5 keys to unleash the full potential of Thai Leaders - lessons learnt whilst developing Global Leaders from Thailand Best practices to set up Thai Leaders for Success in Asia and World-wide

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3. 5 keys to unleash
the full potential of Thai Leaders
Lessons learnt whilst developing
Global Leaders from Thailand
by Jean-Francois Cousin
Bangkok, 10th November 2016
www.greatness.coach
Best practice sharing
by panellists and
participants:
pages 26-27

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Jean-François Cousin, ICF Master Certified Coach,
serving Clients across Asia and the Middle-East;
former Senior Executive in Asia
Coaching and corporate experience Successful Clients
• Delivered over 9,000 hours of coaching
to senior executives and teams since 2006
• Coached over 250 Thai and 200 other Asian
leaders
• One of his main interests is helping leaders and
organizations enhance collaboration and agility
• Former Managing Director in Thailand for a
Fortune-500 company (1998-2004)
Contact: jfc@1-2-win.net

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What fuels Asia’s GDP growth?

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Which people-traits in Thailand
are supporting its economic growth?

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• Desire and energy for success
• Thirst for learning
• Connections
• Pragmatism
• Family-values in the work-place
• Resilience
A few of the people-traits supporting
Thailand’s growth are global assets

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Collaboration - in tough times

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Flexibility when change is unavoidable


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Going forward,
are those strengths enough?

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The big picture and its hard truths
• The easy part of the growth in Asia is over
• Asian leaders now work in a global and ‘VUCA’
environment
• Collaboration and agility critical to organizations’
success
We need to grow Global Leaders… who can embed
a collaborative and agile culture
in their organization
the ‘game’ in Asia has changed,
leaders must become game-changers

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Apinya’s leadership development story
Early personality development
• No direct feedback
• ‘Be / do perfect’
• ‘Smile’ always
• Respect for senior people
• Take care of younger ones
• Family first, and Country too
• Education through memorization
A few issues at work
• Task-focused, overloaded
• Risk/mistake avoidance, perfectionist
• Micro-management
• Teacher-like with subordinates
• Not expecting ‘juniors’ to think
• ‘Silo mentality’

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Beliefs
SHIFTS
Leadership
Impact of her leadership development
Beliefs
Leadership
I must avoid failure & protect my subordinates
I must ensure my department succeeds
I must grow my subordinates’ autonomy
I must ensure my company succeeds
Paternalistic
Department-centric
Empowering
Company-centric
•Increased self-confidence / self-trust; perfectionism removed
• Boss-subordinates relate as ‘adult-to-adult’
• Subordinates learn and grow from mistakes, and gain self-esteem
• Collaboration with other department soars, in support of company’s goals
Apinya’s leadership development story

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• Self-awareness and self acceptance
5 frequent areas for development
for Thai leaders

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•Self-awareness and self acceptance
•Self-confidence –especially in international forums-
•Empowerment to promote initiative-taking
•Collaboration and agility across the company
•Worldwide business view & critical & long-term thinking
5 frequent areas for development
for Thai leaders

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Self-
awareness
Self-
acceptance
Self-esteem
& self-trust
+
-
Authenticity,
Humility &
vulnerability
Trust in others
Empowerment
Openness to
others
Productive
relationship
Mindful
Growth
The path from self-awareness
to productive relationships

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SELF LEADERSHIP
You and your People… Rarely Usually Always
Are sincere, humble, and trustworthy
Share ideas and propose initiatives
Dare to experiment, within reason, and
learn from mistake
Jump in to solve problems
Embrace change out of their comfort zone
Develop new skills
Deliver on promises, without excuse
Sub-totals (A) (B)
Overall Total = (A) + 2 x (B) / 14
Talking points with Leaders in Thailand:
employees’ self-leadership in the organization
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf

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RELATIONAL LEADERSHIP
You and your People… Rarely Usually Always
Communicate with authenticity
Reach out to others
Seek others’ ideas and feedback
Listen for value in what others say
Care for and support others
Help others grow and play at their best
Trust and empower others, within reason
Sub-totals (A) (B)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
Talking points with Leaders in Thailand:
relationships productivity in the organization

