Personal finance: what rich Asian women want for their money?

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Starting today, StarBizWeek features a column on personal finance called Money & You, which will focus on money matters as they relate to YOU. Our two writers will take turns every fortnight to shed light on personal finance matters.

■ Yap Ming Hui is an independent financial advisor and author of five best-selling books on personal finance. He is the managing director of Whitman Independent Advisors, an independent financial advisory firm licensed by Securities Commission and Bank Negara Malaysia. Since 2000, Yap and his team of licensed independent financial advisors have successfully helped numerous clients achieve financial freedom. Yap believes that all Malaysians can fully optimise their wealth using a holistic wealth management approach

■ Carol Yip, founder of Abacus For Money, believes that if people understand their money mindset, behaviour and money psychology, they can be financially happy and successful. She actively promotes financial literacy and intelligence within families and for women, youths and retirees.

MONEY & YOU By CAROL YIP

WOMEN in Asia are building and inheriting more wealth than ever before. According to Boston Consulting Group (BSG) 2010 report, the percentage of wealth controlled by women in Asia (ex Japan) is rising nearing 30% annually and total wealth controlled by women reached RM2.8 trillion in 2010. Their heightened visibility in financial circles can be traced to more women achieving success in the workforce and a greater number of women actively managing family finances. Kim Sung-Joo recently made her debut on the inaugural Forbes list of Asia’s Power Businesswomen in celebration of International Women’s Day recently. She is the youngest daughter of an energy conglomerate tycoon in South Korea and created her wealth from luxury fashion.

The increasing number of wealthy women is also partly because they are inheriting wealth due to their longevity. Puan Sri Lee Kim Hua, 81, widow of the late casino magnate Tan Sri Lim Goh Tong, is one of the 40 richest Malaysians on the 2012 Forbes Asia list.

Without a doubt, Asian women are creating significant financial visibility. But are bankers and wealth advisors paying sufficient attention to this alluring segment of the market?

Women of wealth

Based on research conducted in 2011 by the Family Wealth Advisors Council, a network of US-based, independent fee-only wealth management firms, the financial services industry has a long way to go if it wishes to provide the kind of service wealthy women say they want. The title of the study of high net-worth American women says it all: “Women of Wealth: Why Does the Financial Services Industry Still Not Hear Them?”

Involving 551 women across the United States with a net worth of US$1mil or more, the study collected survey questionnaire data across marital status, employment status, age and net worth. The research looked at what worries wealthy women:

About 86% of working women surveyed consider obsolete careers and eroding earning power as risks to their financial success;

Married women believe health challenges present a greater risk to their financial security than the death of a spouse;

About 96% of women want their unique circumstances and their entire life picture understood by their financial advisor;

About 80% of women (either married or divorced) believe that they will be called on at some point to help one or more of their children in a crisis;

About 81% of retirees see a potential decline in the economy as a major risk, versus 45% of full-time working women; and

About 57% of married women feel that divorce poses a significant risk to their financial well-being.

With women’s economic clout in the workplace and purchasing power in all consumer and commercial markets increasing, their dissatisfaction with the financial services industry is also growing. The study clearly showed that women do not like to be considered a monolithic group, but want services tailored to their specific circumstances. Evidence suggests that wealthy women in Asia Pacific are also having similar experiences.

Different women different needs

As more women call the shots on money, they also want their wealth advisors to do a better job of meeting their needs. They want the same attention, advice, terms and deals that men get with advisers who provide investment recommendations. But, at the same time, women want advisors to tailor services to them because they have very different needs and expectations than men.

In the BSG survey, women said advisors tend to assume they have a lower risk tolerance than men, so advisors provide only a narrow range of investment alternatives. Some women claimed that advisors for women are too quick to focus on strategies that don’t emphasise on performance, assuming that women are more inclined to make investment decisions based on social issues. With these and other study insights, wealth advisors who service female clients should foremostly recognise that women want to be treated differently. Some suggestions come from the findings:

Women want to be understood as unique individuals. They want an advisor who listens to their needs and is trustworthy. A fiduciary advisor who knows how to create strategic investment allocations based on a women’s situation, goals and risk appetite will stand a better chance of securing their business.

Women are looking for advisors who can provide advance planning, relationship management and investment advice a one-stop boutique financial centre.

The wealth advisor’s gender plays an important part of the financial planning process for wealthy ladies. Female wealth advisors will be able to relate better to their situations and challenges than men.

