Where rubber meets the road

Publication of Leadership Resources (M) Sdn Bhd • April 2007 

KDN: PP9929/9/2007 

Where rubber 

meets the road 

Blaine Lee on how the next wave of 

profitable growth can be generated 

through principle-centered leadership 

inside: 

Where rubber meets the road •2 

Leadership: Great leaders, 

great teams, great results •6 

First steps in a process: 

Personal mission based on 

common human values •8 

Welcome, new 7 Habits® 

facilitators •10 

New colleagues at 

FranklinCovey Malaysia •11 

Public program calendar •12 

the Compass: April 2007 • 1

Where rubber meets 

the road 

Today’s business environment 

is marked by turbulent and 

unpredictable change. The C-suite 

and senior management team 

members are under increasing 

pressure to deliver on greater and 

growing demands. 

netv@lue2.0 caught up with 

Dr Blaine N Lee, senior executive 

advisor and founding vice-president 

By Malar Ramalingam 

2 • the Compass: April 2007

of FranklinCovey Inc, to find out how the next wave of 

profitable growth can be generated through principlecentered 

leadership, coupled with an intense focus on 

business execution. 

Says Lee: “As a life coach, I often get asked, ‘How do I get the 

customers to come when there is no ‘Sale’? How do we get our employees 

to do what we want them to do? How do we get our children 

to clean their rooms?” 

According to him, the wrong questions are being asked. The 

questions should be: “Why should they listen to you? Why should 

they follow you? Why should they do what you want?’” 

“Mother Teresa, Gandhi, Martin Luther King Jr. – these leaders 

did not say; ‘How do I get people to follow me?’ They lived by their 

principles and people were attracted to that. Thus, it is really the 

characteristics and attributes you have that make you the kind of 

person others will believe in and want to follow,” Lee declares. 

What is the difference between 

principle and values-based 

leadership here? 

Everybody has values. Hitler. 

Saddam Hussein. You and I. Values 

are more personal, more subjective. 

Principles are universal, external, 

objective and culture free. 

For example, some believe that 

you should have a good time now 

while you still have your health. 

Others might say that while you still 

have your health, you should give 

service to mankind. These are two 

different views but which one is 

right? I don’t know. Those are just 

different values held by individuals. 

Principles, on the other hand, are 

like gravity. If you were to jump off 

a building, you would fall. Whether 

or not you understand it, it will still 

apply. 

What we discovered among the 

world’s best leaders is that their values 

are closely aligned with principles. 

People of all ages and cultures 

have lived their lives with a purpose. 

They have had some worthy 

goal they were striving for. That is 

a principle of effectiveness. What 

we invite people to do is to consider 

to what extent their values overlap 

these timeless principles. 

Very often, we see a gap between 

goals of personal and 

team effectiveness. Why is this? 

After 9/11, we saw a whole new 

world. Individuals were still effective 

but organizations were not 

meeting their goals. So, we went 

to the ground to find out where the 

rubber was not meeting the road. 

Here’s what we discovered: 

• People didn’t know the goals 

of their organization; 

• If they knew about the goals, 

they didn’t care about them; 

• If they did care about them, 

they didn’t know what they 

were supposed to do to make 

it happen; 

• And if they knew that, there 

was no scoreboard or measures 

to tell them if they were 

winning or losing; 

• And finally, there was no accountability. 

So, we developed a program that 

is a synergistic blend of disciplines 

and, more importantly, it involves 

things people can learn to do. 

We started coaching people 

to clarify goals throughout their 

organization and develop measures 

so everyone knows how they are 

doing. Then, we worked with them 

on how they could build reinforcement 

and encouragement so that 

people will want to do those things. 

This was followed by setting guidelines 

to help people be accountable. 

Finally, we added the importance 

of celebrating accomplishments of 

those goals and how to consistently 

revisit these practices year after year 

so that they develop a culture of execution 

– making it not just a place 

to work but a place they get results. 

What other key elements of 

human nature should a principlecentered 

leader balance? 

You have a body that you must take 

care of. This is called the economic 

model. People have financial needs. 

They need a roof over their heads, 

clothing and food. The principle 

here is that you need to treat people 

fairly. If you don’t, they may leave 

or find ways to sabotage you. 

