Dragon Leadership: Eastern Wisdom for Modern CEO

Reviews

‘If the UK wants to change Made In China into Made For China then our companies need to really truly understand the culture and style of those that they wish to have as their newest companies. This book shows how ancient Chinese business wisdom is still very relevant. I thank Joanna for allowing me to be able to utilise her writings.’

Jason F Butler, B-Eng, MBA,

Regional International Commercial Manager,

HSBC Bank PLC UK

‘A most worthwhile contribution to any leader's development. Joanna has combined ancient wisdom with practical advice for today's leaders at any level of an organization. This is the direction effective leadership is heading all around the world. It rings true, it's usable, it's an enjoyable read, and it can't help but make you a better leader.’

Warren Evans, Trends Analyst and Strategic Planner,

Founding Chair; Global Speakers Federation, Toronto Canada

‘This is a positive, people-centred book on leadership and management. It is very accessible, offers good diagnostic tools for professional development and above all, is written by an author with significant consulting experience. In sharing her experience, Joanna Tong offers us considerable food for thought.’

Professor Gavin Jack, Graduate School of Management,

La Trobe University, Australia

‘Dragon Leadership helps bring the ancient wisdom of Asian philosophy to a modern world. The principles contained in the book will help leaders to follow a path to developing companies that are not only successful as well as trustworthy in a world where these two words have become a contradiction.’

Michael Soon Lee, MBA, CSP, President,

EthnoConnect, USA

DRAGON LEADERSHIP

Eastern Wisdom for Modern CEO

Joanna Tong

First published in Great Britain in 2010 by Bright–i

The following is offered as general information only, and as such, may not be applicable to a specific reader and his or her problems or circumstances. It is not based on actual knowledge about or examination of the reader, and therefore it cannot and should not be relied upon as definitive opinion or advice. The reader should consult the writer or another qualified and licensed professional practitioner, and act only through professional advice he or she receives.

Bright–i

Business Innovation Centre

Staffordshire Technology Park

Beaconside

Stafford ST18 0AR

UNITED KINGDOM

http://www.bright–i.biz

Copyright © Joanna Tong 2010

The Author asserts the moral rights to be identified as the author of this work, not to have this work altered in a prejudicial way and not to have authorship of this work falsely attributed.

Print ISBN (Trade Paper): 978-0-9565782-0-4

E-Book ISBN: 978-0-9565782-1-1

All rights reserved.

Smashwords Edition, License Notes

This ebook is licensed for your personal enjoyment only. This ebook may not be re-sold or given away to other people. If you would like to share this book with another person, please purchase an additional copy for each person. If you’re reading this book and did not purchase it, or it was not purchased for your use only, then please return to Smashwords.com and purchase your own copy. Thank you for respecting the hard work of this author.

No part of this publication may be resold or given away by the original purchaser to other people without the prior permission of the publishers. If you would like to share this e-book with another person, please purchase an additional copy for each person you share it with. If you’re reading this book and did not purchase it, or it was not purchased for your personal use only, then please contact the publisher to purchase your own copy. Thank you for respecting the hard work of this author.

This book is sold subject to the condition that it shall not be circulated (by way of trade or otherwise, be lent, re–sold, hired out or otherwise) in any form of binding or cover other than that in which it is published without the publisher’s prior consent and without a similar condition including this condition being imposed on the subsequent purchaser.

This book is dedicated to

The wonderful people and friends

who have helped me on my journey

with their generous support, inspirations and belief in me.

My sister

who showered me with her unconditional love.

My mother

who listened by always being there for me.

Table of Contents

DRAGON LEADERSHIP

INTRODUCTION

I. ATTRIBUTES OF LEADERSHIP:

THE FIVE PRECEPTS OF CONFUCIUS

DAY 1: KINDNESS (REN)

Protect your real asset

Confucius: Ren, attribute for relationships.

Case Study One: Put the right foot forward.

Case Study Two: Nice is not always nice.

Reality Check

How to apply Ren: bringing people together

Summary

Day 1: How to protect your real asset:

DAY 2: RIGHTEOUSNESS (YI)

Do what ought to be done.

Confucius: Yi, attribute for action.

Case Study One: Ambition can be a tight rope.

