DISCIPLINE, GOOD CITIZENSHIP AND ORGANISATIONAL SUCCESS

It’s no longer a surprise when we read about the high number of traffic fatalities and injuries at Songkran. Equally predictable are the complaints that we hear in some quarters whenever authorities announce tougher enforcement measures to prevent fatal accidents before the annual festival when the country’s roads are jammed.

The fact is, the poor discipline that is so painfully evident on the roads of Thailand would not be tolerated in any other setting, certainly not in a corporation and especially if its main activities involved many people and potentially life-and-death issues related to safe manufacturing, logistics, medical services and so on.

Bad behaviour can be reduced up to a point through preventive measures and enforcement, as authorities attempted to do over Songkran. While I accept that changing behaviour on a broader scale throughout Thai society is difficult, I believe we can make a good start by focusing on the corporate level.

Think about this: if some employees kept breaking the rules in the same manner that some drivers run through red lights, the company could easily perish. Of course, a country is far more complicated than a single organisation. As well, our country’s rich natural resources and social safety net blind many people to the reality that bad behaviour results in deteriorating social norms, which can hinder a country’s competitiveness in the short and long term. In this regard, I would like to propose some ways that organisations can ensure that their people stay on the right path.

1. Valuing the values: An organisation has to ensure that its employees will always behave according to its values and culture. Values are a set of mutual beliefs shared by all members of an organisation, from the directors and the CEO to the cleaning staff. Culture is the way people behave in relation to agreed values. It is the job of top management to ensure that values and culture are valued and practised at all times.

2. Discipline is the answer: In any society, discipline is the foundation of staying together. If everyone behaved without thinking of others, chaos would result. Discipline clarifies issues and guides parties in how to live together peacefully. Though some might argue that Thai people tend to be freewheeling and prefer enjoyment over discipline, there is plenty of evidence to the contrary. When regulations are explained and enforced in a way that respects people, Thai employees can produce outstanding work. This is why many world-class manufacturers operate here.

3. Being a good citizen: Whenever an organisation communicates values to its people, it should also emphasise the importance of being a good citizen. This means complying with rules and regulations at all times, and not just in the workplace. This is the critical point. Although they usually behave properly inside the organisation, people may behave differently outside the firm. There is no guarantee that they will be as respectful in a different environment, especially with outsiders whom they do not know or expect to meet again in the future. This is where an emphasis on compassion, morality and etiquette can play a key role.

4. Role modelling: In countries like Thailand, where maintaining relationships is paramount, people tend to bend the rules in order to take good care of another person. Unfortunately, this is a form of compromise that sends the wrong message, and people who engage in such behaviour are not reliable role models. We all see examples of such behaviour happening right before our eyes every day. But as Spider-Man was advised, “With great power comes great responsibility.” Being a good role model should be included in the job description of top managers and board directors. Human beings always follow their leaders, so behaving properly should be a full-time job and a requirement for anyone who has influence over others.

5. Being a giver: An organisation should encourage employees to provide a helping hand to others in need. Lovingkindness and compassion are the qualities that move people to think of others first. Being a giver also means not taking from others, not jumping the queue, not throwing water at others without their consent, and so on. Many organisations have corporate social responsibility programmes in which employees can interact with underprivileged people. The more they give, the more they will see how important it is that all people in society are cared for.

Although the above guidelines may not immediately change the way people behave or make much of a dent in the broader discipline problem in Thai society, they will certainly help organisations improve their effectiveness, especially teamwork. The more a company dedicates resources to these activities, the better business performance will be delivered. Continuing to emphasise being a good citizen can help improve discipline in society in the long term. By taking one step at a time, we will surely get there. Sorayuth Vathanavisuth is Principal and Executive Coach at the Center for Southeast Asia Leadership and lectures at the Mahidol University College of Management. His areas of interest are executive coaching, leadership development, succession planning and talent management. He can be reached at sorayuth@sealeadership.com