Lead­er­ship Coach­ing to Re­vive MAS to Health

THE RE­CENT NA­TIONAL HEAD­LINES IN EARLY MAY THIS YEAR ON MALAYSIAN AIR­LINE SYS­TEM (MAS)’S AN­NOUNCE­MENT OF A NEW CEO TAK­ING OF­FICE HAVE RE­NEWED IN­TER­ESTS AMONG MALAYSIANS ON MAS’ IM­PEND­ING STEPS TO RE­SUS­CI­TATE IT­SELF.

Insurance - - CHALLENGES - Text Jan­ice Tan | Char­tered In­surer, ACII, AMII

Coach­ing is about help­ing lead­ers change, grow,

and ma­ture in their think­ing and be­hav­iour

MAS – Malaysia’s na­tional air car­rier, have re­ported three colos­sal un­prof­itable pe­ri­ods since 1997. Sub­se­quently, sev­eral CEOs have stepped in to turn the na­tional car­rier’s bal­ance sheets into healthy prof­its. Although, the first two un­prof­itable pe­ri­ods were fol­lowed with short-term turn­around in black, there ap­pears to be lack­ing a strong lead­er­ship team to sus­tain the or­gan­i­sa­tion’s fi­nan­cial health. Dur­ing the latest un­prof­itable pe­riod, MAS lost two air­crafts. On 8 March 2014, Flight MH370 fly­ing from Kuala Lumpur to China was lost in un­known South In­dian Ocean wa­ters. On 17th July 2014, MH17 crashed near Donetsk in eastern Ukraine due to a sur­face-to-air mis­sile at­tack. Con­se­quently, Khaz­anah, the ma­jor share­holder and also a gov­ern­ment body, have de­cided to shut down the or­gan­i­sa­tion as they are un­able to en­dure the two-decade fi­nan­cial haem­or­rhage. Af­ter sev­eral months of tal­ent search, MAS Board of Di­rec­tors ap­pointed Ger­man Christoph Mueller from the Ir­ish’s Aer Lin­gus in Septem­ber 2014 to cre­ate a new MAS.

LEAD­ER­SHIP IS THE STRATE­GIC KEY TO THE SUR­VIVAL OF AN OR­GAN­I­SA­TION

The above cor­po­rate sce­nario speaks of the se­nior lead­ers’ fail­ure in de­sign­ing a ro­bust health plan to re­vi­talise the or­gan­i­sa­tion from its fi­nan­cial woes. Ef­fec­tive lead­er­ship in its sim­plest form is about lead­ers in­flu­enc­ing a group of peo­ple to achieve a bet­ter fu­ture. In other words, ef­fec­tive lead­ers strate­gi­cally in­flu­ence their or­gan­i­sa­tion’s cul­ture by nur­tur­ing their or­gan­i­sa­tion to sus­tain longevity. In con­trast, in­ef­fec­tive lead­ers cause their or­gan­i­sa­tion to re­main stag­nant, thus re­sult­ing in pre­ma­ture or­gan­i­sa­tional death. Geert Hof­st­ede, a renowned Dutch pro­fes­sor in or­gan­i­sa­tional cul­ture, be­lieves na­tional cul­ture in­flu­ences or­gan­i­sa­tional cul­ture. Clearly, the like­li­hood of the Malaysian cul­ture of high hi­er­ar­chy has per­pet­u­ated within MAS. Its bu­reau­cratic cul­ture over sev­eral decades has re­sulted in a rigid lead­er­ship’s style un­suit­able to meet the pres­sures of the rapidly evolv­ing ex­ter­nal busi­ness en­vi­ron­ment. In­evitably, MAS had suc­cumbed to a stag­nat­ing or­gan­i­sa­tion cul­ture that has poi­soned it­self to death. It now has to re­cruit and rely on an ex­ter­nal tal­ent, a global and for­ward-think­ing leader, to con­struct a new MAS.

LEAD­ER­SHIP COACH­ING IS AN ES­SEN­TIAL LEAD­ER­SHIP DE­VEL­OP­MENT TOOL

Lead­er­ship coach­ing de­vel­ops lead­ers’ lead­er­ship ca­pac­ity by aid­ing the lead­ers to move to their next lead­er­ship level. In essence, coach­ing fo­cuses on chang­ing. Coach­ing is about help­ing lead­ers change, grow, and ma­ture in their think­ing and be­hav­iour. Coach­ing also fo­cuses on help­ing lead­ers to un­leash their po­ten­tial, in­crease

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