Women’s investment attitude

It’s no surprise that women’s behaviour as earners, investors and savers is the subject of a large and growing body of behavioural economic research, which has yielded important findings. Women prefer to focus on long-term investment goals and seek holistic advice. When women invest, they tend to look for informed advice and better rate of return than men. Women can be too conservative in their approach, especially given the fact that they tend to live longer than men. Ultimately, from the way they seek financial information and advice, to their understanding of the long term, women’s financial behaviour holds crucial lessons for all financial advisors.

Women may also tend to limit their trading far more than men do. They prioritise by protecting principal rather than taking risks to grow their assets. A study by the University of Michigan’s Retirement Research Center finds that men frequently and unnecessarily trade their holdings. All other things being equal, the male participants trade 56% more than their female counterparts, and the more they trade, the worse their performance becomes “a result of a too-rosy estimation of their own investment skills,” the researchers write.

The landmark study on gender differences in stock investing also finds that men tend to sell too early, or to swap assets for new ones that underperformed what they havve sold. By contrast, women are more inclined to take the long-term view and understand that performance in many cases are best measured over time.

Huge potential

Women’s financial behaviour and preferences across varied situations show major differences from men’s. Women’s financial strengths are significant. So are their challenges.

The provision of tailored wealth management services for wealthy women is much needed. There is a unique opportunity for the financial services industry to design investment, insurance, trust and estate planning products and services that better address women’s needs, psychological preferences, life values and different life stages.

Wealth is a “means of life planning rather than a goal in itself” for women. The one-size-fits-all concept is no longer appropriate. Customised fitting is always the preferred choice to make wealthy female clients happy. Wealthy female clients will be loyal customers when wealth advisors deliver the results they want. A long-term trusting client-advisor relationship will be the result.

Related articles

• Challenges of Wealth Management Industry (aafmindia.wordpress.com)
• After the J.D. – Financial Advisor (justbelowthelaw.com)
• First ‘Women in Financial Services’ Conference (rubenruizauthor.wordpress.com)
• Upcoming Webinar: How Wealth Management Firms Use Microsoft CRM to Grow their Advisory Business (CustomerEffective.com)
• Winning Mega Millions ticket bought in Maryland! – USA TODAY (usatoday.com)
• Retail financial advisors looking out for themselves? (cbsnews.com)
• Living life by finding fulfilment without landing in debt

Can money buy happiness?

Two thirds of people worldwide “need to live better”

Whether or not money can buy happiness, people worldwide seem to think it can, at least according to a new poll that canvassed respondents in two dozen countries.

Nearly two-thirds of about 20,000 people surveyed said they “need to live better,” the survey by market research company Ipsos showed, while one-third said their life was fine the way it was.

Given a list of factors for improving their well-being and quality of life, 89 percent said a stronger economy in their country was very or somewhat important — the top response.

Better living conditions and stronger family relationships were named by 84 percent, while only 56 percent listed finding a romantic partner, and 49 percent included meditation or prayer.

Lifestyle factors such as eating better, sleeping or exercising more and finding new challenges also placed high.

Responses from nations as far-flung as Brazil, Saudi Arabia, Russia, Sweden, Germany, South Africa, Hungary, Japan and Mexico varied widely, according to the poll.

Hungarians were mostly likely to say they needed to live better, with 89 percent agreeing, and second-most likely to say this was harder to do than ever before.

Saudi Arabians were the most likely to say their lives were fine as they were, followed by those from India and Sweden.

“These sentiments are inseparable from their crushed economy,” said Keren Gottfried, research manager for Ipsos Global Public Affairs, which conducted the poll on behalf of Reuters News, referring to Hungary.

“We know from our economic confidence polling that these days only three percent in Hungary say their national economic is good. On the flip side, economic juggernaut Saudi Arabia is least likely to think they need to live better,” Gottfried said.

“They also consistently have the highest economic confidence scores,” she added.

And despite the popular perceptions of the French quality of life — ample social services, great food, generous, federally mandated annual leave — the French were the most likely to say that living better is now more difficult than ever.

While nearly three-quarters worldwide agreed that living better requires a plan, more than two-thirds of the French felt that living better is not something that can be planned.

Belgians were next, but far behind, with only 49 percent agreeing, while Indonesians were the strongest believers in the power of planning for a better life. Almost 95 percent said this was essential, followed by South Africa at 92 percent, South Korea with 90 percent and Hungary and Sweden, both with 87 percent.

“The planners come from all sorts of countries, economically strong and weak alike,” Gottfried noted.

