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High Performance Team Reaching Greater Heights “Some People Predict the Future, Leaders Create It”

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Issue 1 ISSN 0128-2859 9 770128 285009 HIGH PERFORMANCE TEAM REACHING GREATER HEIGHTS “SOME PEOPLE PREDICT THE FUTURE, LEADERS CREATE IT” 2 Sarawak Leadership Bulletin - ISSUE 1 [ CONTENTS ] FOREWORD Page 5 SPECIAL MESSAGE HPT SOLUTIONS Page 6 Page 22-23 INTRODUCTION Q&A Page 7 Page 24-25 ABOUT THIS PUBLICATION HUMAN RESOURCE CHAMPIONS Page 8 Page 26 PREAMBLE HIGH PERFORMING LEADERS PROGRAM Page 9 Page 27-30 A MAN FOR ALL SEASONS BALANCED SCORECARD Page 10 Page 31 HPT - THROUGH THE YEARS HOW TO REALLY IMPROVE YOUR ENGLISH Page 12-17 Page 34-35 SARAWAK WAY FORWARD LOOKING YOUR BEST FOR WORK Page 18-19 Page 36-37 2017 TRAINING CALENDAR EDITORIAL FOREWORD Page 20-21 Page 38 PUBLICATION TEAM Page 39 Sarawak Leadership Bulletin - ISSUE 1 3 YAB Datuk Patinggi Tan Sri (Dr) Haji Adenan bin Haji Satem Chief Minister of Sarawak 4 Sarawak Leadership Bulletin - ISSUE 1 FOREWORD I am pleased to write down a few words in this inaugural issue of the Sarawak Leadership Bulletin from the Leadership Institute of the Sarawak Civil Service. This bulletin is a forum where HPT ideas, projects and progress can be recorded, discussed and shared. It is also useful for these projects to be officially documented so that succeeding generations of civil servants can reflect on issues and problems of the past and to learn lessons from their successes, pitfalls and failures. HPT projects can also be compiled as case studies for training workshops so that the participants can understand the techniques and approaches of solving problems in certain localised contexts. As I mentioned in the recent Council Negeri session, Sarawak is focussing on four specific areas of concern that require immediate solutions. These Key Result Areas (KRAs) are Enhancing Quality of Education and Human Capital, Sarawak as a Sports Powerhouse, Improving Societal Well-being, and Providing an Excellent Service Delivery. The last one is directly related to the roles and functions of the civil service. It is therefore essential for an efficient and effective public service to play a pivotal role in supporting the various transformation initiatives. The State is committed to transform the public service to be more rakyat- centric, spurring productivity through a talented workforce and efficiency in systems and processes. These KFAs require all agencies to perform at a higher level of service delivery and to operate as high-performing organisations. In conclusion, I wish to acknowledge the exemplary leadership of the State Secretary and his team in the publication of this bulletin in their efforts to elevate the image, branding and performance of the Leadership Institute to a higher level. Sarawak Leadership Bulletin - ISSUE 1 5 SPECIAL MESSAGE It gives me great pleasure to say a few words in this inaugural issue of the Sarawak Leadership Bulletin of the Sarawak Civil Service. The High Performance Team (HPT) concept in the Sarawak Civil Service (SCS) was developed as a forum to resolve some of the issues related to the State transformation initiatives, commonly known as the SCS 10-20 Action Plan. Before the transformation era, a number of problems faced by the rakyat remained unresolved as they demanded collaboration with, and decisions by, a number of relevant agencies. With the formation of HPT, these issues were rectified speedily as the HPT produced quick solutions from heads of agencies directly involved in the decision-making process. Thus, HPT serves to create teamwork synergy between heads of government departments and agencies to spur the transformation delivery of the Tan Sri Datuk Amar State Civil Service. Mohamad Morshidi Abdul Ghani In fact, HPT can be considered as an assembly of Sarawak State Secretary CEOs, gathered annually since 2010, to brainstorm ideas towards solving some of Sarawak’s critical problems faced by the rakyat on a daily basis. This approach of getting heads of government agencies to huddle for a few days and come up with solutions to these problems produces the HPT Solutions. These problems are related to land ownership, illegal logging, licensing of firearms, and resettlement of dam dwellers, among others. I am glad to see that the Leadership Institute has taken the initiative to produce this bulletin on a regular basis as a means to record and document past and current HPT projects and initiatives. This endeavour will definitely assist many new civil servants to resolve problems that are unique, localised in nature and not covered by standard textbooks in colleges and universities. I must congratulate the Leadership Institute and the production team for this fine publication. Their hard work and commitment has made this publication possible. 