GREAT leaders have mastered the power of strategy and leading with context.
In this column, I (JN) engage Herry Heresy (HH).
Herry has a career in banking spanning over 20 years, with executive or leadership qualifications from reputable institutes such as Insead France Business School Alumni, MBA University of Gloucestershire and he is member of the Ministry of Industry-formed — Local Industry Content Committee.
His area Expertise includes Structure, Trade Finance and Retail Banking.
- Let’s start off with your background as a leader. How did you start, why did you start, and when did you start?
HH: I think it started off when there was some level of religious awakening.
I was born to understand purpose. I was born for a reason.
I was born to reflect, or should I say, to manifest that which the Lord had deposited within me.
So I understood that when I was in primary school. That’s when I had religious consciousness.
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Then, obviously, being the first born as well, I understood very early on that I had to represent the family name well.
This sense of purpose, along with my religious awakening, fostered a desire for self-leadership.
Leadership starts with self, doesn’t it? Yes, so I had to ensure that I was leading myself first. I set goals for myself and had the discipline to follow them.
In high school, I was selected as the head boy, which was my first official leadership role.
From there, I naturally transitioned into banking.
I’ve always been goal-oriented and clear about what I wanted.
I didn’t need external motivation to pursue my goals.
I was a self-actor who knew what was required, and my transition in the corporate space was rather seamless.
I prepared myself to be the best version of myself at all times, and that brings me to where I am today.
JN: As you transitioned and changed roles, was there a need for you to self-develop?
HH: Yes, you have to develop the muscle. Potential alone does not convert.
There needs to be a transformational process where you substantiate your potential.
This can be through education, going to school, or seeking mentors, or people at the pinnacle of their craft.
It takes humility to approach them and ask about the key tenets that have contributed to their success.
That preparation equips you for the challenges ahead, allowing you to learn from their experiences instead of making the same mistakes.
JN: Your area of interest is strategy and values. Let’s talk about strategy. How essential is strategy, and what does it mean to you?
HH: Strategy is about gaining a competitive edge.
It’s about determining how to differentiate yourself in a market that’s increasingly competitive.
Without strategy, there’s little reason for a client to choose you.
Essentially, strategy is your plan to outmanoeuvre, outperform, and outpace the competition.
These are the conscious actions you intend to take.
JN: With the rapid technological advancements, how do you stay agile in the face of change while maintaining your strategy?
HH: Depending on the level of strategy, we can differentiate between business and corporate strategy.
Business strategy today includes concepts like operational excellence and innovation.
Companies like Apple thrive on product innovation, while AI tools can enhance efficiency by handling tasks traditionally managed by humans.
This is where adaptability becomes key.
JN: Let’s move on to values. What is their importance in the context of strategy?
HH: Strategy alone isn’t sustainable without execution.
Values play a crucial role in informing how effectively strategies are executed.
They enhance motivation and adherence to goals.
If a society embraces discipline and hard work as values, the execution of plans becomes seamless.
JN: I ’ve been reading about the discipline of Toyota, in the book The Toyota. Can you discuss the importance of discipline personally and within a corporate setting?
HH: Discipline is often the distinguishing factor between success and failure.
It removes emotions from the equation and ensures that tasks are completed simply because they need to be done, irrespective of feelings.
Successful individuals, like elite athletes, adhere to strict routines and dietary regimens not for enjoyment, but out of a commitment to their goals.
JN: In terms of leadership, how does discipline relate to a leader’s role and understanding their purpose?
HH: The “why” of leadership is about conveying motivation and ensuring that everyone understands the underlying reasons for their tasks.
This requires strong communication and a shared vision to prevent disconnection.
JN: What keeps a leader growing?
HH: It’s the ability to continuously unlearn and relearn.
Great leaders remain curious and seek new insights, constantly sharpening their skills to stay relevant in a changing world.
JN: How do leaders effectively manage people, keeping in mind strategic goals and changing dynamics?
HH: Authenticity, accountability, and integrity are key.
Modern employees are more influenced by actions than words.
A leader must embody the values they wish to instil in their team, demonstrating commitment and ensuring alignment with shared goals.
JN: Is it beneficial for leaders to show vulnerability to their teams?
H.H: Yes, showing vulnerability can make a leader more relatable and humane.
It’s important to acknowledge failures and demonstrate how to rebound, as valuable lessons often come from setbacks rather than successes.
JN: Lastly, are there biblical values that can be implemented in a corporate context for effective strategies?
HH: I draw inspiration from biblical figures, like Joseph, who exemplified humility, service, and discipline while navigating challenges.
His story illustrates the importance of deferred gratification and forgiveness, qualities that can enrich the corporate landscape and guide effective strategy execution.