Case Study Two: Believe in the right thing

Reality Check

How to apply Yi: listening to conscience

Summary

Day 2: How to do what ought to be done:

DAY 3: PROPRIETY (LI)

Develop governance from within.

Confucius: Li, attribute for governance.

Case Study One: Playing safe is not always safe.

Case Study Two: Hierarchy blocks opportunities.

Reality check

How to apply Li: governance from within

Summary

Day 3: How to govern from within:

DAY 4: WISDOM (ZHI)

Decide to grow or not to grow.

Confucius: Zhi, attribute for choice.

Case Study One: Watch the tides.

Case Study Two: Push the boat out.

Reality Check

How to apply Zhi: exercise your business choice.

Summary

Day 4: How to choose to grow or not to grow:

DAY 5: TRUSTWORTHINESS (XIN)

Seize the defining moment.

Confucius: Xin, attribute for trust.

Case Study One: Sway from the stand.

Case Study Two: Take a firm stand.

Reality Check

How to apply Xin: trustworthiness at defining times

Summary

Day 5: How to seize the defining moment:

II. ATTITUDES OF LEADERSHIP:

THE FIVE ELEMENTS OF TAOISM

DAY 6: METAL

Master your business destiny.

Taoism: Metal, attitude toward value.

Case Study One: lose the foothold.

Case Study Two: Own your own future.

Reality Check

How to apply Metal: uphold your value.

Summary

Day 6: How to master your business destiny:

DAY 7: WATER

Meet change with change.

Taoism: Water, attitude toward change.

Case Study One: stretch the comfort zone.

Case Study Two: small steps make a big difference.

Reality check

How to apply Water: face change positively.

Summary

Day 7: How to meet change with change:

DAY 8: WOOD

Give more to gain more.

Taoism: Wood, attitude toward selflessness.

Case Study One: what goes around comes around.

Case Study Two: generate mutual benefits.

Reality Check

How to apply Wood: give by the selflessness code.

Summary

Day 8: How to give more to gain more:

DAY 9: FIRE

Light up your business goal.

Taoism: Fire, attitude toward goals.

Case Study One: make a big bang.

Case Study Two: it is self-regulated here.

Reality Check

How to apply Fire: make business goals alive.

Summary

Day 9: How to light up business goals:

DAY 10: EARTH

Make them feel special.

Taoism: Earth, attitude toward appreciation.

Case Study One: appreciation is practice and practice.

Case Study Two: Giving feedback is a work of art.

Reality Check

How to apply Earth: develop the art of appreciation.

Summary

Day 10: How to make them feel special:

III. APPROACH OF LEADERSHIP:

THE TWO PILLARS OF TAOISM

DAY 11: YIN AND YANG

Action is not enough.

Taoism: Yin and Yang, approach to motion and emotion.

Case Study One: force them to withdraw.

Case Study Two: draw them to go further.

Reality Check

How to apply Yin and Yang: increase business momentum

Summary

Day 11: How to increase business momentum:

DAY 12: TAO (PATH)

Flow with the right flow.

Taoism: Tao, approach to business directions.

Case Study One: answer a tough call.

Case Study Two: honour the gut feeling.

Reality Check

How to apply Tao: find the right flow.

Summary

Day 12: How to discern the right flow:

CONCLUSION

REFERENCES

ABOUT THE AUTHOR

Introduction

Despite the global economic recession, China attained a Gross Domestic Product (GDP) growth at 10% over the last 18 months compared to only 4% ten years ago. With a fast-growing economy and a population of 1.3 billion people, China overtook Germany to become the world’s third largest economy in 2009 and is predicted to be the world’s largest exporter. Imagine the influence of China on the global economy and the interest in the rising Dragon from around the world in the next five to ten years.

Facing one of the worst ever economic downturns and difficult times, companies need employees to work together to turn the situation around. However, uncertainties have weakened employer-employee relationships on both sides of the Atlantic. In October 2008, a survey by Randstad USA, one of the world’s leading staffing firm, found almost half of US workers did not respect their boss, and less than 30% thought their boss fulfilled their role as motivator, role model or mentor (see www.marketingweb.co.za). In September 2009, the Institute of Leadership and Management and Management Today discovered in their study that almost a third of UK employees had low or no trust in their bosses (see www.managmenttoday.co.uk). These surveys indicate that improving relationships with employees is as important as saving the business bottom-line. The relationship between employer and employee is not a new management issue; it is an issue waiting for a new approach. Western management models place a large focus on processes and systems and less on winning hearts and minds. Leaders need to look for solutions somewhere. It is time to turn to the relational approach found in Eastern philosophy.

