This article first appeared in Forum, The Edge Malaysia Weekly on May 23, 2022 - May 29, 2022

When mentoring the younger generation, I am often asked what I do when the odds are stacked against me, when the future is uncertain, when headwinds are strong.

I always say three things: “You own your own story”; “You are young and limitless”, “Evolve, pivot along this disruptive journey”.

Some will quickly, and rightfully, argue: “Easy to say, harder to do.”

Having led great teams, seen the failure of some and navigated through murky waters, the courage to stand up for what we believe to be true and for our core values is what pulled us through and, better yet, allowed us to thrive.

Here are a few insights from my career, including pioneering some of the firsts in Malaysia’s banking industry.

I believe my pursuit of excellence began as a child, watching my father run several businesses in the small town we lived in. I was caught up in that environment of entrepreneurship and the awareness of a burgeoning economy, where he was always diligent and opportunistic. He was a prime figure in our community.

When my father suddenly left us, I was still a young teen. It was my first sense of crisis and of losing the protection of a parent. That began my real-life education where I learnt to accept, adapt and awaken the instinct to survive and thrive. I am definitely stronger for it. I had the courage to stand up, ask and learn from others while pushing through, despite my insecurities.

The same can be said of the Merdeka Award candidates. They stand out for their confidence and strong mindsets, which enable them to boldly take action and pursue their goals. Grounded in resilience and the willingness to push beyond the pain with patience, they are constantly in pursuit of knowledge and researching to add value to their innovations for mankind and the community. Through this, they become better versions of themselves, embodying the pursuit of excellence.

A year before graduating with an economics degree from the University of Malaya, I put in a request to convert my scholarship to a loan. This allowed me to enter the private sector to work with an American bank. While there, I asked to switch from an economic research role to a corporate banking frontline position.

These two bold moves reflected my self-confidence and solidified the future direction of my career. But it was not possible without putting in the hard work to be ready when opportunities arose. For instance, the corporate banking sector was very much a boys-only club then. I pleaded for a chance to sit for the relevant exams, took them and aced them. Thus, I was ready with the qualifications required of the roles I wanted when the time came.

Later, I was given one week’s notice to pursue a new role overseas. I packed my bags and left for the Philippines, then to Hong Kong, to ride the bank’s growth in Asian countries. I travelled extensively to Japan and South Korea and honed my skills, learning from many smart people across the globe.

Some cast their bets on Lady Luck. I say luck is the outcome of hard work and preparing oneself so that when an opportunity arrives, you can boldly grab it.

During the peak of the financial crisis of 1997/98, I was the CEO of two banks concurrently. For some 18 months, I had two different boards to report to. I was also the first woman CEO of a commercial bank in the country and my leadership was therefore under scrutiny. At the peak of my career, I managed a total of 11,000 staff, who depended on many of my decisions. A huge responsibility!

I have been through good times and bad. I led an underperforming bank to a stable state, and I navigated the first merger and acquisition of a bank in the country — then a new foray for the banking sector in Malaysia. I had to think laterally, dig deep, ask questions and break layers to identify the root or triggers of an issue or to size up opportunities.

Whatever actions I took were with the big picture in mind and with the support of the board’s leadership and their understanding of the company’s capacity, as well as implications to stakeholders or the community served. We build trust from engagement, through our actions and from sweating what matters.

Pushing beyond self-doubt and taking risks can be scary. But personal convictions folded in with expertise and advice where needed have accorded me the courage to push forward with sometimes unpopular decisions. It becomes easier when your decision is supported by data and science or facts, while you are very clear about the implications of the decision.

I am guided by having an “owner’s mindset”, understanding the capacity of the organisation and knowing when to walk away from unnecessary risks to ensure the company’s sustainability. You must understand what is not within your control and be realistic. Through the many acquisitions I led, I am humbled and grateful for the opportunities to help shape the banking industry in Malaysia into what it is today.

These indeed made me and the teams I led more resilient and able to foster a culture of innovation and excellence, to make the organisations we served stronger.

Fear and purpose are twin compasses that guide our actions. When my actions align with my values, I feel fulfilled and at peace.

Professor Eugene Soltes from Harvard Business School wrote a book titled Why They Do It, which explores why many successful and powerful people in the end give in to hubris, or excessive pride, which leads them to overstep boundaries and succumb to misconduct that leads to their downfall and the ruin of their organisations. Along the way, they lost sight of their values and the purpose of the organisations they led.

Staying authentic in the age of social media is sometimes a challenge. Follow your own voice and be very clear about your principles.

When under pressure, our capacity to be creative and innovative can be boundless. There is a hidden strength that will be realised when we are pushed or seem derailed. Even at that last stretch, you will be amazed at your ability to recover. Have the courage to pivot and adapt.

If I look back at all I’ve experienced and done, I would say the pursuit of excellence involves the courage to fail, to pivot, to stand up and rebuild, and to learn from one’s failures. The result: a better version of ourselves.

Imagine the difference to our community and society if every one of us chose to be the best version of ourselves — we would have a better community and a better civil society.

Datuk Yvonne Chia is an independent member of the board of trustees, Merdeka Award Trust. In 1996, she was appointed group CEO of RHB Banking Group. In 1998, she concurrently helmed Sime Bank while being CEO of RHB Bank. From 2003 to 2013, she was group CEO of Hong Leong Banking Group. She was also a two-time finalist in the CNBC Asia Business Leaders Awards and was among Forbes Asia’s 50 Businesswomen in the Mix in 2013.

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