Have you seen Semarang's light-up mobils? Little bicycle-cars that put a whole flat of "lampu klap-klip" to shame in the Hari Raya season. It gave me quite a shock when I looked out of the window of the car to see that they actually shared the road as they pedalled gleefully around Simpang Lima, seemingly unaware of the fact that you could barely see them if not for the lights. It may seem unremarkable, but those light mobils gave a whole new life to Semarang's night scene as they toured past stalls selling street food (sausages everywhere). Before pasar malams went out of fashion, I'm quite certain this might have been what it felt like as people line the streets eating food prepared on portable stoves. That's why I love Southeast Asia. There's a charm to the culture unique to them that's hard to find elsewhere.
At 3p.m. earlier in the afternoon today Cik Farid said "come, let's go". Turning around from my computer I got a shock to see that the room was pretty much empty except for myself and Cik Farid. Apparently they have gathered downstairs, awaiting what Cik Farid refers to as his "Town Hall Talk". This talk is held quarterly and is carried out with the aim of motivating staff, establishing company direction and upcoming events together and highlighting areas for improvement. There was a particularly unique mood to this town hall talk. Everyone was listening, and actually internalizing what he was saying. There is certainly a difference between people who listen to be polite, and people who listen because they want to, and the aura here was certainly of the latter. It intrigued me. From upper management to even the cleaner, everyone's eyes was on him, with anticipation in their eyes and a satisfied smile on their lips. They seemed ready to run a thousand miles if asked - why was that? I wanted to think it was because they just received their bonus and a holiday was around the corner but even so, that can't be all there was to it.
So I turned to the only guy who was speaking, Cik Farid. I tried to figure out what he was doing right, and this was what I observed: His motivation was sincere. He revealed that staff that performed well was given due recognition. He also got his key management to present themselves and he bluntly put forward that if he was at it alone without their help, Micromart wouldn't be where it is today. This recognition and worth was even provided to support staff like the cleaner who ensured that the office was free of even a speck of dust at any point in time. In establishing the company direction, he also made sure that they felt a sense of belonging and stake in the direction the company was going. It was as much their company as it was his. I believe that's pretty smart. Sense of loyalty and belonging to companies are getting less and less common in this time and age where company loyalty may potentially result in stagnancy.
The last part was interesting, how he actually highlighted areas of improvement in front of everyone. Some of his examples include his awareness of moonlighting activity, friction as a result of communication break downs and he even narrated stories of former employees he asked to resign from the company. These problems can clear become a liability to operations, but Cik Farid actually made sure that the point of his message was not finger pointing. Names weren't mentioned and it was clear that was not the focus, but instead directed the focus of his employees into what he wants them to take away from the feedback he was providing. There was no criticism, or even snide remarks out to shame. It was just him appealing to his staff to also share his concern and refrain from performing such issues.
Following the talk his staff actually arranged a dinner to break fast together. Apparently Cik Farid had no hand in the organizing of this activity, but he looked pleased that his staff were making an effort to spend time together outside working hours and enjoy themselves. He didn't even step into the limelight, observing them from the side as he enjoyed his own meal and snapped pictures discreetly. I think it was fascinating when you're actually looking at the manifestation of the company culture that he has strived to cultivate amongst his staff.
In my conversation with Cik Farid today as well he talked about the importance of having EQ to be a leader that can move people. Several times we tend to use the phrase "No EQ" as a means of labelling someone without empathy. However, he narrated that EQ does not have to be something you're born with. He told me that when he was younger he was not the same man he is today, and that along the way he learnt to develop empathy, to be sincere and think for others. Experience goes a long way in developing a person, and it's not so much about age rather than what you have been through. With an awareness of your own strengths, your experiences and tempering it with empathy - your leadership capacity will certainly be built up.
At night after working hours we continued some rounds around a few outlets for spot checks. Reaching the office at 7am he is the first to be in the office, and he's also one of the last. I wondered why he wouldn't leave checks for tomorrow rather than frighten cashiers with a spot check right before closing. However, he told me what he was really doing as well was to follow up with what his employees said they have done. This is one of the ways by which he ascertains that work is done thoroughly. As he says "when I check myself, there's no way they can bullshit me. Their credibility is at stake". I asked him about times when he had to make hard decisions and he said that he has to do it. You can't be liked by everybody. I suppose in the world of business you have to remember what is best for everyone. If people become a liability it would not only be unfair for yourself, but everyone else involved as well who will take two steps back from achieving their vision.
By the time I reached my room it was coming to midnight.
"This is life as an entrepreneur. Most importantly, you must have passion in what you do". "So what made you passionate about opening mama shops?".
"Oh I get to see cash everyday" he said, beaming and clutching the rupiahs in his hand from the cash register whose numbers he was tallying.
Apparently the simplest of responses can also be the most honest.
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