But that’s not the only reason 

people work. People also have 

hearts. They want to be treated 

kindly, with dignity and respect. 

Now this is the human relations 

paradigm where the more enlightened 

would say, ‘I am not just going 

to pay you fairly but I am going to 

treat you well.’ These are companies 

with paternity leave and other 

benefits like investment plans. 

The next is the mind or mental 

capability element. Use me well and 

help me grow. This human resource 

paradigm developed in the 1980s. 

And finally, the spiritual level. 

The practice of principle-centered 

leadership where we do all of the 

above and also ask, ‘What is your 

contribution? Why are you doing 

what you are doing? What difference 

will you make?’ This is where 

one can leave a legacy. 


Glowing 

testimonials 

Blaine N Lee was in KL recently as the main 

presenter in a three-day workshop on Principle- 

Centered Leadership®. We spoke to the 

following people whose names were provided 

by the organizers on their takeaway from the 

workshop. 

Phee Chiew Tee, head of division (commercial), 

United Overseas Bank (M) Bhd 

A very helpful program. It clearly highlighted the importance 

of leading by example. It is behavioral patterns that inspire 

the necessary changes to cope with market demands today. 

Fernando Spinelli, technical director, 

SCA Hygiene Malaysia Sdn Bhd 

One of the challenges we face today is maintaining our 

technological advantage. Although we have a strong R&D 

practice and our company goals are clearly understood 

by all our staff and translated well into action, it is getting 

increasingly difficult to anticipate and manage changes in 

technology as well as markets. 

I found this program really good. It helped me cope better 

with these changes both at work and on a personal level. I 

discovered the importance of balance in leadership. It is 

not enough just to be good at projecting market needs; one 

must also be able to balance the role of leader in pathfinding, 

aligning, empowering and modeling. Only then can we satisfy 

our customers’ rising expectations. 

Goiancarlo Maccagno, executive director, 

Wah Seong Corp Bhd 

I was drawn to the title of the course. Leadership, as we 

know, is made up of two parts –competency and character. 

I personally believe that character is what can make a big 

impact on not just our organization but the world we live in as 

well. It’s more than just business. We are affecting the lives 

of people – our families, our colleagues and people around 

us. 

I was reminded about the importance of honor and integrity. 

Many companies have these in our mission statements but 

it’s really important to truly live it. If you live it, it will show 

and you will inspire people and lead better. 

In my organization, we need to step out of our day-to-day 

operations and find our leaders. We need to find the talent 

within or bring it in, and grow them to handle challenges and 

not do it all ourselves. We need to empower our people. 


From the point of the C-suite, how can caring so much for their 

employees guarantee growth for the organization? 

Every company is naturally concerned with market share and profitability. 

Customers are very important to the existence and growth of the business. 

Who takes care of those customers? I never met a CEO who was out fixing 

television sets or mowing lawns. Your employees are doing that. So, have 

goals around taking care of them. 

You also need to have superior business performance but that isn’t 

enough today. Truly great companies have at least four measures: 

• Superior financial performance – they are market leaders; 

• Absolutely loyal customers who prefer doing business with them 

even in difficult times; 

• Fully engaged employees – people are not leaving and the firm is 

receiving great returns on its training costs; 

• Making a distinct contribution – if this company didn’t exist, someone 

else would need to create one. 

Thus, principle-centered leadership looks into individual leadership 

greatness as well as sustainable team performance in making the above 

happen. 

Can you give us an example of an organization with low morale and 

poor corporate governance that was turned around by employing 

principle-centered leadership? 

Southwest Airlines of the US – it is a small regional airline and is now more 

profitable than any other airline. It also has better customer service and 

more on-time departures. 

If a principle-centered leader does decide to stay and make things 

happen, what are the elements that need to be put in place? 

Understand that most people are not proactive. They’ll look after the environment 

you create. Many, when faced with challenges, often cave in and 

give up their values. However, 75% to 90% of the time, you can make a 

difference where you are. And it is a principle-centered leader who will say, 

‘We can do more, we can do better, let’s go for it.’ 

First, make it safe or your people are not going to try. They’re going to 

stay in their protective shells. Second, show them how because they may 

not know. Third, invite their commitment. Ask them if they will be willing 

to try. 

