Malaysian Aerospace Catalytic Enablers

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Better late than never

by MyAeroSatu Chairman

Learn from the pushback to make sure we're clear on why human values of MAS workforce lead to positive business outcomes

At KGNS (L-R): Dr. Don, John, Dato' Syed, Alan & Dr. Zul engaged in conversations. Pix: Zul

I realised in my more than 50 years of work-life, many managers can explain what they do; some can explain how they are different or better; but very few can clearly articulate why. WHY is not about money or profit - those are results. WHY is the thing that inspires us and inspires those around us. I learned from the breakfast meeting hosted by former Malaysia Airlines (MAS) Senior Vice President, who retired as a Board Member, Dr. Mohamadon Abdullah in honour of former High Court Judge, Dato' Syed Ahmad Idid, that the leaders who inspire us all think, act & communicate in the exact same way and it's the complete opposite of what everyone else does.

Drawing on a wide range of their real-life stories, it provides a framework upon which organizations can be built, change management can be led and people can be inspired and it all starts with WHY. They fanned the flames inside me & my two former MAS colleagues: Alan Chase Currier, former HR Manager and John Engkatesoo, Inflight Services Executive. Dr. Don, Alan, John & I had written behind-the-scenes stories for the book titled 'The Malaysia Airlines We Built' published by Malaysian Airlines System Retirees Association.

During his tenure as SVP and upon hearing that Dato' Syed had left the judiciary in 1996, Dr. Don invited the former Judge to MAS Academy as a facilitator & subject matter expert on employment laws & corporate governance for Senior Management Development Program (SMDP) & Executive Development Program (EDP). The goal then was not simply to try to fix the things that aren't working. Rather, the learning was a guide to focus on and amplify the things that could work based on sound evidences & perfectly practical.

We found then that management development often flops and that organisation-wide behavior change programs fail to engage or change anything. So, rather than repeat the same expensive mistakes, with Dato' Syed's expertise, we used the case method learning. (syed_ahmad_idid@yahoo.com)