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From productive relationships to
collaborative engagement
Productive
relationships
Aligned & focused on
company-centric goals
Team-members help
others play at their best
Collaborative
engagement
Authenticity,
humility and
vulnerability

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TEAM LEADERSHIP
Team members across your Organization… Rarely Usually Always
Maintain clarity on roles and
responsibilities
Play by the team’s rules
Agree on the organization’s Vision
Prioritize team goals vs. personal goals
Speak frankly with each other
Trust each other
Discuss the real problems together,
even when it is uncomfortable
Sub-totals (A) (B)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
Talking points with Leaders in Thailand:
collaborative engagement within teams

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From collaborative engagement to
collaborative and agile organizational culture
Productive
relationships
Spread leaders’
beliefs & behaviors
Enhance
organizational agility
Authenticity,
humility and
vulnerability
Collaborative
engagement
Collaborative and
agile culture

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ORGANIZATIONAL LEADERSHIP
Your People… Rarely Usually Always
Are aligned with, motivated by, and proud
about the Way Forward
Share supportive beliefs and behaviors
Grow their self-esteem and authenticity
Have a bias for diversity of ideas
Continuously raise the bar for performance
Nurture healthy work practices
Maintain productive collaboration across
departments
Sub-totals (A) (B)
Overall Total = (A) + 2 x (B) / 14
http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf
Talking points with Leaders in Thailand:
collaboration and agility in the organization

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5 keys for CEOs, to help Thai Leaders
become Global Leaders
1. Expatriate hi-potential leaders to different continents
early in their career
2. Propose global mentors or/and coaches
3. Offer (bi-)monthly ‘developmental feedback sessions’
4. Challenge their thinking and curiosity, and invite them to
join think-tanks / strategic project teams
5. Help them gain exposure and develop a world-wide
network

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5 keys for HR Leaders, to coach
future Global Leaders from Thailand
1. Offer regular, constructive feedback, it liberates!
2. Discuss the impact of their leadership styles on
employees’ behaviors
3. Discuss the beliefs & behaviors they need to embed in
their organizations for greater success
4. Support them to integrate the best of Eastern and
Western leadership principles and wisdoms
5. Assign them to different roles out of their comfort-zone
(functions/operations, local/regional/global)

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Chalermpong Darongsuwan,
Managing Director of
Philips Electronics (Thailand)
Catherine Jucker,
Head of Manufacturing,
Emerging Asia,
Baxter Healthcare (Asia)
Nardrerdee Arj-Harnwongse,
Chief People Officer at DTAC
Total Access Communication
Jean-Francois Cousin,
Speaker and global executive coach,
Greatness Leadership Coaching
Moderator:
Best practices to set up Thai Leaders for Success
in Asia and World-wide

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• Check potential derailers before an expatriation (e.g. ‘inability to inspire. To align, to
connect or to build an effective team’) by looking at leader’s past successes and failures
• Before an expatriation:
• Invite Thai leaders to work intensively on an international project case and then
present their conclusions to top management
• Involve Thai leaders in transversal projects, with project team-members from different
countries
• Offer first short-term missions abroad (a few weeks) so that they realize working abroad
can be pleasant, then longer ones, finally an expatriation
• Avoid a first expatriation where influence and communication are paramount to success; a
first expatriation in a technical role may be easier than in a management role
• Ensure adequate preparation before expatriation
• Expatriate Thai leaders early in their career, before they need to spend much time taking
care of their family; but not too early: they must have sufficient experience and maturity to
contribute and succeed
• Regularly connect with them during their expatriation, and monitor progress afterwards
• Provide a coach/mentor if they are willing to have one
Best practices to set up Thai Leaders for Success
in Asia and World-wide
Best practice sharing by panellists and participants

