I was born in Jeddah, Saudi Arabia on Eid al-Adha. My father was then with the foreign service and posted at the Malaysian Embassy in Jeddah, during a pivotal time in building Malaysia’s diplomatic ties with Saudi Arabia. After two subsequent postings, we returned to Malaysia when I was 8 years old.

After my secondary schooling in Petaling Jaya, I went to the United States under a JPA government scholarship and graduated with a Bachelor of Science in Economics degree. I returned in 1986 when Malaysia was experiencing an economic crisis, so jobs were scarce, especially for fresh graduates.

After a period doing part-time work as a mathematics tutor and student counsellor with Kursus Persediaan Pelajar / Institut Teknologi MARA (KPP/ITM), my first corporate job was with an audit firm, HRM Deloitte Touche & Ross. I was in management consulting, conducting feasibility studies, company assessments, reviews, and recruitment.

This role exposed me to the human resource aspect of organisations, especially when working on feasibility studies where rightsizing was critical. I also worked on privatisation studies where I looked at public sector benefits and proposed solutions for transitioning them to the private sector. The skills and knowledge from this formed the foundation for my career that followed.

After about a year at HRM, I received a call from Boustead, which led to my next opportunity. I joined Boustead in the HR department—referred to as the ‘Personnel Department’—in the largest subsidiary in the Boustead Group then: Plantation.

A key aspect of my role entailed visiting the plantations, learning about the plantation managers and assistants, their families and work challenges, and introducing a human resource information system. To ensure the plantation assistants’ continued growth and development, I conducted annual assessments and engagements to provide feedback on their strengths and areas for improvement.

My first formal leadership role came when my superior was transferred to head another subsidiary within the Group, leaving me to take charge of the department. This was a pivotal moment for me, as I had to step up and lead the department on my own, managing both the HR operations on site and the plantation managers throughout the country.

Later on, I was moved to the Holdings company, where my exposure broadened to include the other subsidiaries across the Group. My new superior was passionate about motivating people and developing talent, which gave me further insights into people development, management, and organizational design. This experience was invaluable in expanding my understanding of leadership and talent management, especially as I oversaw the growth of Boustead from 1,500 to over 7,500 employees over time across our various subsidiaries.

It was in the late 1990s when I first became familiar with The 7 Habits. At that time, I was already in charge of HR for the Group. The Group did not just expand organically but through mergers and acquisitions as well, bringing together people from various corporate cultures.

This created a need for a unified corporate culture and a common language across the Group. Technical skills alone were not enough; we needed to develop soft skills and focus on cultural integration. That’s when The 7 Habits came into the picture.

Those who had participated in The 7 Habits programme took more responsibility and accountability for their actions. They began to understand that being present at the workplace wasn’t enough—it was about contributing meaningfully and recognizing their roles and responsibilities. It was no longer just about showing up; it became about taking accountability and delivering value. They focused on the impact they could make, on supporting the organization as well as on their development.

It also created a ripple effect. When leaders demonstrated proactivity and genuine interest in their teams, others were inspired to do the same. Employees started adopting a more proactive approach themselves, striving to build stronger working relationships and ultimately taking ownership of their roles with greater confidence and motivation.

For the companies that were introduced to The 7 Habits, especially the ones with certified internal facilitators, The 7 Habits had a cascading effect, reaching all the way down to the shop floor. This was especially significant because those working in more technical roles usually only received job-specific training.

The 7 Habits was an eye-opener for many of them. While some of the concepts might have been familiar, the training provided them with a structured approach to apply the principles effectively. It’s one thing to know some things intuitively, but another to be given the know-how and tools to implement them. I felt very humbled when they shared how much they valued and appreciated the programme.

They not only applied the habits in their professional lives but at their homes with their families, integrating them into their everyday lives. This cascading effect, where lessons learned at work were carried over into personal life, was a powerful testament to the programme’s broad impact.

