06/07/2025

ON SUNDAY JULY 6, 2025 theSunday Special V

be their best in both their professional and personal lives.” She’s quick to note that these measures benefit men, too, encouraging a more balanced approach to parenting and work. Don’t wait for permission Her answer is firm when asked what she’d say to young women hoping to lead in fields like finance and economics. “Don’t wait for permission to lead. Step up. Be curious. Ask the questions others are afraid to ask. And when you make mistakes, as we all do, don’t let them define you. Let them refine you,” she advised. She believes this spirit of self-belief, combined with humility, carries people through the rough patches. “Surround yourself with people who believe you and can be honest with you. But more importantly, believe in your self,” she added. When the climb gets tough, “Remem ber why you started.” Nor Shamsiah has had her own share of “ups and downs”, but her compass has remained consistent: Policies that improve the lives and livelihoods of people. “That was always the reason for doing what I do. And once you’re in a position of influence, look back and lift someone else. One of the most powerful things we can do as women is to create space for others to rise,” she said. The weight and the reset When asked how she balanced the stress of such a high-pressure role with personal life, she didn’t sugar-coat the answer. “Honestly, striking the right balance is never easy. There were times in my life when work consumed everything,” she admitted. The pandemic was especially difficult. As Governor, the burden of making decisions that affected national stability and livelihoods was immense. “We had to take measures which we believed were good and important for the country, but weren’t always popular. It’s hard to walk away from that at the end of the day and just switch off.” What sustained her through those moments was purpose and people. “I leaned heavily on those around me – my family and friends. I’m deeply grateful for their understanding and their strength.” Now and next Having since retired, Nor Shamsiah is reclaiming time for herself. “When I was Governor, I didn’t really have much time for myself. The demands of the job often blurred the boundaries between work and rest,” she laughed. Still, one habit she maintained through out was exercise. “I learned that taking care of your well-being isn’t indulgent, it’s essential,” she said. It wasn’t just about health – it was about reflection. “Exercising was a good way for me to clear my mind and think and reflect, so I was ready and fully charged to start work.” These days, she’s catching up with friends, family and perhaps, life. What would she say if she had to describe her leadership style in three words? “Accountability. Collaboration. Trust.” Each one is hard-earned. Each one lived.

Clarity in crisis, purpose in power From a curious young officer to the Governor of Bank Negara Malaysia, Nor Shamsiah Mohd Yunus reflects on what it means to lead with purpose W HEN Tan Sri Nor Sham siah Mohd Yunus began her career as a young officer in the central bank during the 1980s, she didn’t have her eyes set on the top. “Truthfully, I never dreamed or imagined becoming Governor and climbing up the BY SIMON VELLA “Even as I took on more responsibility and honed my leadership skills, I contin ued to be technically grounded,” she said. This combination of knowing the details and holding the bigger picture proved crucial in navigating high-stakes decisions that affected millions.

Shamsiah is well aware of what her career symbolises. However, she is also careful not to reduce her journey to a gender narrative. “In my professional life, I never really looked at people and thought much about whether they were men or women,” she said. What mattered more to her was diversity, not just of gender or race, but of experience, thought and perspective. Still, she acknowledges the broader gender challenges in Malaysia’s financial landscape. “I’ve seen encouraging progress over the decades, but there’s still much more to do. When I joined Bank Negara in the 1980s, female representation in the financial sector was modest, especially in leadership roles. Today, more women play important roles in shaping policy and leading institutions. That gives me hope.” But, she added, “Hope alone is not enough”. Not all women have access to the support systems she had – mentors, col leagues and supervisors who challenged and believed in her. Many still face an either-or decision between family and career. “Women in general, not just in finance but in various sectors, bear childcare responsibility. Many young women professionals face the binary choice of caring for their children or leaving the workforce.” Her response as a leader was to create conditions where that binary need not exist. Bank Negara set up a childcare centre near its headquarters and, under her watch, introduced more flexible work arrangements. These were not symbolic gestures. “We believe that we should enable as many women as possible to remain in the workforce and to simultaneously give and

“Many challenging episodes of my career … all required me to roll up my sleeves and get into the nitty-gritty of things,” she said. But perhaps the quality that left the deepest imprint on her leader ship wasn’t technical at all, it was moral. “I have learned that doing the right thing, however difficult or unpopular, matters.” That principle, instilled early by mentors, shaped her understanding of leadership as service, not status. “The work of the central bank affects the whole economy, touching the lives of millions of Malaysians and businesses. That’s a heavy responsibility,” she added. A gendered journey and beyond As the second woman to hold the Gover nor post at Bank Negara Malaysia, Nor

ladder in the central bank!” she said. And yet, she did. Not because of ambi tion, she insists, but because of something more grounded: Curiosity, discipline and an unwavering sense of duty. That sense of purpose would guide her through some of the most complex chap ters in Malaysia’s financial history, from the Asian economic crisis to the pandemic years. But a continued commitment to substance over title kept her steady even as she rose through the ranks. “Some people say that the higher one goes, the less one needs to get into techni cal details. This is only partly true.” For Nor Shamsiah, technical mastery wasn’t something you outgrew; it was something you leaned on to lead effectively.