KUALA LUMPUR: In an increasingly challenging global business landscape, from cost pressures driven by geopolitical conflicts to structural shifts such as remote working, top organisational leaders are now facing a new reality: the ability to continuously learn is no longer optional but a strategic necessity.
Business Strategy and Corporate Leadership expert, coach Alan Low, emphasised that many chief executive officers (CEOs) still view training as the sole responsibility of the human resources (HR) department for employees, while choosing not to participate in structured self-development themselves.
“Some CEOs approve training budgets but exclude themselves. That is not confidence, to be frank, that is ego. This attitude always comes with a cost that is ultimately borne by the organisation,” he said when interviewed at his book launch here recently.
He explained that among the key challenges organisations face today are misalignment within leadership teams, inconsistent decision-making, a reactive (firefighting) work culture and excessive dependence on a single individual at the top.
According to him, these issues are often perceived as operational weaknesses, when in fact the root cause may lie in leadership gaps that remain unaddressed at the CEO level.
"Organisations do not break down from the bottom up but from the top down. If leaders do not grow, the organisation will remain at the same level,” he added.
With 30 years of experience in corporate and training, he noted that in today’s environment, characterised by global economic uncertainty, rising operational costs and changing workforce behaviour, CEOs who fail to upskill risk making decisions based on outdated approaches that are no longer relevant.
“In times of crisis, the difference between CEOs who continue to learn and those who do not will become increasingly clear. Those who lack motivation will continue to rely on old approaches, ultimately affecting company performance,” he said.
He added that in Malaysia, there is an existing training ecosystem that supports leadership development through various organisations. Under current guidelines, directors, owners or partners who draw salaries are also classified as employees and are eligible to participate in relevant training programmes.
However, the main challenge lies not in access but in mindset and organisational culture.
Further elaborating, Alan stressed that the “hero CEO” leadership model is no longer suitable in today’s complex and dynamic business environment.
“Organisations that depend on a single individual may appear strong in the short term, but it is not sustainable. Leadership today requires systems, execution discipline and clarity of direction, not reliance on a single ‘hero’,” he said.
He also advocated for coaching-based learning, adding that the real issues hindering organisational growth among top leadership should be addressed, rather than merely treating symptoms.
“CEOs do not need more motivation; they need clarity on the real problems and the discipline to implement solutions consistently,” he said.
In efforts to build future leadership, Alan is set to host an exclusive masterclass for a group of CEOs scheduled to take place this September.
He emphasised that leadership development is a critical factor in determining the direction of an organisation.
“If CEOs truly want to grow their companies, they must begin by growing themselves as organisational standards often reflect their leaders,” he said.
Meanwhile, his latest book, THE CEO MASTERCLASS: Build the Business, Lead the People, Leave the Legacy, has been published in English and will be translated into multiple languages to meet the needs of leaders in Malaysia and across the ASEAN region.
Visit www.ceocircle.com.my for more information.