(Reporting by Chris Michaud; editing by Patricia Reaney) – (Reuters)

Think business, think margins

ON YOUR OWN By TAN THIAM HOCK

An Innovation Competence Process Coming From Knowledge Management (Photo credit: Alex Osterwalder)

ABOUT 20 years ago, when Forbes started compiling a list of the richest Asian billionaires, many rumours spread. My favourite story involves a president M of a neighbouring country. He was known as the 10% president. Just make sure you budget a 10% margin for him if you want to participate in any infrastructure projects in his country.

After diligently amassing a tidy fortune over his long rule, president M was surprised when the new list from Forbes placed him a few places below another head of state from a neighbouring country. This head of state had only been in power for a few years so president M decided to make a state visit to learn the ultimate trade secret.

After a sumptuous dinner at the palace on a hill, the head of state led the president to the balcony with a great view. When asked for his secrets to such quick success, he asked the president, “Can you see that beautiful highway? And that long bridge across the river? And the power station next to it?”

Faced with a vast landscape of lush virgin forest and hills, the puzzled president said, “Sorry. There is nothing there but a forest in my view.” The beaming head of state explained patiently, “That’s my trade secret. I only take 100% margin!”

No, I am not asking you to make a 100% margin. Because you can’t. Unless you are a very powerful and corrupt politician or head of state. But it just shows that you will make money faster when your business enjoy high margins. Net profit is basically gross profit less expenses. The higher your gross profit (sales minus cost of goods), the faster you cover your expenses, the more you make as your sales increase. All because you have high gross margins.

No, I am not asking you to invest only in high margin business. If sales turnover is small, your net profit remains small. Sometimes high volume, low margin business provides a very high return on investment, like the Walmart hypermarket business. A 2% net profit on a turnover of US$400bil will net the shareholders a cool US$8bil (RM24bil) a year! Only Petronas makes more money than Walmart. And that’s because the abundant oil and gas from the sea bed is free!

But for entrepreneur wannabes who need to start on a small scale, I always recommend high margin business opportunities. You are under less pressure to achieve high sales volume and you need less working capital. You just have to watch your expenses and cover your opportunity cost of being employed.

High margins can be created through innovation, brand perception, necessity and scarcity.

In my pre-university days, I worked for 3M as a sales promoter. 3M is well known for its innovative research and development programme of developing next generation products. These are products that are sold at premium prices and fetch at least 70% margins across their 5,000 product lines! Once copycats flood the market and reduce their product margins, they just discard the product line and launch newer and more innovative products at higher prices.

Then you have Apple products which is at a premium to its competitors and they fetch higher margins through a combination of technological innovation and higher brand perception. Microsoft has been selling their so-called software diskette at an average of US$200 when their cost of production is US$2 per diskette. Out of necessity, your business computers must be installed with their operating system and Office application software. No prizes for guessing the reasons why these two companies are the most profitable in the world.

Why must you pay two times more for Gillette blades versus other blades when a shave is just a shave? Why must your wife pay RM5,000 for a plastic monogram bag when a full calf leather bag cost a mere RM500? And will a RM1,000 jar of cream make you look 10 years younger? If you have innovative products, make sure you hire the best marketing minds to create a superior brand perception, raise the prices and reap the rewards.

With a growing world population and depleting natural resources, we have seen continuous price increases in oil, minerals and agricultural products. What used to be cyclical in demand and supply, where prices fluctuate in 10-year cycles, have now become a continuous increase in demand versus depleting supply.

Compared with massive overcapacity in manufacturing of almost any conceivable product from consumer goods to ships to cars; it is a no brainer where the high margin business will be in the foreseeable future.

For entrepreneur wannabes, you should develop a competitive business model where you can charge a higher price for your goods or services. Be creative. Build yourself a superior brand image. Make sure your services or your products are a necessity.

A “must have” by all concerned. Embrace high margin mentality when you evaluate business opportunities. Then go forth and multiply.

This advice is free. But if you make your millions, just remember to send me a cheque for 10% of your earnings. Lest you forget that I do not have to be a crooked politician to earn my clean 100% margin.

● The writer is an entrepreneur who hopes to share his experience and insights with readers who want to take that giant leap into business but are not sure if they should. Email him at thtan@alliancecosmetics.com

Be Captain Of Your Destiny – Not Prisoner Of Wishful Thinking

It’s hard to will a business into being. Anyone who doesn’t understand this through intuition figures it out soon enough through experience.

To win, an entrepreneur needs the conviction to overcome inertia. People have gotten along just fine without whatever it is you hope to sell them. Fact is your early attempts to convince them otherwise will almost always fail, which means you need the tenacity to keep swinging until you connect with the market.