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• Gather and distribute testimonials from Thai expatriates
• Help Thai leaders profoundly understand they need the courage to (1) speak up to make a
difference, (2) bring up issues early (whilst there is still time to solve them)
• ‘Force’ Thai leaders out of their comfort-zone, for example to present to high-level
management, so they have a chance to overcome any fear they may have and develop their
talent faster
• Give them straightforward feedback for improvement
• Place them in tough situations so they build up a ‘peak state’ that helps them perform at
their best, and then gain confidence from it
Best practices to set up Thai Leaders for Success
in Asia and World-wide
Best practice sharing by panellists and participants

28. APPENDIX
5 keys to unleash
the full potential of Thai Leaders
Lessons learnt whilst developing
Global Leaders from Thailand
by Jean-Francois Cousin
Bangkok, 10th November 2016
www.greatness.coach

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The end-game: attain 4 leadership-levels enabling
Agility and Collaboration across the organization
AGILE &
COLLABORATIVE
CULTURE

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Steps to master Leadership Levels Outcome Rewards
1. Self Leadership
 Self awareness
 Self acceptance
 Personal growth
 Self confidence
Leaders ‘drop the mask’ and
become authentic and vulnerable;
they bring out the best in
themselves
Employees follow such leaders with
sincerity and energy
2. Relational Leadership
 Openness
 Helping others grow
Leaders ‘lift others up’ and bring
out the best in others
Relationships become more productive;
leaders groom leaders at all levels
3. Team Leadership
 Choose as a team a ‘Great Way
forward’ towards high performance
 Decide how the team will ‘play
together’ to change the game and
get there
Teams ‘get their acts together’ and
bring out their best collective
performance
Collaborative engagement soars
4. Organizational Leadership
 Inspire employees to adopt beliefs
and behaviours that support
progress towards high performance
 Enhance organizational agility
ruthlessly
A Culture of Greatness and high
performance is established within
the organization
Employees are highly engaged, and
accountable;
bolder and more profitable growth
strategies;
greater contribution to society.
The 4 levels of leadership necessary to create
high performing teams and corporate culture

32. Example:
An exercise a leader can go for with her/his LT:
define with your team the behaviors they will
role-model for the team to engage collaboratively
‘Rules of the Team Game’ Supportive Behaviors
 Team’s goals override individual goals  We act for the greater good of the
organization
 We are equally engaged
 We clarify our responsibilities
 We say what we think and what we don’t
know
 No blaming
 No excuses
 We listen for value in different opinions
 We talk about the elephants in the
room
 We build on each other’s ideas
 We help each other play at our best
 We follow-up on our decisions until
success
 We ask for help when we need it
 We apologize when appropriate
 We hold each other accountable to
play by our rules
 We hold each other accountable to
model after our chosen behaviors

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Example of beliefs / behaviors nurturing
an agile and collaborative Culture in Asia
We connect truly with one another
Beliefs Behaviors
Authenticity and trust inspire reciprocity We are authentic and we choose to trust others
upfront
It is more productive to look for the best in others than to obsess
about their flaws
We look for others’ talents
Everyone has worthwhile and different things to say;
we find better solutions to our problems with diverse ideas
We fully listen to others
We grow capabilities, initiative, and accountability
Everyone has potential;
It is our duty (and it is rewarding) to help unleash more of it
We help others unleash more of their potential
Blame promotes the fear of mistakes and discourages initiatives;
Tolerating excuses decreases accountability
We choose a no-excuse and no-blame approach to
everything we do
A rising tide lifts all the boats We do all we can to help everyone play at their best
We tightly collaborate to delight audiences beyond their expectations
Collaboration and agility are critical to Greatness and its
sustainability;
Celebrating progress motivates to sustain the efforts required
We build bridges, not walls, by making our animals
more cooperative across groups and more agile at
team work, and we celebrate our progress
The quality of Customers’ experience determines our future We center our decisions on the quality of the
Customers’ experience
Solving problems from the perspective of “What can best serve our
Circus’ purpose?” yields greater good for the Circus
When we are stuck at conflict resolution, we take a
step back from individual goals and ask ourselves,
“What can best serve our Company’s purpose?”

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Downloadable exercises enhancing self-awareness

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Greatness
Leadership
Coaching

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Resources
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