Why S'pore workers are 'bo chap'
Jan 26, 2005 STI
By Natalie Soh
WHY are Singaporean workers 'bo chap', or uninterested? For the answer, look no further than their bosses.
Employees who get no feedback, don't see their best ideas implemented, and also do not get grooming to become the next generation of leadership, simply 'disengage' from their jobs.
And that is what Singapore bosses and leaders need to fix - and fast, says the latest poll by The Gallup Organization, the Gallup Leadership Institute at the University of Nebraska and the Singapore Institute of Management.
In the three-year project, views about their bosses were taken from over 1,000 people in companies - public and private enterprises, small and large businesses. Interviews were also held with CEOs.
Similar studies have been carried out in the United States, Australia, New Zealand and South Africa in an ambitious plan by Gallup to chart what leaders are like in each country.
At a media briefing yesterday, Dr Bruce Avolio, who is the director of the Gallup Leadership Institute and the main author of the study, explained that Singapore leaders were rated highly at meeting performance standards - in both production goals and profit goals.
They were also very reliable, intellectual and had great integrity, it said.
But one major weakness, said the poll, is that they paid little attention to developing or grooming their people.
Explained Dr Avolio: 'If people don't feel they are using their best skills; if their strengths are not developed and their views not heard - they will switch off and channel their energies elsewhere. ' p> The lack of grooming could be explained by the fact that many CEOs are 'accidental leaders' - meaning that circumstances and opportunities made them so.
'This is different in the US where leaders say 'I must get there',' said Dr Avolio, but it also means that Singaporean bosses are less likely to step over others to get to where they are. But because they didn't quite plan for themselves, they are less likely to plan for their workers.
The suggestions for improvement?
First, make the environment conducive for people to air alternative views.
Dr Avolio highlighted a quote by entrepreneurial guru Guy Kawasaki, who said: 'Israel has five million people, six million entrepreneurs and 15 million opinions. Singapore has five million people, six entrepreneurs and one opinion.'
Give a strategic direction, then allow the workers to fulfil that. Then peg people's development to the performance standards the bosses have to live up to.
That way, bosses will have to pay attention, as their own work performance depends on it, said Dr Avolio.
By Natalie Soh
WHY are Singaporean workers 'bo chap', or uninterested? For the answer, look no further than their bosses.
Employees who get no feedback, don't see their best ideas implemented, and also do not get grooming to become the next generation of leadership, simply 'disengage' from their jobs.
And that is what Singapore bosses and leaders need to fix - and fast, says the latest poll by The Gallup Organization, the Gallup Leadership Institute at the University of Nebraska and the Singapore Institute of Management.
In the three-year project, views about their bosses were taken from over 1,000 people in companies - public and private enterprises, small and large businesses. Interviews were also held with CEOs.
Similar studies have been carried out in the United States, Australia, New Zealand and South Africa in an ambitious plan by Gallup to chart what leaders are like in each country.
At a media briefing yesterday, Dr Bruce Avolio, who is the director of the Gallup Leadership Institute and the main author of the study, explained that Singapore leaders were rated highly at meeting performance standards - in both production goals and profit goals.
They were also very reliable, intellectual and had great integrity, it said.
But one major weakness, said the poll, is that they paid little attention to developing or grooming their people.
Explained Dr Avolio: 'If people don't feel they are using their best skills; if their strengths are not developed and their views not heard - they will switch off and channel their energies elsewhere. ' p> The lack of grooming could be explained by the fact that many CEOs are 'accidental leaders' - meaning that circumstances and opportunities made them so.
'This is different in the US where leaders say 'I must get there',' said Dr Avolio, but it also means that Singaporean bosses are less likely to step over others to get to where they are. But because they didn't quite plan for themselves, they are less likely to plan for their workers.
The suggestions for improvement?
First, make the environment conducive for people to air alternative views.
Dr Avolio highlighted a quote by entrepreneurial guru Guy Kawasaki, who said: 'Israel has five million people, six million entrepreneurs and 15 million opinions. Singapore has five million people, six entrepreneurs and one opinion.'
Give a strategic direction, then allow the workers to fulfil that. Then peg people's development to the performance standards the bosses have to live up to.
That way, bosses will have to pay attention, as their own work performance depends on it, said Dr Avolio.
posted by Francis Lim at
1/26/2005 06:21:00 AM
0 Comments:
Post a Comment
<< Home