George Bernard Shaw famously observed that the reasonable man adapts to his circumstance, that only an unreasonable man would seek to adapt the outside world to his own needs. Progress depends on the unreasonable man, said Mr. Shaw. It’s a quote I’ve always loved. It means that apparent failure is just another obstacle to be overcome by an individual with the will, and the character, to do so.

That’s an attractive idea to an entrepreneur. But sometimes that attraction is fatal.

For every story of conviction overcoming a perceptual speed-bump, there are 10 of an entrepreneur who hung on too long after the point where the market responded with a resounding, “Meh.” The stronger your sales skills, the longer you’ll tend to hold out past the “point of meh,” and the higher your opportunity costs will be versus investing in an offering with the potential to be pulled by the marketplace rather than pushed by the brute force of your sales and marketing prowess.

So how do you know? How do you tell the difference between a light at the end of the tunnel, and the oncoming train of market indifference?

Here are 5 questions that can help:

1. Is your quality of execution sufficient to take quality of execution off the table as a variable? Poor execution of the right strategy will most likely lead to failure, just as brilliant execution can hide the holes in a flawed strategy. So where are you on that scale? If you’re happy with the quality of your execution, on balance, you need to look deeper for the source of the challenges in your business.

2. Do your customers understand your offering differently than your prospects? The world has a learning curve, and dealing with it is part of the entrepreneurial adventure. But does the perception of the people who’ve climbed that curve — your existing customers — really change in important ways from that of your further-out prospects? If the answer is no, you’re seeing something your customer doesn’t. And that usually means it doesn’t exist.

3. Are others finding success in your space? This one is simple. Is someone in your space kicking butt? If so the competitive threat may be important, but so is the validation that you’re chasing something which can be caught.

4. Will the larger context change in some way to smooth your path to success? m-Qube was the 800-lb gorilla in a non-existent industry for years before the US text messaging phenomenon took off. We kept our powder dry, and waited it out. Are you doing the same? If so agree on a tangible trigger and conserve your cash until you hit it. If not consider giving the money back, and changing over to a game you can actually win.

5. Is the source of your conviction what you need, or what actually is? I love Shark Tank, and in almost every episode some amateur tells the sharks that their idea will take off because they need it to. Cuban and Kevin typically bow out soon after that. The reason? Entrepreneurs motivated by an objective opportunity have a much better hit rate than those motivated by an internal psychosis, or an external requirement.

This last one breaks my heart, and I see it a lot. I get that you hate to disappoint your uncle Nunzio, or that you promised your spouse you’d make it work this time. But the fact is those things are irrelevant to the question of whether your idea will fly, and anyone willing to point that out to you is someone you can trust over the long run.

Don’t be that person, folks. So much of the pain in life, over time, is caused by distance from the truth. And the same is true in business.

Ask these questions of yourself, and try hard to answer them honestly. If the news is bad and you deal with it like an adult, I promise you’ll live to fight another day. If the same is true but you’re a good enough salesperson to sell yourself eventually you’re going to hit somebody else’s wall, and create collateral damage you might otherwise have avoided.

There’s a fine line between being the captain of your destiny, and the prisoner of your own wishful thinking. Use these questions to help sort out which side of it you’re on, and please share what you learn with the rest of us here.

Source:  OnStartups,com

MAS shocker: RM2.5 billion biggest-ever loss in its history!

Image via Wikipedia

By B.K. SIDHU bksidhu@thestar.com.my

PETALING JAYA: National carrier Malaysia Airlines Bhd (MAS) posted a shocking RM2.52bil net loss for its financial year ended Dec 31, 2011 the biggest-ever loss in its corporate history led by higher expenses, despite revenue rising 2% to RM13.9bil.

In comparison, the airline reported a net profit of RM234mil for the whole of 2010 and chalked up sales of RM13.58bil.

The RM2.5bil figure for 2011 includes a RM1.09bil provision, essentially a non-cash item, to reflect the state of health at the airline.

“The company is in crisis. The accounts for 2011 recognises provisions and escalating operational costs which, although painful, gives us a holistic snapshot of the organisation,” group chief executive officer Ahmad Jauhari Yahya said at the briefing of its results yesterday.

Ahmad says MAS is in crisis and that the accounts for 2011 recognises provisions and escalating operational costs which gives a holistic snapshot of the organisation. On the right is Rashdan.

“With full knowledge of our actual position, we will be better prepared to move forward,” he said.

The non-cash items include RM179mil of stock obsolescence (mostly spares for the B737 aircraft), RM602mil for re-delivery of aircraft (it will return 52 of its leased aircraft and will incur some cost in making sure they are in pre-delivery condition), and RM314mil impairment of freighter aircraft (adjusting the freighters to current market value).

