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Some creative writing samples by Ng Ek Heng.
Hallmarks of a leader







In the presence of a good leader
Imagination takes flight
Ideas flourish
Team members are challenged to give their best

A good leader is secure in knowledge
Having no need to seek assurance
Always ready to praise others for job well done
While being comfortable with others taking centre-stage

A good leader always keeps an open mind
Receiving inputs from different and even conflicting sources
Before giving opinion to team members
To provide directions for sound decisions

A good leader steers people to mutually-set goals
Knowing when to engage or disengage
Avoiding putting a personal stamp on everything

A good leader does not fear failure
Seeing it as breeding ground for success
Being ready to chart a new course for the team

A good leader knows
When to listen
When to ask questions
When to talk
When to be assertive

When a good leader intervenes
One outcome is to simplify matters-at-hand
Another is the improvement in decisions made
Leading to greater overall teamwork

A good leader knows when to delegate
How much to delegate
When to relinquish control
And is happiest to let others take charge

A good leader has high emotional quotient
In relating to and spurring the best from team members
Knowing when to draw the line
Where differences between team members
Affect the work and decision-making process

A good leader does not make unilateral decisions
Cherishing all ideas and feedback from team members
Allowing affected parties to participate in decision making
To better appreciate its impact, implications and consequences

Qualities to succeed in your work

When you think of it, successful businesses often have staff with three essential qualities. If you have one of them, you will be able to make a living. Build up your capabilities to offer two or three of them, then you should have it made in your career or your business. What are they?

In just about any successful organisation, you will find such a personality. He is that very hardworking person who likes nothing better than to accomplish whatever tasks he is given. To him, each task is a challenge and he finds satisfaction in completing each assignment to the best of his ability. Because he takes his work seriously and assiduously applies himself to the task, he has a good track record of success. But the fact that he works quietly, uncomplaining, often putting in long hours, means that his hard work and efforts are often not given the due recognition.. Office politics is anathema to him. The fact that he is often passed over for promotion eventually becomes a source of discontent for this doer.

Within the same organisation, he has a colleague, dubbed by many as the talker;. Not a day passes by without him telling everyone he meets of the great opportunities ahead and the objectives he has set himself. He never misses an opportunity to tell everyone in sight about his goals for the day, the week or even the month ahead. Whenever anything favourable and worth noticing happens in the office, he finds an excuse to talk about it, hinting ever so gently that he has a hand in it, no matter how remote the link is. Not only does he impress his bosses, even his customers are impressed, for quite some time, at least. He gets his due promotion which fans his ever-growing ego. One day, the boss decides to take a backseat and sells a majority stake in his business. The talker begins to feel insecure in his job.

Then, there is this third person in the organisation. He is quick off the mark, doesn do more than what he thinks he is being paid for.

Therefore, he has time to think for himself. The thinker becomes increasingly dissatisfied with his comfortable, but nonetheless, what he sees as a pointless working life.

Through the years, he notices the characteristics for long-term success at work. He reasons that there is a need for people who can work, put their shoulders to the grindstone and plod on regardless of the circumstances. The doer behind the scene is the roots of the business, quietly fulfilling a critical role underground.

He also realises that a good person on the frontline is essential for success. That person must be able to build on relationship with prospects, expound on the company's products or services, make claims about its strengths without going overboard. Occasionally, he must be reign in and brought down to earth. Still, the talker is the trunk from which the branches flourish.

Now, the three personalities -- the doer, the talker and the thinker - have something in common. They frequent a pub and in an unguarded moment, after some drinks, confided in each other about their unhappy state. It dawns on the thinker that the three of them have complementary strengths to start their own business.

The new company takes off, thanks to the thinker's business strategy, the talker's ability to convince bankers to put up seed money and satisfied customers, whose orders are fulfilled on schedule by the doer. All the three partners find satisfaction in doing their own business.























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