As NPC began to grow its reputation and connections, the organisation was invited to many events within the industry, allowing Ahmad Berek to meet all kinds of people at these multi-racial events and have unique experiences. This was what developed his affinity for people. At the core of many great leaders is high emotional intelligence (EG). EQ is the ability to identify and manage one’s own emotions and others as well. This is a skill found in many great communicators and leaders who use it to connect with others on a very human level. As a people person, Ahmad Berek possessed strong EQ which resulted in strong people skills. He fostered strong connections with NPC’s stakeholders, building their confidence in him. In the office, he would ensure he had good rapport between himself and his staff.

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One could describe NPC’s former DDG as a born leader. As a young boy, Ahmad Berek’s leadership skills were apparent. He was often elected for leadership positions in primary and secondary schools, such as class monitor and captain for his school’s sports team. Ahmad Berek enjoyed taking up leadership positions, not because of the power but for the reward of leading others towards excellence. Interacting with people and developing them are a source of joy for him which is why he finds that being people-oriented is the first and foremost quality to have as a leader. “If you find yourself adverse to people, you cannot become a leader,” he advises. “A leader’s role is to develop and empower people and you cannot do that if your first thoughts about people is disdain.”

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As for Mah Lok’s leadership style, one might describe the former director-general as a “people-centric” person with good governance. The concept of governance and leadership are intertwined, where both are critical for the achievement of MPC objectives. Having good governance enables a leader to be responsive to the present and future needs of the organisation, exercise prudence when it comes to setting policies and making decisions while also ensuring the best interests of stakeholders. Throughout his tenure, Mah Lok found it important to have good governance as it sets up one as a well-intentioned leader who can be relied on for his transparent, responsive, effective and inclusive manner of leading. It was no surprise that Mah Lok had a reputation as a mentor-like figure and hands-on leader who would guide his staff throughout projects. Ever keen to share his experiences with his team, he would help them form insight and develop their own processes from his own experiences.

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Tuan Haji Mah Lok Abdullah is the former director-general of the National Productivity Corporation (NPC), now known as the Malaysia Productivity Corporation. His tenure with MPC began in 1972 as an officer who conducted industrial engineering trainings and worked his way up to lead the productivity promotion unit and later became the director of consultancy and productivity research. His educational background in mechanical engineering and industrial engineering gave him an advantage in his work with keen analytical and problem solving skills. In 1999, Mah Lok was seconded to be the Director-General of Standards Malaysia. As “productivity and quality are often referred to be the two sides of the same coin,” Mah Lok’s experiences in MPC and Standards Malaysia give him the added advantage in driving organisational excellence and business competitiveness.

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Knowing that different people have different needs and perspectives helped him become an influential presence during his presentations and training sessions. As a trainer, he was put in a position to influence others. To do so, he learned to be engaging. With his energetic stage presence and fluent presentation skills, Mustapha establishes himself as somebody worth listening to. People were drawn to this enthusiasm and readily paid attention to his presentations. His charismatic methods would eventually help him gain the respect of his team when he ascended as Deputy Director-General.

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