A clear vision inspires teams, but what keeps them motivated is feeling heard and appreciated- Farid Basir, Group Chief People Officer, MBSB.
By Amir Zainal, January 20, 2025
In the rapidly evolving world of business, striking a balance between data-driven decisions and empathetic leadership is more crucial than ever. One leader who embodies this balance exceptionally well is Mr. Farid Basir, Group Chief People Officer at MBSB Bank Berhad. With a deep understanding of the interplay between numbers and human emotions, Mr. Farid Basir has successfully navigated the complexities of modern leadership. Through this exclusive interview, we delve into Mr. Farid Basir’s strategies for integrating empathy with data, illustrating how this approach not only enhances decision-making but also fosters a culture of trust and resilience within the organization.
How do you mix empathy with data when making decisions?
Mr. Farid Basir: When making decisions, I see data as the compass and empathy as the lens through which I interpret it. Data provides valuable insights, trends, and patterns, but behind every data point are people—employees, customers, or communities. I strive to understand the human stories behind the numbers. For example, when assessing employee engagement scores, I don’t just focus on percentages; I engage with employees directly to understand their lived experiences and validate the data insights. This approach ensures decisions are not only effective but also compassionate.
Got a story where empathy changed a data-driven decision?
Mr. Farid Basir: Absolutely. During a workforce optimization exercise, data initially indicated the need to reduce headcount in a particular division as we centralized operations to improve efficiency. However, after engaging with the affected employees and listening to their concerns, I discovered that many were willing to learn new skills and take on different roles to adapt, given their personal circumstances. Instead of pursuing layoffs, we redirected resources toward upskilling and retraining these employees for new roles within the organization. This approach not only retained valuable talent but also strengthened morale and trust in leadership, demonstrating the power of empathy in decision-making.
How do you keep your team feeling valued while chasing your vision?
Mr. Farid Basir: A clear vision inspires teams, but what keeps them motivated is feeling heard and appreciated. I prioritize regular check-ins to recognize individual and team contributions, even during high-pressure periods. Programs like M-Rise, our recognition initiative, help reinforce the behaviours aligned with our core values, myPledge. Small gestures, such as celebrating milestones or sending personalized notes of appreciation, go a long way in creating a culture where employees feel valued while contributing to the organization’s goals.
How does emotional intelligence help you understand and act on data?
Mr. Farid Basir: Emotional intelligence helps me read between the lines. Data might tell you what is happening, but emotional intelligence helps you understand why. For instance, low engagement scores might indicate dissatisfaction, but through empathetic listening and asking the right questions, you uncover root causes like a lack of career growth opportunities. Emotional intelligence enables me to interpret data in a way that leads to actionable and human-centric solutions.
What do you do when data says one thing, but your gut says another?
Mr. Farid Basir: When data and intuition conflict, I pause and dig deeper. Data is only as reliable as the assumptions and methodology behind it. I revisit the context, consult diverse perspectives, and sometimes even gather additional data. However, I also trust my instincts, especially when it involves people. For example, there were times when data suggested replacing a team member, but my gut told me they needed more support and development. Investing in their growth often proved to be the better decision, benefiting both the individual and the organization.
What is your recommendation to all leaders and potential leaders on balancing the leadership act of making decisions with empathy?
Mr. Farid Basir: Balancing data and empathy requires self-awareness and a deliberate effort to see beyond numbers. I recommend cultivating emotional intelligence through programs that focus on active listening, resilience, and inclusivity. At MBSB, we emphasize Leadership with Empathy in a Data-Driven World—a program designed to help leaders navigate this balance effectively. Remember, leadership is not about choosing between data and empathy; it’s about blending them to make informed, humane decisions that drive sustainable results.
Closing
As we conclude our enlightening conversation with Mr. Farid Basir, it is evident that the synergy between data and empathy is a hallmark of effective leadership. His experiences and insights underscore the importance of looking beyond the numbers to understand the human stories that shape them. From transforming data-driven decisions with a compassionate approach to maintaining a motivated and valued team, Mr. Farid Basir exemplifies how leaders can blend these elements to drive sustainable success. Through programs like M-Rise and initiatives focused on emotional intelligence, he is paving the way for a new era of leadership that is as humane as it is efficient. For leaders and aspiring leaders alike, Mr. Farid Basir’s advice serves as a guiding light: embrace empathy, trust your instincts, and always remember that behind every data point is a person with a story worth understanding.
Mr. Farid Basir’s Profile
Mr. Farid Basir is a seasoned HR leader with a wealth of professional insights. He joined MBSB Bank as Group Chief People Officer on April 19, 2021. Prior to this, he served as Chief Human Capital Officer at Bank Kerjasama Rakyat Malaysia Bhd from 2016 to 2018 and Chief Human Resources Officer at Telekom Malaysia Berhad. Mr. Farid Basir is also a co-founder of the HR Leader’s Circle and the vice president of the Malaysian Employer’s Federation. He graduated from Universiti Teknologi MARA (UiTM) in 1993 and has held senior roles across diverse industries and geographies, including Switzerland, South Africa, and the Philippines.
If you enjoyed this interview, you may follow Mr Farid Basir at https://my.linkedin.com/in/faridbasir for more of his insights related to the field of HR and Leadership.