Malaysia is applying the MADANI concept to its government. Due to it, how efficiently will our government servants support MALAYSIA MADANI in serving the public? Will they be a practitioner or a procrastinator?

The practitioner is someone who actively applies knowledge, skills and experience to implement policies, manage programmes, and solve real-world problems. They are hands-on, proactive, and dedicated to achieving organisational goals.

On the other hand, a procrastinator is someone who delays decisions, avoids responsibilities, or postpones tasks, which can lead to inefficiencies, missed deadlines, and poor public service delivery.

In government management, effective practitioners often excel by balancing strategic thinking with prompt action.

Developing habits like prioritisation, delegation, and consistent follow-through can shift a tendency toward procrastination into productive practice.

A civil servant is a government employee responsible for implementing policies, delivering public services and ensuring efficient administration.

As the MADANI Government bears major responsibility for sustainability, prosperity, innovation, respect, trust and compassion, it requires a high-performing civil service that fully embodies these values.

The work ethic determines the efficiency and effectiveness of governance action, ultimately shaping public trust and national progress.

The procrastinator and the practitioner

In this context, as a government servant, should I or shouldn’t I apply this concept: The Procrastinator and The Practitioner?

The procrastinator is a hindrance to MADANI values, which means that procrastination in government service directly opposes the core principles of the MADANI Government.

If a procrastinator within the civil service slows down the implementation of policies, bottlenecks that hinder public service delivery will be created.

Their characteristics include bureaucratic delays, such as postponing approvals, prolonging processes, and contributing to inefficiencies. They may also show resistance to change by avoiding new initiatives, including digital transformation and innovative policies.

In addition, minimal engagement is evident through a lack of commitment to serving the people. There is often a tendency to offer excuses over execution, blaming outdated systems or excessive workload instead of taking initiative.

They also tend to be reactive rather than proactive, acting only when pressured by deadlines or public complaints.

Procrastination weakens the government's ability to function effectively, making it harder to achieve its vision.

To be more stable, the impact of procrastination by civil servants in the Madani Government will weaken the government's efficiency. The government servant’s sluggish implementation of policies delays national development.

A civil servant also holds the trust of the Malaysian citizen. They will lose faith in the system due to inefficiency and poor service delivery.

Stagnation in innovation among civil servants risks slowing the adoption of new methods and technologies. It may also erode workplace professionalism, as colleagues who shoulder additional responsibilities can become demotivated and disengaged.

A practitioner mindset

Practitioners form the backbone of MADANI governance. Every civil servant should demonstrate a practitioner mindset by being proactive, dedicated and firmly aligned with MADANI values.

This will ensure that policies are effectively implemented and the public will experience high-quality service from the government.

Their characteristics include efficient service delivery, completing tasks promptly, and streamlining processes to avoid bureaucratic red tape.

A civil servant has always had an innovative mindset, embracing technology and modern administrative tools to improve governance policy and service from time to time.

They will be the first people to be approached in prioritising citizen welfare and ensuring that services are accessible and responsive.

Besides that, a civil servant should be accountable and have integrity while taking responsibility for their work and maintaining transparency.

As a new government policy, continuous learning and improvement are engaged in professional development to stay updated on best practices. INTAN Bukit Kiara joins the venture with APEL Q programmes.

By strengthening the role of practitioners within the MADANI Government, civil servants can enhance public trust by delivering timely and efficient services, thereby reinforcing confidence in the government.

This will accelerate national progress with faster implementation of policies, leading to economic growth and societal development.

It also encourages a Culture of Excellence, which motivates others within the civil service to adopt a high-performance mindset in the workplace with a morale environment, especially a proactive work environment with teamwork and shared responsibility.

Every civil servant must move from procrastination to practice within the MADANI Government and foster a strong Practitioner culture.

This requires the Government to implement key strategies, including strong leadership and accountability, with leaders setting clear expectations and enforcing disciplined task execution.

• A Digital Transformation & Innovation that encourages the use of technology to streamline processes and reduce inefficiencies.

• Building capacity & training on regular professional development programmes to equip civil servants with the necessary skills.

• A government servant should also be given some performance-based rewards, such as APC (Anugerah Perkhidmatan Cemerlang), to incentivise government servants for proactive and efficient performance, as an encouragement for their high and best performance.

• Public Engagement & Transparency, a platform that ensures open communication with the “public” to improve service quality and responsiveness.

Polishing the practitioner mindset

In conclusion, for the MADANI Government to achieve its vision of prosperous and sustainable Malaysia, civil servants should polish the Practitioner mindset.

Moving away from procrastination and adopting proactive governance will enhance public service delivery, strengthen citizen trust, and contribute to the nation’s progress.

A high-performing civil service is not just an option, but it is a necessity for Malaysia’s future.

By fostering a culture of excellence, accountability, and efficiency, the MADANI Government can be trusted to fulfil its mission by serving the rakyat with integrity and commitment.

Transforming government servants from procrastinators to practitioners is not merely an operational imperative but a fundamental requirement for the success of the MADANI Government.

By embracing capacity building, incentivising performance, and fostering genuine public engagement, we can cultivate a civil service that embodies efficiency, integrity, and a steadfast commitment to serving the rakyat, which is going to be an aspiration for a prosperous and equitable future.

-- BERNAMA

Vickneswari Krishnan Sammy is the Chief Administrative Assistant at INTAN Bukit Kiara, Public Service Department.