In fact, these are the principles, I, a Utah born and bred father of 12 and 

grandfather of 27, live by. After years of conducting leadership programs 

for the US Air Force, teaching at school for teens at risk, lecturing and 

speaking at several universities, consulting for the likes of Stephen Covey 

and Oprah Winfrey, and many other corporate figures, I have always let my 

mission statement guide me: To help others find hope by being true to the 

‘light’ they already have. 

Once people are aligned both inside and out, they will gain confidence 

to go for whatever they want and make a true contribution to the world 

This article appeared in the October 9, 2006 issue of netv@lue2.0, the pullout section of The 

Edge. For more information regarding Dr Blaine Lee’s forthcoming Principle-Centred Leadership® 

workshop on May 14-16, 2007, please contact us at 03-79551148. 


L E A D E R S H I P 

Great Leaders • Great Teams • Great Results 

NO CLEAR 

PURPOSE OR VISION 

TALENT AND POTENTIAL 

UNDERUTILIZED 

Four Chronic Organizational 

and Team Problems 

LOW TRUST 

in a global knowledge 

economy, the source of 

highest value is the creative 

engagement of the 

whole person: body, heart, mind 

and spirit. However, most of our 

organizational and management 

practices are based on the industrial 

model where people are treated 

as things. Even though we may 

agree intellectually to the value created 

by unleashing the full creative potential of 

people, our practices do not reflect that. We 

are still trapped in an industrial age. 

Some of the challenges leaders face today include : 

1. Building trust & influence with others 

2. Defining team’s purpose and the “job to be done” 

3. Creating a strategic link between the work of the team and the goals 

of the organization 

4. Connecting the work of the team to the organization’s economic 

model 

Great leaders have the mind-set, skill-set and tool-set necessary to unleash 

the highest talent and capability of people against the organization’s 

most important priorities. You see people as “whole persons” – it means you 

recognize that the highest contributions are volunteered each day by people 

who could easily choose to go elsewhere. As a result, you spend your 

efforts creating a place where people want to stay and in which they are 

enabled to offer their best. 

The key to the big is the small. Great leaders recognize that large things 

are accomplished by consistently doing the right smaller things over time. 

BUREAUCRATIC, 

MISALIGNED SYSTEMS 


Just as a small trim tab on the rudder of a large ship determines the direction 

of the ship, small things done consistently over time can have tremendous 

impact. 

Great leaders practice the skill-set and tool-set required to unleash people’s 

highest contribution toward meaningful organizational purposes. 

The 4 Imperatives of Great Leaders 

1. Inspire trust among direct reports, superiors and peers 

2. Clarify purpose by articulating why goals are 

established and how individual work contributes 

to those goals 

3. Align systems and work processes 

so they facilitate rather than 

hinder achievement 

4. Unleash the unique talents 

and contribution of people 

on their teams 

CLARIFY 

PURPOSE 

The 4 Imperatives of 

Great Leaders 

Leadership : Great Leaders, Great Teams, 

Great Results is FranklinCovey’s 

flagship leadership development program. 

It takes a “ mind-set, skill-set, tool-set” 

approach to developing leaders who can 

unleash the talent and capability of their 

team against the organization’s highest 

priorities. Call us at 03-79551148 to find 

out more about our next workshop on 

May 8-10, 2007. 

UNLEASH 

TALENT 

INSPIRE TRUST 

ALIGN 

SYSTEMS 

IMPERATIVES PURPOSE WHAT GREAT LEADERS DO… 

Imperative 1: 

Inspire Trust 

Imperative 2: 

Clarify Purpose 

Imperative 3: 

Align Systems 

Imperative 4: 

Unleash Talent 

To build credibility as a leader, so that people 

will trust you with their highest efforts. 

To define a clear and compelling purpose so 

that people will want to offer their best 

to achieve 

To create systems of success that support 

the purpose and goals of the organization, 

enable people to do their best work, operate 

independently of you, and endure over time. 

To develop a winning team, where people’s 

unique talents are leveraged against clear 

performance expectations in a way that 

encourages responsibility and growth. 

I get things done through personal 

influence and credibility (informal or moral 

authority) 

If a clear and compelling purpose exists, 

people will volunteer their best efforts. 

Enduring success is in the systems 

My job is to release the talent and 

passion of our team toward our highest 

priorities. 


