Leaderonomics - Supporting your Leadership development
LEADERONOMICS SDN BHD
Category: Best Leadership Development Consultant
HR Vendor Awards 2015
Leaderonomics is a social enterprise dedicated to transforming the nation through leadership development. Why
leadership? We believe that leaders can profoundly affect the social, economic and spiritual health of the individuals
and communities that they influence. Our hope is that as we help individuals to grow in their leadership capacity and
experience, they will be able to “build communities of love” as they lead and manage different teams. And in turn,
these multiple “communities of love” will then go on to “transform the nation”.
Our 58 employees (“Leaderonomers”) make up the following teams:
Youth: Developing 7–19 year olds via DIODE camps, clubs in school and DropZone (a youth inspiration centre)
Campus: Developing university students via camps, clubs and programmes
Corporate Services: Developing employees of companies at all levels
TV: Producing and distributing leadership content in video form
Leaderonomics.com: Publishing leadership articles online and weekly in The Star
While Leaderonomics on a whole is made up of 5 key teams, for the purposes of this submission, we will focus on our
Corporate Services team.
Leaderonomics team at the HR Excellence Awards 2015
QUICK FACTS ABOUT LEADERONOMICS
• Established: 2008
• No of employees: 58
• Vision: Growing people into leaders, building communities of love,
transforming the nation
• Values: Relationship, Building the Future, Empowering, Growth, Giving
• Awards won: HREA SME of the Year (2014 & 2015), Excellence in CSR
practices (Gold), Excellence in Employee Engagement (Silver),
Excellence in Workplace Well-Being (Silver)
PART 1: PERFORMANCE
As a social enterprise, Leaderonomics measures our success and impact via our 4 ‘R’s:
Relationship, robustness, reach and revenue.
Building deep and meaningful relationships are important to Leaderonomers not just within our organisation, but also
with our clients, partners and participants. This is evident in our learning environment that is fun, encouraging,
empowering and growing.
Besides making learning enjoyable, fostering strong relationships with our customers also enables us to maintain a strong
customer base year on year. We’ve had 32 returning corporate clients over the last 7 years and 26 new clients in 2015.
Leaderonomers Elisa and Joseph enjoying a meal with the leadership team
of the Bank of Papua New Guinea and their family.
Small gestures go a long way. Leaderonomics’ Programme Managers go the
extra mile to ensure participants stay engaged.
We continuously grow and adapt to the needs
of the industry and our customers and our
programmes are designed based on the
Our 70-20-10 learning model stresses the
importance of experiential learning over
traditional classroom teaching.
People learn best through practical live experiences.
Learning through experience: Participants from Exact Asia experience being
blind for 45 minutes at Dialogue in the Dark Going to war! Hands-on learning in our Silega Cold War simulation.
Our growth model revolves around the 4 essential
areas of leadership, business, functional and personal
that needs to be mastered by an individual to perform
as a competent, well-rounded contributor.
Our Leadership Philosophy is a product of the review of extensive research in the field,
personal experiences in the workplace and insights from leaders across the world. It
highlights the development of leadership throughout the span of an individual’s life.
The main idea behind the Leadership Philosophy is that different aspects of leadership
development occur at different points in an individual’s life. Starting from the building of
the foundation of leadership in the formative years, leadership is then practised and
improved in the workplace before becoming more concrete and driven in the later years
of an individual.
These character and values become the basis of their understanding of the world, and
often will shape the decisions made at later points in his/her life. As an individual
develops as a leader, these character and values (already shaped during the foundation
years) act as directions and principles, governing the type of leadership employed.
Group discussions and debates contribute towards personal and
In 2014, our Corporate Services team conducted a total of 333 programmes to 9851 participants and 88 clients.
We continue to grow in
2015, establishing 4 new
offices in PJ (March 2015),
Johor (April 2015), Sarawak
& Cambodia (July 2015)
Participants from AmBank Group.