I was, which was essential for effectively promoting and embedding the programme internally. Several of us underwent certification to roll out The 7 Habits. The implementation however was varied across the subsidiaries. It wasn’t just about conducting the programme — it was to form the organisation’s culture, and for the employees to continuously embrace the principles.

I witnessed the real impact of The 7 Habits during the pandemic. They truly came into play as we were all pushed into uncharted territory, facing unprecedented challenges without the usual resources or structure in place, and having to embrace changes irrespective of whether we were ready or not. As HR, it was critical for us to develop new frameworks and guidelines that enabled our people to continue working effectively remotely, build resilience, and at the same time ensure their wellbeing.

During the pandemic, the expectations on HR were immense. The first thing I had to do was apply Habit 1: Be Proactive. I had to pause and assess the situation. This gave me the clarity to respond thoughtfully rather than being overwhelmed by the circumstances. The proactive mindset instilled by The 7 Habits proved invaluable and had reinforced how adaptable and self-reliant our people had become, too.

Next, I turned to Habit 2: Begin with the End in Mind. It was critical to have a clear vision of where we wanted to go, especially in the unprecedented situation. What were the outcomes we needed to achieve? How could I lead and support my team effectively?

A key lesson for me came from Habit 5: Seek First to Understand, Then to Be Understood. I realized I needed to truly listen and understand the challenges that our people were facing. I was surprised by the real-world difficulties many were encountering, from a lack of internet access at home to balancing work with family demands. Some were confined in small rooms, while others had school-going children needing to share a single phone for their schoolwork. It was a significant paradigm shift for me, as I learned the importance of listening to those concerns before moving forward with any solutions.

Despite the challenges faced by our people, stakeholders continued to expect their deliverables concurrently. This required a tremendous amount of flexibility and resilience from the team. At the same time, I had to keep Habit 7: Sharpen the Saw in mind—not just for myself but for the entire workforce. We needed to ensure the well-being of our people and that they were taking care of themselves mentally and physically. HR played a key role in developing and disseminating work-from-home frameworks and guidelines, emphasizing the importance of balancing work commitments with self-care and continuing with their career growth and development.

The 7 Habits provided a structured framework that helped us navigate the chaos of the pandemic. The principles encouraged me to be more empathetic, solution-focused, and proactive in supporting our people during a time of unprecedented change.

My biggest takeaway is definitely Habit 7: Sharpen the Saw. It’s about ensuring balance in life—physically, mentally, emotionally, and spiritually. Looking back, I realise that I should have placed more emphasis on it during my working years. When you’re leading others, by continuously Sharpening the Saw you can automatically share your best with your team. Learning never stops, and now that I am retired and sit on a few boards, I am even more aware of how fast the business world is evolving. There is always something new to learn such as in areas like corporate governance and sustainability.

The physical aspect of Sharpening the Saw is often underestimated. It’s not about looking good; it’s about maintaining your health and well-being, which is foundational to everything else. When you neglect that, your ability to lead and serve others diminishes. I always encourage people to pay attention to this because, without your health, many other things become much harder to accomplish.

Integrity and a clear sense of direction – integrity is obvious, and you must know where you are going, and where you want to take your team and the organization. Embrace and push for continuous improvement. You need to be adaptable, agile, and resilient, especially when working with different generations and managing constant change.

Finally, humility is crucial. The most effective leaders are those who have the humility to seek out guidance and learn from others, ensuring that they are current and always growing.

Listen, understand, and build relationships. These are fundamental. I have learned through my own journey, admittedly not as early as I would have liked, that it’s crucial to listen before offering your ideas or solutions. Habit 5: Seek First to Understand, Then to Be Understood is invaluable here—it shifts your perspective and enhances your ability to lead effectively.

Building strong relationships is another cornerstone of leadership. Without strong relationships and engagement, it would be difficult to motivate and inspire your team. And don’t forget Habit 7: Sharpen the Saw—continuous improvement is key. There is always something new to learn. Above all, make sure you always take care of yourself. If you are not well, you won’t be able to serve others nor achieve your best.