Ever heard about the 12th player in a football team? Probably not.

But attend any football match and you will find him. Not on the field of play. Not even on the substitutes’ bench — but in the terraces or in front of a television set.

I am not talking about the die-hard fan, cheering on his team or booing the other side, but the ubiquitous 12th player. Ostensibly on the same side, who thinks he can do better than his own team, but without playing. Shouting himself hoarse, telling the players, the goalkeeper, the coach or manager and even the referee how to play the game better, but without actually getting into a PT kit.

The same goes for leadership. Apart from having to deal with the problems at hand, people in positions of leadership very often meet the proverbial 12th player — griping and complaining about what has not been done, what ought to be done and how and why it should be done.

The hardest thing for a leader to do is to meet the expectations of those he has to lead. Some support loyally and take part in the process. Some remain indifferent no matter what you do and however effectively. Yet others may work against you or criticise you, in the pursuit of their own interests or agenda. And a leader elected to his position has to take this in his stride. Whatever happens, he must not succumb to the cynics.

Cynicism is deadly. It bites everything it can reach — like a dog with a foot caught in a trap. In fact, the root of the word ‘cynic’ is the same as the Greek word for ‘dog’.

Cynicism devours itself and drains us of the will to improve, diminishes our public spirit, saps our inventiveness and ultimately withers our souls. Although cynics profess a world-weariness that may be mistaken for frankness, constructive criticism or even wisdom, it is usually mere posturing. The cynic will claim not only to have seen it all, they would have seen through it all. Such cynicism has the effect of putting down the aspirations of others wanting to make a difference and undermines the work of those who toil in quiet places and for little reward to lift the fallen, comfort the afflicted and protect the weak.

With the 12th player, criticism comes, not as he stands shoulder to shoulder with the leadership, contributing to the tasks ahead, but from the far-off terraces, just loud enough to be heard, but away from where it matters most in the game.

The fact of the matter, in the words of Rudolph Giuliani, is that ‘everyone’s accountable, all of the time’. So in as much as a leader is accountable to his people, his people are likewise accountable for how much a leader can achieve from the support (or conversely apathy) that is given to him. This support can be the intangible support given by a silent but supportive majority, the actual support in the form of encouragement and active participation alongside the leadership, and the support given by those employed to set up the infrastructure that the leadership relies upon to provide competent and effective administrative service.

We all need to be responsible in our actions and words, not only as leaders but also as subordinates. More so when a certain level of professionalism is expected from the subordinates due to their training and remuneration. People are usually not impressed by replies of ‘someone will get back to you’, unless someone really does get back to them. And no leader can manage his vision if the follow-up action gets caught up in a web of bureaucracy or red tape, coupled with a paper trail created purely to provide a ready excuse or to avoid accountability. This may protect the creator at the beginning but beware, as your lies or inadequacies will find you out eventually; the ‘Enron’ saga is but an example, whistle-blowers and all.

How we feel about our leaders is a very personal thing. This is true whether they are organisational leaders, political leaders, supervisors or role models. Being a good leader means different things to different people at different times. A leader is good if he agrees with us and validates our opinions. That same leader is transformed into a know-nothing when he disagrees with what we believe to be the truth.

Some would want their leader to fight every battle; others would expect him to discern which battles are worth fighting for. Yet others may not appreciate the leader who makes a decision purely as a choice between good and evil or right or wrong. The fact is that in the real world, leaders have to make decisions which are multi-dimensional, usually between two imperfect remedies, and on criteria that encompass long-term goals and plausibility. Leaders must utter unpleasant and uncomfortable truths, and not just mouth soothing platitudes.

Any leader is only as good as his word when it comes to communicating beliefs and ideas. But hypocrisy in decision making should never be condoned.

Experience teaches and history shows that people identify more and are willing to overlook more of a leader’s shortcomings if he convinces them by words and actions that he cares — cares about those being led and the cause or goal they ask others to achieve. This is important for the leadership to understand and communicate to its followers.

Volunteer leadership can sometimes be even harder and more challenging than paid leadership. A volunteer leader puts himself forward purely towards service, without tangible rewards, but that does not stop the populace from having the expectations from him which entail much investment of time, effort and personal sacrifice (and at times his own finances). Moreover, as his motivation is clearly not money, people may read into his vision all kinds of other motivations. But it must be recognised that a personal investment of time, effort and care cannot be faked or substituted; its absence renders the leader one in name, but not in substance. One has to put in the elbow grease before calling upon your people to do it. Delegation should not be abdication.

We are all more likely to be extra effective if it is obvious that the bottom line is that we care and hold dear, principles of transparency, honesty, integrity and accountability. Otherwise, we cannot expect the troops to have a care about them or the mission. Investing your personal assets of time, effort and caring will pay back big intangible dividends to you, to those you work with and to the mission at hand in terms of support and appreciation. But don’t count on it from the 12th player.

The past three years of my presidency have been an illuminating experience for me. There are many things from my experience which I can leave you with, but apart from what has been said above,

I leave the rest to your reflection and assessment.

To those who continue to sacrifice time and effort in leading the Law Society, I wish you well. To those who continue to support the Law Society, I thank you for your faith. Cynicism or faith: it is your choice. Each has the capacity to take root in your souls and shape your lives as self-fulfilling prophecies.

So to those who choose only to speak out from the terraces, I say, it is all very well to beat your chest and cry ‘Tarzan’, but if you want to see a difference and make a difference, stand up and be counted. Have a ready will and walk, not idle time and talk.

On a personal note, I want to say that I would not have been able to undertake my work at the Law Society without the understanding and encouragement of my wife and children, or the unstinting support of my staff and my Chambers.

As I have said before, a leader’s courage to fulfil his vision comes from passion, not position. Although this will be my last President’s Message to you — at least for a while — yet do ‘I have promises to keep, and miles to go before I sleep’.

After all, life, like leadership, is also not a spectator’s sport.

Palakrishnan, SC
President
Law Society of Singapore