PROCESS: 

Personal mission based on 

common human values 

By Dr. D. H. (Dee) Groberg 

Try this exercise that we do in a 7 Habits® workshop 

to begin the process of creating a personal mission 

statement. It forms a foundation, upon which you 

can begin the process of creating your future, what 

you really want to be. 

We have participants start with a blank sheet of paper 

and answer this question for themselves: “What 

things matter most to me?” They make a list of six 

or eight items. (“Things” may be abstract.) Next 

they narrow the list down to three. In other 

words, they ask this question, “What three 

things matter most to me?” 

When I have done this with large groups 

of people at workshops, I ask them to take 

one more step with their list. I have them get 

in three-person groups, share the three items 

that matter most to them with the other two 

people in the group, and then discuss them 

together and see if they can come up with 

three items that all three of them agree are 

the most important to all three of them. 

Their first reaction often is, “How can we 

agree, if I have different things?” But I ask 

them to give it a try; to challenge the items. 

(Just a note: When you’re dealing with deeprooted 

values, the words often get in the way. 

Once you get beyond the words, and ask the 

question, “Why do I want that?” “What’s the 

genesis of the thought that tells me I want 

that?” You might be surprised that your items 

will be more similar than you think.) 

As Eknath Easwaran, an Indian philosopher, 

puts it, “The deeper we get the more 

clearly we shall see that our differences with 

others are superficial, and that 99% of what 


we are is the same for all.” 

Usually the three-person groups do end up agreeing 

on what matters most to them. I then capture 

their answers on a flip chart. Because there are several 

three-person groups involved, I often have a long list 

something like this: 

• Continual growth. 

• Freedom. 

• Family. (Positive relationships) 

• Make Contributions. 

• Financial security. 

• Good health. 

• Career success. 

• Love and respect. 

• Peace of mind. 

• Principles. 

As I write these down, people recognize that some of 

the words used by one group were just another way of 

saying what their group had said. So we try to reduce 

the list down to just three. People are often surprised 

at how similar they are. 

What’s amazing is that I’ve done this all over the 

world with representatives from many different religious 

and cultural groups, and I always come up 

with very similar items. It’s almost as though there’s 

something that binds us together as human beings at 

the deepest level. 

This realization hit me when I was making a presentation 

in Russia. I did a similar exercise with the 

group there. I grew up in the 50’s and 60’s and saw 

the Russians as the enemy, the bad guys, the “commies.” 

When I asked them what they valued most, the 

first words out of their mouths gave me a paradigm 

shift. They said “Our families.” Can you imagine the 

paradigm shift I had? No longer did I see them as the 

bad guys, the enemy, or “commies.” Now I saw them 

simply as fellow human beings with the same hopes, 

and needs and desires that I had. 

THREE BASIC HUMAN VALUES 

I have tried to capture the categories that people 

have come up with throughout the world. These are 

my words, not necessarily the words people give me. 

But I believe that almost everything that I have heard 

people say about their deepest values fits into these 

categories: 

1. Family: I extend this to mean all relationships 

that are near and dear and important to us. It’s 

not limited to blood relatives. Some people 

extend family to include everyone. Like Gandhi. 

Once someone asked Gandhi’s wife, “How 

many children do you have?” She said she 

had four, but her husband had four hundred 

million. He considered all of India his family. 

Perhaps even the whole world. He once said, 

“I claim to be incapable of hating any being on 

earth. By a long process of prayerful discipline, 

I have ceased for over 40 years to hate 

anyone.” 

2. Freedom: This word might not come up so 

often, but it underpins the thoughts in many of 

the words. Look at how many things are really 

aspects of freedom: freedom to grow, to express 

ourselves, etc. Even the desire for health is an 

expression of freedom. If I do this exercise with 

relatively young people, they don’t come up 

with health, because we don’t value health until 

we start to lose it. That is because it is the 

freedom that we are losing. It is similar with 

financial security. Why do people want financial 

security? So they can have the freedom to 

do the things they want. 

3. Faith: I had a hard time coming up with a 

word for this last category so I just chose one 

to fit in with the first letters: “faith.” What I 

am trying to capture by this category is some 

aspect of the transcendent - a quest for something 

more than just the here and now. For 

example, the words “Peace of Mind,” “Principles” 

fit into this category. 

