Following in the footsteps of Aristides

There are many things that demand the ‘Aristides’ infusion in the public sector including the basics of time-keeping, service delivery and discipline.

WHEN the Spartans handed the government of Greece to Athenians, it required the transferring of common riches and resources to the new government.

This included a new policy for governing the treasury, as well as a new tax structure.

The task was to find a person of sufficient virtue and integrity to undertake the duty faithfully, as it was to be an employment so trusted that it related to government matters, yet so public that it mattered to public affairs.

A search followed. All eyes were cast on Aristides.

The new government invested in him full powers to levy a tax of his own fixing; such was its confidence in his wisdom, honour, integrity and sense of justice.

Aristides presided over the government’s treasury with the trustworthiness and devotion of a man caring for his own family treasures. He was able to bridge differences sowed by varying visions and opinions.

He explained, he engaged, he reached out. He was renowned for having silenced the critiques and foes, and gained the esteem of all good men. In his later years, he was better known as “Aristides The Just.”

“Aristides”, in its dogma and doctrines, encapsulates dignity, discipline, honour and integrity. These virtues cannot be told, they must be nurtured. They cannot be written, they must be learnt.

They cannot be imposed, they must be inculcated.

They cannot be from fear but of belief and conviction. They are virtues we collectively imbue. No one person alone can ensure this. No one system can enable this. It is dependent on the eco-system we collectively foster as a society.

From our homes to our schools to boardrooms, when we each institute, inculcate, demand and act on these simple virtues of life, it will infiltrate into all levels of society.

When at every level of our society we call on our own “Aristides”, we wouldn’t need enforcers, arbitrators, and referees to oversee us. We are our own judge and jury.

The characteristics of Aristides are not prophetic, I would concede, but of a simple man who believed he would do unto others as he would have them do unto him. Serve as you like to be served.

Taking this to the present day, and localising it to the public sector, there are many examples that desperately demand the “Aristides” infusion. From the basics of time-keeping, service delivery and discipline, we need to improve radically.

Many a comment has been received, letters written and opinions made on the lack of discipline among public officials. In the main, we appear to be revered for our “teatime-keeping” badge. Our job schedules, it is said, are designed around tea breaks, or coffee, for that matter.

This may be true, in part or in whole.

But it may also be true from our own perspectives and predisposition of service. Whichever it may be, the essence of service, in my mind, must be rooted in our own self-dignity, first and foremost.

What one gives out is often and always a reflection of the Self. So when we are faced with a rude bank teller, an uncouth waiter, a lackadaisical public official or a shoddy physician, that service is a reflection of how that person views his/her job.

When there is no pride in our jobs, how can there be in its outcome?

This is the essence and crux of bad performance, I would contend. The virus of “lack of pride” is the cancer of “non-performance” and all that it entails.

Governments, organisations and institutions can develop plans, programmes, training and evaluation systems.

But the greater responsibility lies with all of us. It lies in the values with which we bring up our children, nurture our employees, and empower our organisations.

Nothing is more soul destroying, then, when a young graduate reports for duty all enthusiastic and ready to make a difference, and is greeted by a sloppy boss. Equally, nothing is more frustrating than a leader “endowed” with a team which lacks a sense of urgency. These scenes, I am certain, play out across sectors and industries, public and private alike.

As leaders, mentors, parents and governments, our greater focus needs to possibly be in imbuing work pride, even the most menial. Menial it may be to you and me, but it is not for the one who gets up and puts his clothes on, leaves his/her family to see that work through for the day.

Our jobs are not only significant when we sit in a leather chair.

The one who ensures the water pumps work in a timely manner so that people get uninterrupted water supply, the nurse who oversees a critical-care patient through his rehabilitation when even the patient’s family is not able to, a teacher who goes to rural areas leaving behind comfort for the sake of educating, a waiter who cleans after uncouth patrons following a meal, or a garbage or sewerage cleaner and a soldier in the line of fire – all, yes all, are people of consequence.

Their jobs are all significant. They are the components of competitive Malaysia, in part and in full.

When we each encourage job pride, criticism and critiques will be seen positively, tribulations faced optimistically, and struggles overcome with strength. Why? Because in our focus is not self, but responsibility. Our focus is on doing the responsibilities justice.
As people are made to feel important, given regard, they strive towards new benchmarks each time. They will walk the extra mile and go the distance. Talking down, humiliating and showing disdain and indifference do not make us greater leaders, better parents or remarkable teachers.

The magic formula, I feel, lies in how we bring the best out of a seemingly recalcitrant employee, a truant child and a rebellious teenager. The easier route is to sideline, cold storage, and show rage, which we must if all else fails!

The harder task is to reform their characters for better performance.

Malaysia must start taking this road less travelled in the public and private sectors, media fraternity and civil society. This would be the bedrock of our innovative culture.

Discipline and precision at work, fortitude and commitment should no longer be seen as a rare trait, commended when seen, sighed over when not. The market must demand that our services, all services, requisite these as basic traits.

We all contribute to Malaysia, on equal terms in our own unique ways.

Our expectations of service, from the most senior official to a janitor, must be the same across industries and sectors, for that is only just.

We cannot insist on excellence in one sector, while turning a blind eye to another.

We need to collectively start reforming and evaluating character for optimal performance and productivity. The latter cannot be, without the former. The brains are like muscles, it is said. It can be for hire, one can pay for its use. But character can never be for sale, never be traded.

Harry Truman, the 33rd President of United States of America, had a three-word motto on his desk, “Always do right”. He believed in doing the “right” thing even when no one was watching.

Plato said that of all the great men of Athens, Aristides was the only one that could be admired. A story has it that at one time when the Athenians were voting for whom to be sent into exile, an illiterate farmer who did not know Aristides asked him to write a name on a piece of pottery.

Aristides asked what that name should be. The farmer replied “Aristides”. Aristides dutifully wrote his own name, and then asked what harm Aristides had ever done him.

“None at all,” the farmer replied, “but I’m sick and tired of hearing him being called ‘The Just’ all the time.”

I must call on my own Aristides more!

> The writer is the Chief Secretary to the Government.