Attila the Hun to Adolf Hitler. They were all empowered by “solidarity”.

a CrUde aPProaCh to ChanGe

The practice of amputation is a renowned method in the medical world to salvage the entirety of the human anatomy.

A foot infected with gangrene or a breast with cancer cells can be surgically removed so as not to cause negative effects on other parts of the body.

This is due to the fact that the human body is a collection of dif-ferent systems functioning as one integral whole, much like an organisation resembles the human organism.

the Bad FrUitsSynonymous with this is the presence

of what is commonly termed “a few rot-ten apples”. This refers to peoples or soci-eties that are part of a main group, but which do not act in accordance with the common goal.

They carry out their own interests and/or ways to achieve them. When these elements prove to be unfavourable for the good of a general system, the most proficient method of righting this would be to cast these out and remove them for the benefit of the whole. An idealistic society tends to correct and heal itself in this regard.

Workers who do not function in compliance with company norms and standards are terminated. Team players who do not perform in accordance with the designed plays are replaced or reposi-tioned by their coach.

Ridding the whole of a “few rotten apples” preserves the solidarity of its components; thereby allowing them to work in harmony for the common goal.

leadershiP For solidarity

Leadership is the most effec-tive means to achieving solidarity. Whether for a right or wrong cause, a formidable arrowhead can deliver the entire shaft and quill to its target.

Douglas MacArthur, upon land-ing at Leyte, the Philippines, took a microphone which was set to broadcast his words to the masses of Filipinos who relied on him.

His oratory began with, “People of the Philippines; I have returned.”

He had gained their attention by announcing his presence; the very same presence they awaited for three years to lead them against the oppression they suffered under Japanese sovereignty.

He presented them their “hour of redemption”, made them aware that they fight for the “principles of freedom” and inspired their soli-darity by presenting their common tribulations with the encourage-ment of how to overcome it.

“Rally to me… As the lines of bat-tle roll forward to bring you within the zone of operations, rise and strike… For your homes and hearths, strike! For future generations of your sons and daughters, strike! In the name of your sacred dead, strike! Let no heart be faint. Let every arm be steeled.”

ColleCtiVe soUlsOther than battles, companies, organi-

sations and social groups can evolve with people who know how to manage and utilise the skills and capabilities of their employees.

Drive them to perform by convincing them of what they are contributing their efforts to and making them aware of the universal gain they will profit from.

When leaders can identify the collec-tive concern of the many, unite them for the realisation of a common goal and

convince them of the benefits they shall reap from the efforts they have sown. Solidarity is established and success is not far behind.

solid GiFt to hUmanitySolidarity is a gift to humanity. In every

corner of the world lies a myriad of reali-ties; and so do the multitude of individu-als. They may put up with these truths and continue their existence.

Finding a common end always builds unity among people to perform not only for themselves, but for collective gain.

Solidarity has been the driving force behind the survival and success of our species against the elements and even the mastodons. Solidarity is painted within the caves of our earliest ances-tors.

I am reminded of a biblical story in reference to the Tower of Babel, as it was said: “If as one people speaking the same language they have begun to do

this, then nothing they plan to do will be impossible for them.

The statement very well sums up the power of solidarity. While we dedicate a day celebrating International Solidarity Day, we must remember that a bet-ter world starts with ourselves, but the accomplishment of any mission lies beyond ourselves (the “me”).

Solidarity is the spirit that carries our ideals into realities which may lie beyond our existence. It starts with me, you and everyone around us under a common goal to whom we call “OURSELVES (Us)” = Solidarity!

n John Walter Baybay is a regional management consultant who has worked more than 17 years in the areas of corporate strategic planning and economic planning. He is a competitive athlete who balances his time between business coaching, family and working with communities.

> FROM PAGE 10

SOLIDARITY IS A GIFT TO HUmAN-ITY. IN EVERY CORNER OF THE wORLD LIES A mYRIAD OF REAL-ITIES; AND SO DO THE mULTITUDE OF INDIVIDUALS. THEY mAY PUT UP wITH THESE TRUTHS AND CONTINUE THEIR ExSISTENCE.


If you have any suggestions or feedback on our content, get in touch with the Leaderonomics team at [email protected] For advertising and advertorials, contact Pravin Kumar at [email protected] or +6011 2377 7850

Hanging with The Queen of Jazz

Also next week

Ten A’s of personal excellence

Back to work after a long holiday

Run Forrest! Run! Gump’s approach to 2015

EARNING THE RIGHT TO BE COUNTEDSOCIAl ENTERpRISES STEp IN TO HElp

By METTILDA JOHN and HELEN [email protected]

DIGNITY & Services is an advocacy movement speaking and acting on behalf and alongside persons with learning disabilities. It helps to create a society where persons

with learning disabilities enjoy dignity and respect, equal rights and opportunities to lead an independent and meaningful life.

In 2006, the organisation set up a project called OPTIONS with the concept of Supported Living, a project for individuals with learn-ing disabilities to enjoy regular short breaks from their homes and to learn basic life skills. Supported Living is a transitional model which aims to equip individuals to live indepen-dently when their parents or caretakers are no longer around.

As Dignity & Services began to progress in this project, it found that these individuals were leaving school at around 19 years old and had no plans for the future.

They did not know how to prepare them-selves for employment, or know where to seek help.

Persons with learning disabilities, amongst the whole disabled population, present par-ticular challenges when seeking employment in the market. Dignity & Services feels that a social enterprise is the best way forward.

A juice stall called ONE TWO JUICE was set up in 2011, in collaboration with Selangor Dredging Bhd under their Corporate Social Responsibility goal. Today, it has two full time employees and four part time staff with learn-ing disabilities; earning an income in compli-ance with the Malaysia Employment Act.

The ONE TWO JUICE stall situated in the courtyard of Wisma Selangor Dredging enjoys a very high level of visibility. This has no doubt helped enable a positive change of attitude by demonstrating that individuals with learning disabilities can learn and lead productive lives.

After starting work, these six individuals have been able to address their depression, low self esteem and also able to supplement their family income. They are also encouraged to use public transport to get to work and by doing so, they have enhanced their independ-ence.

BAKE WITH DIGNITY, another employment project led by Dignity & Services was born out of a partnership created by two parents with sons with autism. It was set up with the pur-pose of creating paid employment and train-

ing individuals with baking skills particularly for those who needed a shelter environment.

The baking project is currently in the midst of expansion in order to enable more indi-viduals a chance of paid employment and to become more economically independent.

STARTING A SOCIAL ENTERPRISETo start up a social enterprise, key factors

such as identifying the individual who has expressed interest in setting up a business, a corporate partner, a suitable disabled-friendly location, business plan, training, orientation programme and high level of support from the supporting non-govern-mental organisation should all be taken into consideration.

n For more information about Dignity & Services please email [email protected]

Delectable cakes, cookies and bread loaves, a variety of flavours for all seasons from Bake With Dignity.

Get the juice that’s right for your blood type at One Two Juice

Bake with Dignity, an employment initiative project offers persons with learning disabilities an opportunity to work and earn an income.

One Two Juice at the courtyard of Wisma Selangor Dredging.

international solidarity day · “you give but lit-tle when you give of your possessions. it is...

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