For the full year, the airline’s loss per share was 75.52 sen versus earnings per share of 7.25 sen in 2010.

For the fourth quarter, MAS reported a net loss of RM1.28bil and sales of RM3.67bil. But a year earlier, it had reported a net profit of RM225mil and sales of RM3.66bil.

“If you filter all the accounts off the non-cash items, it is a decent performance by MAS given the challenges it is facing,” said an analyst with Maybank Investment Bank.

He believes that the numbers are slightly better than analysts’ estimates.

By stripping out the RM1.09bil provisioning from the net loss of RM2.52bil, the actual loss incurred by the airline for 2011 is RM1.43bil. For the first three quarters of 2011, the airline incurred a net loss of RM1.24bil and with the stripping out of the RM1.09bil, the actual net loss for the fourth quarter is only RM184mil. However, when added with some additional items it should be a net loss of RM231mil for the quarter.

Ahmad said that group expenditure had gone up by 21% mainly due to higher fuel costs. MAS’ fuel bill for 2011 swelled by 33%, or RM1.46bil, to RM5.85bil from RM4.38bil a year earlier. Jet fuel prices have risen from US$95 a barrel at the end of 2010 to US$133 at end-2011. Currently, it is hovering around the US$137US$138 per barrel range.

For 2011, MAS saw a 6% improvement in passenger revenue, while yields were up 4% to 24.7 sen per revenue passenger kilometre. But the improvement, according to Ahmad, was insufficient to offset the rising costs, especially fuel.

Bearing in mind that it only has RM1.1bil in cash reserves, and in view of the big number of aircraft deliveries it has to take, MAS is in dire need of more cash.

Ahmad said the next task was to strengthen the balance sheet or else it would be difficult for the airline to get financing for its new deliveries.

“The bottom-line group losses for 2011 underscore the need for MAS to adopt strong measures to stop the bleeding, and they include staff redeployment, increasing productivity and efficiency, relentless cost control and making further route review,” he said, adding that thus far the airline had implemented 9% route cuts.

In order to strengthen the balance sheet to boost cash reserves and funding capacity, he needs another 60 days to come up with a plan.

“The plan includes, but not limited to, debt and/equity market options. Khazanah Nasional Bhd and Tune Air, the two largest shareholders, are supportive of these initiatives,” he said.

His deputy Mohammed Rashdan Yusof did not rule out the possibility of a cash call and the selling of non-core assets to raise cash.

Ahmad also disclosed that talks with Qantas were under way but declined to reveal the scope of the talks. MAS will be joining the oneworld alliance by November this year.

Despite the huge losses and funding requirement, Ahmad remains positive on the outlook for the airline, saying “if we follow our business plan, we should be in the black (this year).”

S’pore escaping recession?

Govt reiterates 1%-3% GDP forecast for 2012 after smaller contraction

SINGAPORE: Singapore says it may avoid a recession despite the weak global economic outlook, after data showed the economy contracted less than expected in the last quarter of 2011 despite persistent weakness in electronics.

“The first month of trade numbers, export numbers are quite good,” Thia Jang Ping, a director at the Ministry of Trade and Industry, told a news conference.

“It’s still too early to call, but our near-term indicators do not suggest an imminent danger of Singapore slipping very badly into a recession in the first quarter,” he added.

The economy shrank 2.5% in the fourth quarter from the preceding period on an annualised and seasonally adjusted basis, data showed yesterday.

Slowdown: Singapore’s port is seen through the downtown business district. The island nation says its trade and non-oil domestic exports are expected to grow by 3% to 5% this year, down from a rise of 8% and 2.2%, respectively, in 2011. — AP

The GDP data was better than an advance flash estimate of a 2.9% contraction, but worse than the median estimate for a 2.3 % decline by economists polled by Reuters.

From a year earlier, gross domestic product grew 3.6%. Singapore stocks and currency weakened yesterday although that was in line with the regional trend, with sentiment hit by a another delay in cementing a bailout package for Greece.

Singapore expects its economy to grow by 1% to 3% in 2012, down from last year’s revised expansion of 4.9%, although it warned of risks to the forecast.

Asia is suffering the effects of slowing demand in the West, and the International Monetary Fund (IMF) last month warned that Europe’s debt crisis could tip the world economy into recession.

A recession is often defined as two consecutive quarters of contraction, and Singapore, whose trade is three times GDP, tends to feel the chills from a deterioration in global economic conditions faster than most countries.

