Hana had just been promoted as Assistant Mill Manager in a palm oil mill in Lahad Datu. The mill was large, with hundreds of workers – operators, engineers, technicians, and contract staff. For Hana, this was more than just a position. It was a responsibility to lead.
Yet, her journey was full of challenges. Old machines often broke down, worker discipline was inconsistent, and the pressure from upper management was heavy. The mill felt like a mountain too steep to climb.
But Hana believed that leadership can be learned, practiced, and strengthened.
1️⃣ Model the Way
Hana knew workers trusted what they saw more than what they heard.
Every morning, she visited the boiler house, wearing full PPE herself. When she saw a worker without gloves, she didn’t just scold—she patiently showed the correct practice.
Gradually, the workers followed. They said,
"If Madam Hana can stand under the heat, why can’t we?"
2️⃣ Inspire a Shared Vision
The mill had a reputation for frequent downtime and high oil losses.
Hana gathered everyone in the hall and declared with conviction:
> “I want this mill to be known as the best example in Sabah. Not only productive, but also safe and environmentally responsible. One day, when people mention this mill, they will say ‘This is where a great team was built.’”
The workers began to feel they were part of something bigger than just earning a paycheck.
3️⃣ Challenge the Process
The sterilizer often jammed. The older workers said,
"It’s always been like this. Just repair it the usual way."
But Hana refused to accept that. She assembled a young engineering team to redesign part of the valve system and schedule preventive maintenance differently.
It was risky—failure could mean criticism. But Hana encouraged them:
> “If we don’t try, we’ll keep repeating the same problems.”
The result? The sterilizer stabilized, and downtime dropped by 40%. The workers realized change was possible when courage existed.
4️⃣ Enable Others to Act
Hana understood she couldn’t lead alone. She began coaching junior supervisors, giving them greater responsibility.
Farid, a young supervisor, was shy and nervous. When Hana invited him to present in a meeting, he stammered. Instead of cutting him off, she reassured him:
"That’s a good point, Farid. Please continue—we want to hear more."
Step by step, Farid grew more confident. Other employees also received opportunities. The mill became a place to learn and grow, not just work.
5️⃣ Encourage the Heart
Whenever the team hit production targets or maintained accident-free days, Hana celebrated. Sometimes with a small meal at the canteen, sometimes with a simple certificate.
She often reminded them:
"I am proud of all of you. Without this team, the mill would never achieve this."
Workers felt valued. Their morale rose. For them, Hana wasn’t just a boss, but a leader who cared.
๐ Conclusion
Within a few years, the mill transformed. From a struggling facility, it became a benchmark for others.
Hana proved that leadership is not about power or position. It is about being a role model, inspiring a vision, daring to challenge, empowering others, and appreciating every effort.
Her journey showed that The Leadership Challenge is not just a theory—it is a practice that can change organizations, and people.
๐ Footnotes / References
1. Brown, M. E., Treviรฑo, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.
2. Berson, Y., Shamir, B., Avolio, B. J., & Popper, M. (2001). The relationship between vision strength, leadership style, and context. The Leadership Quarterly, 12(1), 53–73.
3. Yukl, G. (1999). An evaluative essay on current conceptions of effective leadership. European Journal of Work and Organizational Psychology, 8(1), 33–48.
4. Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.
5. Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78.
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