Even in the Soviet Union my interpreter, Victor, valued 

this. He was really bemoaning the Russian system, so 

I said, “Victor, you don’t seem to believe in anything; 

what do you believe in?” His response set me back. 

He said, “I’ve decided to believe in God.” I said, “Victor, 

I thought you were atheists over here.” He said, 

“That’s what they try to teach us, but I need something 

solid, unchangeable to believe in and I don’t think God 

would change policies as much as our leaders do.” 

It may be called by many different terms, but all 

over the world I find that there’s something in this category; 

some sense of the transcendent. So, deep inside 

people I think that there is something that cries out for 

more than just the here and now. 

In the 7 Habits® workshop we show participants 

how they can build on these common human values 

to create a powerful personal mission statement that 

makes them more effective in all areas of their lives, 

and transfers to the increased effectiveness of the 

organization 

FranklinCovey Malaysia associate consultant Dr Dee Groberg helps 

participants to harness the power of mission statements at our “7 

Habits of Highly Effective People®” (Signature Program) workshops. 

Dee’s next workshop will be on June 12-14. The program is also 

conducted by our experienced Malaysian facilitators. Please refer to 

our training calendar or contact us at 03-7955 1148 for more details. 


Welcome, new 7 Habits® facilitators 

The Compass congratulates the following new 7 

Habits ® facilitators who successfully completed 

certification at the 7 Habits ® Train-the-Trainer 

workshop in March led by FranklinCovey Malaysia’s 

principal consultant, VS Pandian. 

From left to right, front row, seated with V. S. Pandian: 

Koo Phaik Jin, Training Manager, Prudential Services Asia Sdn.Bhd 

P.A.Lekshmi Nair, Training Executive, Malaysia Airlines Academy 

Teoh Lee Mei, Deputy Manager, HR, Prudential Assurance Malaysia Berhad 

Back row: 

Jerom Anthony, Senior Manager, HR, Prudential Assurance Malaysia Berhad 

Chan Chut Hweng, Vice President, United Overseas Bank (Malaysia) Berhad 

Suzliaton Norhaslinda Mohamed Said, Training Executive, Malaysia Airlines Academy 

Samsudin A.Rahman, Manager, HR, Prudential BSN Takaful Sdn.Bhd 

Shahrir Hashim, People & Technology Controller, Malaysia Airlines Academy 

Yeoh Hwai Peng, Assembly/Finish Engineering, Intel Product (Chengdu) Ltd. 

Welcome to the 7 Habits ® facilitator fraternity! 

Next 7 Habits ® 

Facilitator 

Renewal 

July 2, 2007 

Licensed 7 Habits ® facilitators, please 

remember to make a date with us 

at the Facilitator Renewal workshop 

on July 2, 2007 to be held in Kuala 

Lumpur. We will be sending you 

further details very soon. In the 

meantime please contact us at 

03-79551148 if you would like to 

know more about the Renewal. 


New 

colleagues at 

FranklinCovey 

Malaysia 

A warm welcome to the 

following colleagues 

who joined us during the 

last quarter: 

From left to right: 

Huzaimah Haron is a Program Coordinator under the Operations and 

Support Team and handles the administration and support functions 

within the team. 

Annie J Morgis is a Client Partner under the Consumer & Small 

Business Unit (CSBU) and handles the Marketing & Corporate 

Communications apart from client servicing on Public Programs for 

the Corporate and Individual sectors. 

Nurulaini Abu Zarim is a Program Executive under the Operations 

and Support Team and handles coordination and support functions 

work primarily for the Client Partners in the Organizational Solutions 

Business Unit (OSBU). 

Asnija Wati Imam Asmui is Facilitator/Consultant in the newly formed 

7 Tabiat Business Unit and is responsible in building the business for 

the FranklinCovey curriculum within the Malay-speaking market. She 

also facilitates the Malay version of the ‘7 Habits’ training program 

entitled ‘7 Tabiat Orang Yang Amat Berkesan.’ 

Sathiyan Ayavoo is a Program Executive under the Operations 

and Support Team and handles office administration, dealing with 

suppliers and vendors, as well as program administration and 

support functions. 

Kamarulnizam Osman, better known as Shamien, is Manager - 

Public Program & Events and heads the Corporate Public Programs 

under the Consumer & Small Business Unit (CSBU). Shamien also 

handles Program Partner negotiations and long-term contracts 

with organizations seeking partnerships for the Public Programs 

organized by the Company. 