Dragon Leadership – Eastern Wisdom for Modern CEO reveals the relevance of Confucianism and Taoism to business and organisational management. Some of these concepts have stood the test of time for three thousand years. I have applied the ancient Chinese wisdom to make organisational turnarounds and improvements of leadership teams in my 20-year senior management career. Condensing the key concepts of Confucianism and Taoism that have been passed from generation to generation in China and the Far East into a 12-day guide, Dragon Leadership is packed with practical techniques, diagnostic tools and action plans applicable to the 21st-century business environment. The objective of this book is to make the information accessible for managers at all levels to take action and make a difference. Whether you are first line managers, experienced leaders or chief executives of large corporations or not-for-profit organisations, you will find the insights and advice easy to follow and relevant to many management issues. Importantly, the book will show you a different approach, an approach that will enable you to transform your internal change as well as external environment. Because of the internal shift in you, the impact you make on other people will be far more ingenuous and effective than you originally expected

Here is how Dragon Leadership is structured:

Day 1 – Day 5 will disclose to you the Attributes of Leadership that are important for bosses and managers to gain respect from employees. They are based on the five precepts of Confucius, namely, Kindness, Righteousness, Propriety, Wisdom and Trustworthiness. Confucius, one of the greatest Chinese philosophers, teaches the key principles and virtues of human relationships in society. You will discover how the precepts originated in 500 BC remain relevant to the modern business world.

Day 6 – Day 10 will highlight the Attitudes of Leadership that are traced back to Taoism (604 BC). The Taoists observed how changes of nature affect the activities of human beings. They identified the most important influencing forces as the Five Elements: Metal, Water, Wood, Fire and Earth. The Five Elements have been widely used in Feng Shui and Chinese medicine with an emphasis on how the elements are related and should be kept in balance. This book will mainly focus on the symbolic meaning of each of the Five Elements and its application to leadership.

Day 11 and Day 12 will ask you to look at the bigger picture, the Approach to Leadership. You will discover how the concept of Yin and Yang will help you improve employee performance and the principle of Tao (Way) will enable you to identify a clear direction for your business and organisation no matter what turmoil and challenges are thrown at you on the micro- and macro-scale.

Dragon Leadership presents the key concepts of the Chinese philosophy, case studies, the dos and don’ts of leadership, self-assessments, and how-to actions. Like many generations before me, I have used the ancient wisdom to overcome challenges in my personal and professional life. It led me to become the first British conference speaker of Chinese origin on diversity leadership in the USA, the first social enterprise strategist for the UK’s Regional Development Agency, and the first ethnic minority manager directing a £35 million economic project. Nominated by BBC Greater Manchester, I also won the first-ever North West Women Achievements Award. Sustainable success, both in the West and the East, is best founded on sustainable roots. The relevance of the 3000-year-old Chinese wisdom to modern leadership has gone past the eyes of generations but is now disclosed to you for the very first time in this book.

Transformation takes place on different levels. It can be a seed of thought. It can be a total personal and organisational improvement. It can be anything between either ends of the spectrum. Regardless of what organisations and countries we come from and regardless of what current positions and future hopes we hold, every one of us has the potential to transform from good to great. This includes you.

Let’s get started.

I. Attributes of Leadership:

The Five Precepts of Confucius

Day 1: Kindness (Ren)

Protect your real asset

The movie, Erin Brockovich shows how a down-to-earth single mother brings a lawsuit against a corporate giant. Defying the convention, Erin gets to know the plaintiffs as individuals and friends. There are 634 in total; all of them give her their full cooperation. At one point a new partner joins the case. Theresa, a stiff looking lawyer suggests at a meeting that they will need to ‘fill in the holes’ because ‘there are things you [Erin] probably did not know to ask.’ Erin replies firmly, ‘I may not have a law degree, but