“Specifically, a disorderly sovereign default in the eurozone could precipitate a global financial crisis, while an escalation of geopolitical tension in the Middle East could trigger a global oil price shock,” Singapore’s trade ministry said in a statement.

On Wednesday, South Korea said January exports fell 7% from a year ago in the biggest annual decline since October 2009, while Australia said its leading index of employment dropped in February in a sign that jobs growth could fall.

Singapore also said yesterday its trade and non-oil domestic exports were expected to grow by 3% to 5 % this year, down from a rise of 8% and 2.2%, respectively, in 2011. – Reuters

Dumb Leadership Mistakes Smart Managers Avoid

7 Dumb Leadership Mistakes Smart Managers Avoid

Martin Zwilling, Forbes Contributor

Many professionals in business, from startups to multi-nationals, assume that team leader or executive is an appointed position, and the skills come with the title. In reality, leadership is best demonstrated while not in a position of authority, and is a skill that must be sharpened every day of your life.

Most experts agree that leadership, as perceived by people around you, is more about behavior than it is about specific skills or knowledge. Darryl Rosen, in his new book “Table for Three?” illustrates this with humor for each of fifty dumb mistakes that smart managers don’t make. The leadership one is setting a poor example by your own actions (“Do as I say, not as I do.”)

His rendition, including the following seven examples of poor leadership behavior, that I have seen all too often in startups, illustrate how your actions affect others around you:

1. Blame others for everything. An entrepreneur’s passion for an idea often prompts them to blame others or external events for setbacks, rather than themselves, so that they can maintain some semblance of self-esteem and control. This “attributional bias” may be understandable, but is perceived by associates as poor leadership.
2. Worry and fret about everything. Precious little of what we worry and fret about ever happens, so don’t share every concern with associates. At best, it comes across as lack of confidence, or more likely sounds likely trying to make excuses for possible later failures. Team members want leaders who calm their worries, not amplify them.
3. Criticize others and the company. Managers who speak critically of team members, customers, friends or family members, have something going on within them that needs to be examined. There is some aspect of self that they find unacceptable. Real leaders are recognized as willing to look in the mirror, and learn from what they see.
4. Complain about being overwhelmed. Overwhelm is a feeling that always precedes growth, and is a state in which your brain is developing new pathways and connections. Starting a business or a new organization will always cause self-doubt and insecurity. Real leaders embrace and manage these feelings, rather than complain to associates.
5. Do 10 things at a time in a mediocre fashion. Entrepreneurs or managers who claim to be able to do multiple things at a time must never use this as an excuse for poor quality. Associates will quickly conclude that mediocrity is good enough. Even one task done with mediocrity can be the kiss of death for any business, or any career.
6. Appear disorganized and manage things haphazardly. Doing things haphazardly is prone to mistakes. In business, when you are making mistakes, it’s costing you time and money. With associates, making mistakes will cost you in productivity and morale, and will kill their image of you as a leader. Worse yet, associates will follow your example.
7. Fail to see the positives in others. The key here is to maintain a positive mindset. Leadership is all about finding positives, for business growth, for competitive advantage, and people development in your organization. Managers and entrepreneurs need everyone in their organization accentuating the positive, not amplifying the negatives.

Leadership and improvement is about taking small steps forward, and evolving just a bit each day. Think evolution, not revolution. Anyone can change one behavior a month, or eliminate one mistake, and suddenly you too can be an “overnight success.”

Of course, correcting leadership mistakes is only the beginning. There are at least 49 other ways to go wrong in navigating workplace relationships, problem-solving approaches, time management, credibility, and business effectiveness. How many have you avoided recently in your job?

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Too Young to Fail

17-year-old Laura Deming doesn’t drive and can’t vote. Is now her chance to change the world?

Thinking ahead: Academic prodigy Laura Deming left school and moved to Silicon Valley after winning a $100,000 grant to start a business.
Jessica Leber

Laura Deming was studying for finals in a crowded MIT reading room last April when her phone rang. That’s when she learned she may never again take another exam.

Deming, only 17, had just been chosen by Silicon Valley billionaire Peter Thiel for a high-profile experiment: Put $100,000 apiece in the hands of 24 entrepreneurial teenagers and give them free rein to pursue innovative ideas.

The condition? Deming had to leave her studies and classmates, and vow to stay out of college during the two-year fellowship.

Thiel, who is PayPal’s co-founder and holder of two Stanford University degrees, says higher education today is in a “crazy bubble” that, like a bad mortgage, saddles students with tuition debt often for little in return. A vocal libertarian, Thiel, 44, takes the view that a college degree can be harmful to innovators because of the conservative, career-driven mindset it imparts.

