Thought it was time for me to go and passion gets you not too far. This article is a real good one. http://www.linkedin.com/today/post/article/20131024075342-42592294-can-founders-let-go-what-love-s-got-to-do-with-leadership?trk=tod-home-art-list-large_0

Budget Comments Kuala Lumpur, 25th October 2013 I like and love the strategic thrust on Inculcating Excellence in Human Capital in this year's Malaysian budget. Thank You Mr. Prime Minister. While there are some who would have preferred greater development expenditure and lower operating expenditure, some would even prefer a lower % deficit of the GDP, I think the budget has focussed on a key priority area: Human Capital, to improve the long term well being of the nation and our competitiveness. There are no short cuts to success. Education receives 21% of the budget. The commitment to implementing the Education blueprint and improving standards of English and upholding the importance of the National Language, emphasis on Entrepreneur development, supporting employers on the Minimum Wage Policy, the setting up for a private retirement scheme are positive initiatives. RM 400 million from the Human Resources Development Fund for employers for training, 330 million for Skills Training, Tax benefits for Flexible work arrangements, RM 100 million training allocation for the Indian community and 20 million for rural programmes are welcome at this point of time in the global economy.

Leadership & Innovation Leadership is all about inspiring and motivating employees. Motivated employees help organisations succeed as they are more productive than those who are non - motivated. The challenge with motivating employees is that it looks different for every person and every leader. There is a huge amount of information on leading stars. The same cannot be said of leading B players, the average performers who for some reason have not yet made an impact on the organisation. Yet, the B Players are the heart and soul of an organisation. They need continuous feedback from the manager to keep growing and keep contributing but herein lies the challenge. Managers find time to be a scare commodity. Two questions: how does the Manager find time and how do we give constructive feedback with the goal of inspiring the B player. Managers need to allocate a chunk of time on a weekly or fortnightly basis to pause, reflect and talk to colleagues. Professor Groysberg highlights the power of informal but purposeful conversations. The earlier a manager recognises that this is not an interruption to his or her own productivity, it is better for an organisation. And, how do we give constructive feedback. Relationships between people are gossamer threads connecting people and when feedback is perceived as critical and unhelpful, it burns of the gossamer threads. Constructive feedback is going beyond complimentary feedback and criticism. It is often considered an art because it involves insight into want to say and what not to say. Seeking the willingness of the B player to receive feedback and preserving the relationship after the feedback session is important yet the ‘conversation’ has to be forthright and crucial to be a game changer. It is indeed both an art and science. Ken Blanchard talked about one minute goals, praises and reprimands.