6 Sarawak Leadership Bulletin - ISSUE 1 INTRODUCTION Thank you for giving me the opportunity to pen a few words in this first issue of the Bulletin. As the Executive Director of the Leadership Institute, I am glad to see the birth of a new publication that will add to the library of journals produced by State civil servants. In the past, many projects, programmes and success stories remained unrecorded and undocumented due to a lack of awareness of their importance. The State Civil Service has adopted the HPT culture to spur its service transformation to a higher level. A High Performance Team (HPT) can be defined as a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose. They consistently show high levels of collaboration and innovation in producing superior results. There is a sense of clear focus and intense energy within the team. Collectively, Datu Dr. Sabariah Putit the team develops shared norms and values of its own Deputy Sarawak State Secretary, amongst its members. (Performance and Service Delivery Transformation) This HPT initiative is part of the Sarawak Civil Service’s vision to be world-class. With the enlightened leadership of the State Secretary, the SCS took off on a journey of a thousand miles with faith and confidence, well aware of the challenges that lay ahead. After five years of implementing the transformation action plans and initiatives, our faith in the transformation journey has borne fruit. I am happy to note that this new publication will be one of the initiatives of the Leadership Institute to align its roles and functions with the direction of the State Civil Service. Thus the Bulletin will highlight both the HPT programmes and projects and other High Performance Leadership (HPL) programmes conducted by the Leadership Institute for the Civil Service. I wish to thank the publication team in the Leadership Institute for their commitment and selfless work in the production of this Bulletin. I wish you all the best in this inaugural issue and I look forward with eagerness to the upcoming issues. Sarawak Leadership Bulletin - ISSUE 1 7 AboutPUBLICATION this In December 2016, the Sarawak Leadership Bulletin was launched as a magazine briefing on the Sarawak Civil Service (SCS), with a close leaning to the mandate of its leaders. The idea of this magazine came about after realising that the public sector in Sarawak has undergone many phases of transformation and the need to document learning experiences and best practices ought to be highlighted. Our commitment is to ensure that all aspects of leadership within the civil service can become an invaluable lesson to our readers in the public sector to understand what it takes to uphold the right attitude and mind set to continue to deliver excellent services to the public. This also is a great avenue for effective leaders within the public sector to share their experiences and some tips on how they have been able to be effective in their agencies or department; capturing everything that is related to good leadership and exemplary human resource management within the civil service. Sarawak Leadership Bulletin can continue to grow because of the simple belief that there will always be a place for a print brand that is committed to telling fresh stories, that knows the success of a good civil service is all down to everyone’s eagerness to embrace good leadership and to make sure that continues for the long haul. This publication is produced by the Leadership Institute of Sarawak Civil Service to complement its efforts in promoting learning development within the SCS. The Bulletin is published twice a year and would not be possible without your continuous support and cooperation. Sarawak Leadership Bulletin – capturing moments of good governance. 8 Sarawak Leadership Bulletin - ISSUE 1 preamble - What is HPT? A High Performance Team (HPT) can be defined as a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose. They consistently show high levels of collaboration and innovation in producing superior results. There is a sense of clear focus and intense energy within the team. Collectively, the team develops shared norms and values of its own amongst its members. The team embraces a strong sense of ownership and accountability for achieving its goals, and the team members display a high level of mutual trust towards each other. The High Performance Teams (HPT) in Sarawak Civil Service (SCS) were developed to resolve some of the issues related to the SCS transformation initiatives, commonly known as the SCS 10-20 Action Plan. Before the transformation era, a number of problems faced by the rakyat remained unresolved as they needed collaboration with, and decisions by, a number of different agencies. With the formation of HPTs, these issues could be rectified speedily because HPTs consisted of heads of agencies involved in the decision-making process. Thus, HPTs serve to create teamwork synergy between heads of government agencies to spur the transformation of the State Civil Service.
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