“Youth have just as much intelligence and talent as older people,” says James O’Neill, head of the Thiel Foundation and managing director at Thiel’s investment fund, Clarium Capital. “They also haven’t been beaten down into submission by operating within an institution for a long time.”

Thiel has attracted critics for his anti-higher-education message. After all, not every young person is like Deming, a home-schooled prodigy who learned calculus at 11 and sought experience in a cutting-edge genetics lab at 12. That’s where she first had a chance to explore the science of extending the human lifespan, an idea she’s now hoping to turn into a business.

For Deming and her cohort, chosen from more than 400 applicants, the publicity around Thiel’s endorsement has been followed by some quick successes. Eden Full, 19, won a $260,000 social entrepreneurship award for her efforts to improve solar energy in developing countries. Dale Stephens, 20, landed a Penguin deal for his book Hacking Your Education.

Still, the foundation embraces the startup ethic that failure is inevitable, even desirable. So does John Deming, Laura’s father, an investor who moved the family to Boston when his daughter enrolled at MIT at age 14: “What I say to Laura is ‘The biggest problem you have so far, kid, is you haven’t failed yet.’”

After packing up her things at Sigma Kappa sorority, Deming moved across the country to a tiny room in a shared house in Palo Alto. Most days, she gets up before sunrise and heads out on foot to catch a commuter train to San Francisco, where she is talking to investors about a venture capital firm she wants to create to back research on new therapies for age-related diseases.

Because of SEC rules, Deming says she can’t go into details about the firm. But she jokes that one question now is whether to wait until her 18th birthday so that she can legally sign up investors or ask her father to do it. “The cool thing about Silicon Valley is that, though people might be skeptical of youth, they don’t actually know that you’re not smart enough or capable enough to make it work,” she says.

With startup success stories tempting undergraduates to quit, universities have raced to add entrepreneurship to their curricula. Stanford has StartX, an accelerator for student-run startups. Similarly, last year UC Berkeley created FounderSchool, which prepares students to raise venture money. James G. Boyle, managing director of the Entrepreneurial Institute at Yale University (which lost four undergraduate students to Thiel fellowships) agrees that more colleges should help kids start companies, but he says that most students benefit from an environment where they can test ideas without betting their future.

Deming doesn’t know yet whether she’ll ever go back to finish her college degree. “The funny part is I think I’ll miss studying for exams,” says Deming. “It’s the sort of thing that was very fun—like a sudoku puzzle or a crossword puzzle can be fun. But I thought that I could learn a lot more about the biotech industry and business by diving right into it.”

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ROWE for an honest living ?

Cover via Amazon

The traditional economy of working long hours no longer works in a global economy that does not recognise time zones and deadlines.

MUCH has been written about the number of holidays and company leave days Malaysians have. What is apparent is the effect on productivity. Thus, begs the question: What is true productivity?

A number of columnists have shared their views. Is it true productivity when employees leave late simply because of the following reasons:

> The boss is working late or there is an unwritten code that until the boss leaves, no one else can; and

> The longer you stay at work, even if you are on Facebook, you are a good worker?

Peer pressure is a factor; another are long meetings with no set agenda and goals.

Perhaps Malaysian companies and business owners would do well to look at the US and Europe. Despite their worsening economies, a movement that addresses work-life balance is gaining ground.

Why Work Sucks and How To Fix It, written by Cali Ressler and Jody Thompson (www.gorowe.com) is about creating a results-only work environment (ROWE). Hot on the heels of lifestyle gurus such as Tim Ferris of the 4-Hour Workweek, Ressler and Thompson write about and offer solutions to the never-ending circus of meetings, schedules and clock-ins.

The traditional economy of working long hours from Monday to Friday, and also weekends, no longer works in a global economy that does not “understand” time zones and deadlines.

Home life, chores like doing the laundry, missing the children’s school concert — there has to be a better way to make a living.

You may wonder what is the difference between a flexible work arrangement and a ROWE.

Simply put, with flexi hours the employee needs permission and faces limited options. It is management controlled, requires policies, focusses on time-off, and there is high demand and low control.

ROWE offers the worker the following: No permission is needed and the working boundaries are unlimited. The employee manages his or her KPIs, and this requires accountability and clear goals.

If these are not met, out you go. ROWE focusses on tangible business results and it is high demand with high control.

Employers should view ROWE as beneficial to their businesses. They stop paying people for activities (Facebook anyone?) and start paying for outcomes.

They stop paying people for a chunk of time, and start paying them for their work. The employer must set clear terms of references on what needs to be done on a daily, weekly, monthly and yearly basis.