Mohammad Fairus Khairuddin is a Client Partner Manager under the 

Organizational Solutions Business Unit (OSBU) and handles dealings 

with organizations interested in in-house programs and licensing 

options. 

Karen G Dass is a Client Partner under the Consumer & Small 

Business Unit (CSBU) and handles client servicing for Public 

Programs for the Corporate and Individual sectors, apart from the 

handling of the FranklinCovey Product line. 

Rajeswary Tamil Arasu is a Client Partner under the Consumer & 

Small Business Unit (CSBU) and handles client servicing for Public 

Programs for the Corporate and Individual sectors, apart from 

spearheading the team’s internal project management scheduling. 

Basdifasra Basri or Fasra is a Client Partner under the Consumer & 

Small Business Unit (CSBU) and handles client servicing for Public 

Programs for the Corporate and Individual sectors. 

The Compass is a quarterly newsletter 

published by: 

LEADERSHIP RESOURCES (M) SDN BHD 

Suite 5.02, Level 5, PJ Tower 

Amcorp Trade Center 

18 Jalan Persiaran Barat 

46050 Petaling Jaya, Selangor 

Tel: 03-7958 6418 

03-7955 1148 

Fax: 03-7955 2589 

Email: 

info@franklincoveymalaysia.com 

Homepage: 

http://www.franklincoveymalaysia.com 

Do you have comments, anecdotes, 

reflections and experiences to share 

regarding living the 7 Habits 

principles? We would love to hear from 

you. Please contact us or write to us so 

that we can publish them in The Compass. 

LEADERSHIP RESOURCES (M) SDN BHD 

is the exclusive licensee for Franklin Covey 

programs and products in Malaysia and 

Negara Brunei Darusalam. 


PUBLICPROGRAMCALENDAR 

April – July 2007 

PROGRAM TRAINER FEES VENUE & DATES 

The 7 Habits of Highly Effective People® 

Signature Program 

(upgraded version) 

Dr. Dee Groberg RM3,900 per participant / 

RM3,500 (per participant) 

for a group of 5 or more 

Kuala Lumpur 

June 12-14, 2007 

The 7 Habits of Highly Effective People® 

Signature Program (upgraded version) 

Presenter / Consultant 

Malaysia 

RM2,590 (per participant) / 



FranklinCovey Training 

Center, PJ 

July 24-26, 2007 

7 Tabiat Orang Yang Amat Berkesan 

(*Claimable under PROLUS scheme) 


Malaysia 

RM1,390 per participant / 




Center, PJ 

June 19-21, 2007 

Leadership: Great Leaders, Great Teams, 

Great Results 

Presenter/Consultant 

Malaysia (Please call 

03-79551148 for more 

information on this program) 





Center, PJ 

May 8-10, 2007 

The 4 Disciplines of Execution 


Malaysia 





Center, PJ 

July 4-5, 2007 

Principle Centered Leadership® Dr Blaine Lee RM5,900 per participant / 

RM 5,300 (per participant) 


Kuala Lumpur 

May 14-16, 2007 

Presentation Advantage 


Malaysia 

RM990 per participant / 

RM900 (per participant) for 

a group of 5 or more 


Center, PJ 

June 27-28, 2007 

businessThink 

(for Executives) 


Malaysia 





Center, PJ 

May 23-24, 2007 

Crucial Conversations® Roice Krueger RM3,700 per participant / 



Kuala Lumpur 

April 17-18, 2007 

Kuala Lumpur 

July 17-18, 2007 

Crucial Conversations® 

VitalSmarts presenter & 

consultant, Malaysia 





Center, PJ 

June 6-7, 2007 

Writing Advantage 


Malaysia 

RM990 per participant / 

RM900 (per participant) for 

a group of 5 or more 


Center, PJ 

May 29-30, 2007 

For Registration or Enquiries: 

Call 03-79551148 or 79576627; Fax: 03-79552589 or 03-79586646 

Email: info@franklincoveymalaysia.com or general@malaysiainfoscience.com 

* terms & conditions apply / tertakluk kepada terma & syarat-syarat 

*Contributing organizations are recommended to claim under SBL scheme of HRDF 

12 • the Compass: April 2007 

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