To never undermine the minority races who were born and raised in your own country. Worst yet to make them feel threatened and unwanted. Bear in mind, the Chinese, Indians fought alongside Bumiputeras to win independence in 1957.
Today, people are intelligent. Malaysians are intelligent. No longer can “cheap empty promises” nor insulting negative-degrading remarks can win the minds and hearts of the rakyat. The rakyat yearns to see real meaningful progress and action. The rakyat are compassionate, humane and able to differentiate between truth and lies. Hypocritical, arrogant and empty headed leaders have no place here. Certainly, the country has no place for anyone calling a minority race “Cina Babi”.
Money is NOT everything. The ex-PM offered money. A crown prince of a certain state gave out money for a one day “supermarket shopping spree” to vote for BN. Yet, after all the above, BN lost. Instead, the rakyat who were supporters of PH were not given a single cent. They came out in strength and in spirit to support Tun M and PH. They guarded the voting venues, organized talks and some were even jailed for their actions despite committing no crime. The rakyat merely wanted their freedom and fair governance by law and order ; avoiding discrimination, insults, inequality and leaders abusing the constitution amassing riches for their own selfish gains using tax payers’ money.
The power of communication on social media and digital mode. The power of “writings” and the speed of spreading news have made the rakyat more aware and knowledgeable. Instantaneously, important happenings/news/findings with pictures can reach millions of rakyat in the country. And praise GOD that intelligent Malaysians can differentiate what was true and what was not. Further, international neutral news media also brought in information contradicting reports which were totally misconstrued by the local Malaysian media controlled by the ex-PM.
The ex-PM (Bumiputera) was using religion and race to disunite the country. Najib created fear that Malays will be marginalized if PH won. Malaysian Malays thus needed another proven Bumiputera leader to counter and neutralize this issue. Tun M is exactly the person needed for this task. He erased these fears by convincing the Malays and Muslims that their rights will not be taken away and that Malaysians shall live harmoniously together supporting one another to rebuild the country. All Malays, Chinese and Indians will have their rights in this country.
Lastly, it is ultimately the MALAYSIAN RAKYAT who made this PH victory possible. Without the votes, without the perseverance, without the vigilance, BN will still be in power. You (the rakyat) have had a crucial role to play and you played it well
You have to play an active role looking for them ………. and sometimes its just right in front of you (if you look hard enough).
The show begins ……. memories relived, stories to tell, friendship renewed,.
New ideas, new designs, new concept.
Emotions to be touched and moved.
Enjoyed reading this article by Steve Lucas. Thus, sharing it.
- Published on Published onNovember 15, 2017
- By Steve LUCAS
Here’s what I learned on Day One at Marketo: even after more than two decades in Marketing, Sales, and GM roles – having worked in the C-suite at multiple companies and counseled a number of global chief executives, nothing could have fully prepared me for becoming a CEO for the first time.
It used to be that a new CEO had a grace period. In your first weeks and months on the job, you were expected to embark on a listening tour, taking time to get to know your team, products, and customers. You would make incremental changes at the outset – just enough to hint at your leadership style, but not so big as to make waves.
That luxury no longer exists. Technology is disrupting and reshaping the marketing industry every day. The landscape is incredibly unsettled. Our customers are faced with more opportunity – and risk – than they’ve ever faced before. And they rightfully expect their service providers to cut through the complexity with elegant, powerful tools that meet their goals.
Over the course of my first year, I took notes on the core lessons I learned. Going forward, these notes will serve as my “North Star” as we continue to transform Marketo into an even more global organization that helps companies thrive in what I call the Engagement Economy – a new era that puts the onus on businesses to engage with customers on their terms. And since marketing is far from the only industry facing this level of disruption, I believe these observations will be a useful guide to almost any new CEO.
Passion for the Purpose
From minute one on the job, you’ll need to inspire and engage people, rallying them around a purpose. What you’ll find is that no matter how hard you lean in, some people just don’t want to go along for the ride. That’s why the first thing any software company needs is a passionate, engaged team that cares deeply for its customers. They understand that the organization only exists because customers choose to support it, so they must form a team that reflects exactly that level of commitment.
One tip for finding those who want to be engaged: Look for people who are passionate about things outside of work. To me, the people who go all-in on their interests outside of the office bring that fire with them inside the office and focus it on finding solutions and serving our customers with an equal sense of fervor.
Don’t Let Reality Get in the Way of Opportunity
We’ve all had a similar moment of frustration in a meeting: someone comes up with an idea for a brilliant solution. It elegantly solves a problem and delivers something of real value to your customers. Everyone in the room is excited… until reality smacks you in the face. The reality may be that the timeline for building the product is unrealistic or that there’s no room in the budget to fund it. Or it may be that it doesn’t seem feasible until three other priorities are addressed first.
The most common response to this problem is to acknowledge the reality and put the idea on a future “wish list,” ultimately avoiding the tough conversation that is the very thing your team needs you to lead. Don’t take the lazy approach – push harder! The job of the CEO is to push and prod. To dig beneath the surface and empower people to creatively solve problems. Extend your meeting an hour. Challenge your team to not leave the room until a solution emerges. And, most importantly, get right into the trenches with them to help figure it out.
Never Be Lukewarm
I can work with people who have a negative attitude. Sometimes they can be a useful foil, forcing me to consider all angles of a problem and come up with better solutions. But I absolutely can’t stand people who are lukewarm. If there’s a fire, I don’t want people who stand there and tell me there’s a fire. Either run toward it and help or get out of the way.
I love creative tension. If I’m in a meeting and someone disagrees with my approach, I say bring it. And I try to hold myself to the same standard. If someone brings me an idea or a solution for a challenge they have identified, I don’t want them to walk away from my desk without feeling like we have a resolution or an action plan.
Rock the Boat and Challenge Norms
From day one, I made it clear that Marketo team members have an extraordinary opportunity. With our scale, products, and customer base, we can do more than ride the wave of technological change – we can lead it. But we can’t do it if we believe in the old fallacy that the thing that worked yesterday will work tomorrow.
In any large organization, you’ll find people who are excited to shake things up and push themselves, their teams, and their companies to be better… and you’ll find others who are generally happy with the status quo and don’t feel any urgency to change. A CEO’s job is to identify those who are willing to take risks, rock the boat and then give them the chance to shine. Promote them to a job that’s just a bit beyond their reach and let them push themselves.
Follow the One Lesson That Matters Most
It’s impossible to do all of the things I’ve described without ruffling some feathers. And that’s ok – if it’s done respectfully and humbly. No CEO should walk around thinking their title means they have all the answers. And even if you come in as a change-maker, make sure to study your company’s history, spend time listening to the team you now lead, and keep an open mind.
Ultimately, I’ve found that any CEO is only as good as the people around him or her. Building consensus while boldly leading a new team through change is much easier said than done for any leader. Yet, in this age of disruption, it’s the ultimate measure of almost any CEO’s success. And it leaves us with the one lesson learned that matters most: Be brave. Be fast. Be bold.