TRANSCIPT

Leadership Coach Reacts: Taju-didn’t Just Become A PR Wreck! (Part 2)

JASON -

What’s up guys!

So this is your leadership coach, Jason.

Today we're gonna be talking about part two of the LRT incident in Malaysia and if you haven't seen part one yet, it's in the description below so please check it out.

REPORTER -

Datok Sri, if you see online, many people are asking for you to resign.

JASON -

Why is he smirking at the reporter?

I don't understand?

No, don't.

Just, don't.

REPORTER -

They are asking why you didn't come yesterday, he should resign.

TAJUDDIN -

Huh?

What did you say?

REPORTER -

Yesterday, if you see online, many people were talking about it.

"Why didn't he come to come here to see for himself what happened yesterday, last night."

A lot of people are saying: "He should resign." "He is not doing a good job."

What do you have to say about that?

TAJUDDIN -

Yeah lah...

JASON -

Alright, so he's getting challenged and this is a great lesson.

So when you're getting challenged in front of people and people are looking, what should you do?

Don't smirk at that person.

Don't try to be aggressive with that person by smirking.

Try to understand where he's coming from.

Now he's giving you feedback.

Something along the lines that you didn't appear when the train incident happened.

You didn't show yourself, and then now he's trying to answer that question.

So let's see how he does that.

TAJUDDIN -

They must know why.

I had just completed a task on behalf of the company that evening in Subang (a town in Malaysia).

JASON -

So one of the things about this.

It's a classic case of feedback.

So when you are receiving feedback as a leader, you might want to go into this idea of defending yourself.

Being very defensive and justifying, and I think that's what he's doing right now.

TAJUDDIN -

I was only informed late, about what had happened.

I was slow to be informed.

So in that time, I was preparing for my vaccination today.

I'm going to have my second dose today you know?

JASON -

So basically he said that he got the message late.

And that is what?

That's justifying, that's defending, that's pushing it away.

"It's not my fault you know, I didn't know about it. I got the message late. I got to know about it late."

And then the second part he started now trying to justify.

"Oh I got my vaccination" and all that.

So classic case of trying to push away that responsibility.

But what you should be doing is that as a leader, you understand that if you really messed up, a simple apologizing is all it takes.

Don't justify because when you justify, people think that you're building a wall up and you don't hear what the people are saying.

So if somebody's giving you feedback as a leader, one of the things you need to do or think about is that - are you justifying?

Are you defending yourself?

Because by doing that, you're shutting down that feedback channel in the future.

I almost guarantee that person might not want to give you feedback again because why?

You're pushing that person away.

TAJUDDIN -

When I knew of it, it was already late.

I made up my mind that I will come to this (conference), first thing in the morning.

You know first thing in the morning?

Can you speak English? *gestures to reporter*

First thing in the morning, that means how serious I am.

How serious I am, *laughs* about this matter, so early in the morning I came down to see the tunnel.

Don't play like that, what do people call it?

Like provoke, provoke.

It's not good.

JASON -

So one of the things and that's and that's almost the last part when it comes to feedback where you should never go, is that when somebody's giving you a feedback, you fight back.

You become aggressive and you fight back.

And it's what he's saying.

"You're provoking me."

He says "provoke, provoke".

When you do that, you go to the last level, when it comes to receiving great feedback or being open or looking like you're open, is that you fight with the person giving you feedback.

And that's the last level guys.

Don't go there.

Understand that you can go upwards.

And the highest part is just apologize and understand that I made a mistake.

TAJUDDIN -

Last night the minister came down, the CEO also came down.

CEO of the group Datin.

JASON -

So about this part about him not coming during the crisis.

One thing that as a leader you need to build that connection with the people.

And the people at this point of time is the passengers.

The 200 over passengers who are injured.

Sick people.

They're in critical condition and you want to build that connection.

And what is that connection?

Connection is simple.

You want to build that relationship, you want to let people know that you are there for them.

[LEARNING POINT]
So as a leader when you think about it, there are times where your team members will never say that they need you there but if you go there, it is a huge golden star.

I can think of two things - one is if they are in hospital.

Something happened, they are in hospital, you go there, and when you go there, you show your presence.

That's going to be huge when it comes to filling up that respect and that trust that they have for you.

And another one is the funeral.

Somebody very close to them passed away.

That's another time when you are there as a leader.

It really shows a lot when you want to build trust.

Remember relationships are important.

Connection.

Build that connection and you build that trust.

Alright guys, to summarize this there are two main points.

Number one is feedback.

If you receive feedback don't go there where you start to justify or you defend yourself.

Worst case you're going to attack back and be aggressive.

As leaders, you want that channel of feedback to be open as much as possible because feedback is the vitamins of great leaders.

That's what you need.

And the second part - remember, trust.

There are two things we talked about.

Competency which is your expertise.

And the second thing we talked about is consistency, where you walk in the talk.

The third part the third "C" to trust is really the idea of connection.

Building the relationships.

If something goes down south, you want to be there for them.

You want to be there and you are building the relationship because of your presence there.

So that's all I have for you today.

If you like this video and you learned something, give it a like, show me some love.

And if you feel that you learned something, do share it with others.

I would love to hear what you think about it in the comments below.

Until next time, be the leader that everybody wants to follow.

See ya!

(key words: leadership, leadershiplessons, leadershipcoachreacts, leadersofinfluence, tajuddin, malaysia, train, accident, competency, consistency, connection, trust)