Ejada in the age of intelligence and empathy
Published: 05:07 PM,Jul 17,2024 | EDITED : 09:07 PM,Jul 17,2024
The Sultanate of Oman, by deploying Ejada, has taken significant strides towards embracing leadership best practices.
In today’s era of digital transformation, AI and evolving workplace dynamics, performance management systems like Ejada, which means excellence in Arabic language, play a significant role in guiding institutions toward sustained progress and excellence.
Ejada, the Performance Management System for employees in government units in the Sultanate of Oman, is implemented across various ministries and authorities under the supervision of the Ministry of Labour. For leaders, bringing back empathy, adopting the right mindset is pivotal in leveraging such systems to their fullest potential. They can choose between an abundance mindset, which fosters growth and collaboration, or a scarcity mindset, which often leads to unfair competition and institutional weakness.
Abundance mindset
An abundance mindset is characterised by a belief in the potential for growth and improvement for everyone involved. Leaders who embrace this philosophy are typically more open to innovation, collaboration, and empowering their teams. For instance, Chinese leaders transformed the nation’s culture by shifting from a fixed mindset to a growth-oriented one. They encouraged the Chinese market to learn, grow, and collaborate, which significantly boosted Chinese innovation and market performance. Similarly, New Zealand Prime Minister Jacinda Ardern has shown how empathetic leadership and a focus on collective well-being can drive national progress. By prioritising the mental health and well-being of citizens, Ardern has fostered a more inclusive and progressive society.
In the context of Ejada, an abundance mindset among leaders of institutions in Oman can lead to more effective utilization of the system. It can encourage a culture where employees feel valued, supported, and motivated to improve their performance. This, in turn, can drive better outcomes for government units, fostering a more efficient and innovative public sector. By viewing Ejada as a tool for growth rather than merely a mechanism for evaluation, leaders can inspire their teams to strive for excellence and continuous improvement.
Scarcity mindset
On the other hand, a scarcity mindset is often rooted in fear and competition. Leaders with this mindset tend to view resources as limited and success as a zero-sum game. This perspective can lead to unhealthy competition, siloed thinking, and a reluctance to share information or collaborate. One notable example of a scarcity mindset is seen in the leadership style of some organisations that emphasise short-term gains over long-term sustainability. For example, under certain periods of leadership, companies like Wells Fargo experienced scandals due to a cutthroat culture that prioritised profits over ethical practices and employee well-being. Such an environment stifles innovation and can lead to significant reputational damage.
In the case of Ejada, a scarcity mindset can hinder the system’s effectiveness. Leaders who focus solely on rankings and punitive measures may create an environment of fear and mistrust. Employees might become more concerned with avoiding mistakes than with innovating and improving. This not only stifles creativity but also undermines the potential benefits of Ejada. Instead of fostering a culture of growth and continuous improvement, a scarcity mindset can lead to stagnation and a decline in overall performance.
A global role model
The Sultanate of Oman, by deploying Ejada, has taken significant strides towards embracing leadership best practices. This system reflects a commitment to fostering a culture of accountability, growth, and continuous improvement within government units. The late His Majesty Sultan Qaboos bin Said serves as a global role model in this regard. His leadership was characterised by a vision of growth, inclusiveness, and a deep commitment to the well-being of the Omani people. Sultan Qaboos’s legacy underscores the importance of an abundance mindset in leadership. His emphasis on education, healthcare, and infrastructure development has laid the foundation for Oman’s progress and prosperity.
Performance management systems like Ejada are vital tools for modern leaders aiming to drive institutional progress. By adopting an abundance mindset, leaders can leverage these systems to cultivate a culture of growth, collaboration, and continuous improvement. The Sultanate of Oman’s implementation of Ejada signifies a commitment to such progressive leadership principles. As leaders worldwide look for models of effective leadership, analyzing the style and legacy of His Majesty Sultan Qaboos bin Said can provide invaluable insights. His approach to governance, rooted in empathy and a vision for collective growth, remains a shining example for leaders striving to make a positive impact on their institutions and societies.
Ejada, the Performance Management System for employees in government units in the Sultanate of Oman, is implemented across various ministries and authorities under the supervision of the Ministry of Labour. For leaders, bringing back empathy, adopting the right mindset is pivotal in leveraging such systems to their fullest potential. They can choose between an abundance mindset, which fosters growth and collaboration, or a scarcity mindset, which often leads to unfair competition and institutional weakness.
Abundance mindset
An abundance mindset is characterised by a belief in the potential for growth and improvement for everyone involved. Leaders who embrace this philosophy are typically more open to innovation, collaboration, and empowering their teams. For instance, Chinese leaders transformed the nation’s culture by shifting from a fixed mindset to a growth-oriented one. They encouraged the Chinese market to learn, grow, and collaborate, which significantly boosted Chinese innovation and market performance. Similarly, New Zealand Prime Minister Jacinda Ardern has shown how empathetic leadership and a focus on collective well-being can drive national progress. By prioritising the mental health and well-being of citizens, Ardern has fostered a more inclusive and progressive society.
In the context of Ejada, an abundance mindset among leaders of institutions in Oman can lead to more effective utilization of the system. It can encourage a culture where employees feel valued, supported, and motivated to improve their performance. This, in turn, can drive better outcomes for government units, fostering a more efficient and innovative public sector. By viewing Ejada as a tool for growth rather than merely a mechanism for evaluation, leaders can inspire their teams to strive for excellence and continuous improvement.
Scarcity mindset
On the other hand, a scarcity mindset is often rooted in fear and competition. Leaders with this mindset tend to view resources as limited and success as a zero-sum game. This perspective can lead to unhealthy competition, siloed thinking, and a reluctance to share information or collaborate. One notable example of a scarcity mindset is seen in the leadership style of some organisations that emphasise short-term gains over long-term sustainability. For example, under certain periods of leadership, companies like Wells Fargo experienced scandals due to a cutthroat culture that prioritised profits over ethical practices and employee well-being. Such an environment stifles innovation and can lead to significant reputational damage.
In the case of Ejada, a scarcity mindset can hinder the system’s effectiveness. Leaders who focus solely on rankings and punitive measures may create an environment of fear and mistrust. Employees might become more concerned with avoiding mistakes than with innovating and improving. This not only stifles creativity but also undermines the potential benefits of Ejada. Instead of fostering a culture of growth and continuous improvement, a scarcity mindset can lead to stagnation and a decline in overall performance.
A global role model
The Sultanate of Oman, by deploying Ejada, has taken significant strides towards embracing leadership best practices. This system reflects a commitment to fostering a culture of accountability, growth, and continuous improvement within government units. The late His Majesty Sultan Qaboos bin Said serves as a global role model in this regard. His leadership was characterised by a vision of growth, inclusiveness, and a deep commitment to the well-being of the Omani people. Sultan Qaboos’s legacy underscores the importance of an abundance mindset in leadership. His emphasis on education, healthcare, and infrastructure development has laid the foundation for Oman’s progress and prosperity.
Performance management systems like Ejada are vital tools for modern leaders aiming to drive institutional progress. By adopting an abundance mindset, leaders can leverage these systems to cultivate a culture of growth, collaboration, and continuous improvement. The Sultanate of Oman’s implementation of Ejada signifies a commitment to such progressive leadership principles. As leaders worldwide look for models of effective leadership, analyzing the style and legacy of His Majesty Sultan Qaboos bin Said can provide invaluable insights. His approach to governance, rooted in empathy and a vision for collective growth, remains a shining example for leaders striving to make a positive impact on their institutions and societies.