“Then it is up to the employee, with the coaching and guidance of the management, to meet those goals. If there are problems along the way, it’s the work that comes under scrutiny,” say the authors.

The big question is whether we Asians can adapt to this.

Asian businessmen and conglomerates have a different view of hard work, discipline and meeting profit margins. Despite the available technology, burning the midnight oil at work and networking while juggling a personal life still seem to be the practice.

It is common to see employees carrying two or three mobile phones and hooked onto almost every social media site, all in the name of keeping abreast with business trends. Is it any wonder why we are stressed?

Many will argue that with the wealth we are seeing now, there is little to complain about. People are more educated, healthier and hold down jobs.

However, economic growth and human development do not always coincide (UNDP Human Develop-ment Report 2010), and this is quite evident when one observes the current lifestyles of Malaysians.

Something must be amiss when many Malaysian professionals take up multi-level marketing jobs and other side businesses (i.e. tuition, catering) just to feed the family.

Young parents, seeking a better future for their children, take up consultancy or off-site projects just to be able to afford the tuition and activities their children need.

Holidays see tired families barely able to enjoy themselves. Stress-related illnesses are on the rise. The breakdown of relationships is on a steep increase, and thanks to limited time and resources, friendships are via social media like Facebook. This is not healthy.

More holidays do not mean that one’s life will change for the better when the fundamentals such as low pay (or not being paid what is worth) and archaic management per se are still practised.

With inflation on the rise on basic household goods, the Malaysian worker will have to grind even harder yet probably save little.

There has to be a better way to make a living in Malaysia.

> A WRITER’S LIFE By DINA ZAMAN – The writer is working on religious histories and communities of Malaysia. She can be contacted at editor@thestar.com.my.

Change or be changed!

Image by Danny Choo via Flickr

WE all know that people and businesses who don’t adapt get phased out. Generation X, of which I am part of, has seen the evolution of technology transform how we live our daily lives.

From the VHS tape to the DVD and Blu-ray discs, and from snailmail to email, there are numerous examples how one way of doing things has given way to a faster, better and cheaper methods.

The bankruptcy of Kodak is the latest proof of how businesses can become irrelevant if they don’t keep up with the times. Research In Motion Ltd, the maker of BlackBerry phones, is feeling what Nokia has gone through. The digital age is moving along at breakneck speed and is transforming a multitude of industries and leaving an indelible mark on people and businesses.

There are companies that have done well to make changes on the fly. Most famous is Apple and before that Corning, which was – and maybe still is – famous for its cookingware rather than its fibre optics.

The need to transform is also not lost on corporate Malaysia. A lot of the big banks have done so and have become a lot better at what they do today. MMC Corp changed from a miner to an infrastructure player and the likes of Genting and IOI have expanded dramatically in the business they are in to become world giants today.

That transformation is also seen in the big institutions in Malaysia. The Employees Provident Fund restructured its portfolio from owning 400-plus stocks, some of which most punters will not touch today, to a leaner portfolio of around 100. Its narrower focus has allowed it to take the plunge into private equity and property and, as a result, the returns it can make for depositors should also improve in time.

The same can be said of Khazanah Nasional Bhd. In 2004, when Khazanah first started under new “management”, it had a bunch of old assets sitting in its books. They included stakes in some of the largest companies in the country, but sitting idle and waiting for results was not the way to go.

Khazanah restructured its portfolio, and from a bunch of companies that was heavily leaning towards utilities and telecoms, it invested in new businesses and industries. New investments were in part funded by monies from asset sales such as the divestment of Khazanah’s legacy stakes in Pos Malaysia and Proton.

As a result, Khazanah’s returns improved. During a recent briefing with the media, Khazanah revealed that if it had just sat on it and relied on the government-linked companies’ transformation programme alone, its returns would have been a meagre 2% a year.

But it did not do that and instead invested in new businesses which it felt will bring better growth. Those new investments brought in a return of 22% a year.

One such investment is the hospital business. Integrated Healthcare Holdings (IHH), which consists of hospital investments such as Apollo Hospital Enterprise Ltd and Parkway Holdings, recently made a big acquisition in Turkey when it bought Acibadem.

Healthcare in the demographics in which IHH operates will be hugely lucrative. India, South-East Asia and now Turkey have the desired young but ageing population with growing incomes.

IHH is slated for a massive listing and the changes that some entities in corporate Malaysia have undertaken should be a showcase of how transforming when it needs to be done should be the course of action.

● Deputy news editor Jagdev Singh Sidhu wonders when the retirement age in the private sector will be raised.