For the average employee in most companies, there is daily interaction with the department manager, but little if any contact with senior leaders such as the chief executive or board-level directors.
However, while we may only pass those people in the lobby and know of them merely by reputation, their decisions and actions have a direct impact on our working lives.
Thinking about this recently, I concluded that one of the main roles for senior leaders is to provide inspiration for employees. When people are inspired, they develop a personal commitment to their job and the company, and will strive to go above and beyond the usual levels of dedication and commitment.
Unfortunately, senior leaders have a tough job in this respect because young people are not impressed or inspired that easily. Generations X and Y in Hong Kong grew up in a time of increasing prosperity and, in a truly international city, have had the chance to see and experience a great deal. As a result, the qualities expected of the 'ideal leader' are undergoing a significant change.
Last year, during a training workshop, I was asked to name my ideal leader and explain the choice. Several names came to mind, including accomplished and dynamic colleagues, as well as world-renowned figures such as Nelson Mandela.
I settled on two people. The first was the head of an insurance company I work for as a consultant. In response to a question on 'staff communication day', this leader pointed out that the strength and success of the company depended on teamwork, not having individuals at the top able to do everything.