Leaderonomics office in Johor.
Since establishment in 2008, Leaderonomics has seen a steady increase in annual turnover. However, in 2014, while
Leaderonomics doubled in headcount, the revenue numbers plateaued. As such, we took a step back to review internal
processes and to restructure the way we work. Since then, we have seen a positive improvement for 2015 and remain
optimistic towards our targets.
PART 2: LEADERONOMICS TALENT
ACCELERATION PROGRAMME (TAP)
Duration: 8-12 months
- Gap analysis to tailor TAP to suit developmental needs
- Field visits to learn best practices in industries
- Assessments to form baseline for Talent Acceleration and provide key insights into
- Live Business Projects to expose talent to business realities faced by the organisation
- Mentoring and guidance by Senior Management team or other key leaders
- Simulation and experiential learning to provide participants with a LIVE experience
- Round table sharing and engagement with internal leadership team
- CSR project element to give back to community
- Self-learning and supplementary reading materials with structured discussions
Field trips provide deeper insignts into industry trends and best
Experiential group learning activities enhances internalisation process
of sessions and modules
CLIENT STUDY: JOHOR PORT BERHAD
We conducted 2 TAPs with Johor Port from 2013 to June
2014, starting with the Senior Management, Leadership
Acceleration Program which focused on three areas:
leadership skills, concepts of coaching & mentoring and
communication upwards & downwards.
• 20% of graduates sent for Executive Programme
• 20% promoted after graduating, having displayed
• 25% recommended to play the role of mentor in the next
Our Engagement Approach
We believe that this framework allows talents to embark on a continuous competency-
enhancing cycle because the defined and carefully designed experiences will drive the
competencies that create value and growth. These will in turn, generate new experiences.
Over time, this self- sustaining cyclical process will automatically drive competitiveness,
whilst providing high potentials with meaningful and fulfilling experiences to facilitate talent
retention and personal growth and development.
TAP is also designed as such that while it adheres to an overall framework and direction, it
remains robust and agile enough to be customised and adapted to suit different customer
16 high potentials from Senior
Executives, Assistant Managers and
Managers were part of TAP for 1 year
to proactively accelerate them to the
Highlights of the programme:
a) Trained and groomed 10% of
TalentCorp's next pipeline of leaders
b) Birthed value creation projects that
brings commercial value, enhanced
user experience, improved
organisational efficiency and a more
integrated workforce (e.g, Developed
a tool that assess organisation's talent
needs to match TalentCorp's
CLIENT STUDY: TALENTCORP
Leaderonomics team with Johan Merican, CEO of TalentCorp Malaysia
TalentCorp TAP graduates 2015 Leaderonomics Programme Manager, Yasir, exciting the graduatesConvex Malaysia TAP graduates
PART 3: OUR LEADERONOMERS
In 2014, we realised that we needed to alter the business structure for the ever-changing environment and take into
consideration of the employees point of view. After discussion and deliberation, our Corporate Services team made the
bold move to restructure and merge our then Learning & Development team together with our Talent Acceleration team,
forming the united and synergistic “Learning & Acceleration” team.
The design of this new super-team ensures clients and participants get the best solutions and learning experiences
possible. It also enabled Leaderonomers to work according to their strengths, increasing efficiency and satisfaction at
work. Moreover, the merge created opportunities for Leaderonomers to assume leadership positions which further
facilitated their growth and development.
Our people are our priority
and we invest significant time
and effort to ensure that our
employees are engaged and
fulfilled in their work.
Learning & Acceleration team structure enables Leaderonomers to focus on their
strengths while developing areas of weakness
The Growth team AKA Programme Managers journey with participants and
support them in their learning and growth throughout the entire programme.
The Faculty Solutions and Design team led by Evelyn Teh, focusses on designing and
curating the best programme for each customer and connecting them with the training
faculty that most meets their needs.
Organisational Diagnostics team led by Ian Lee are the ‘doctors’ who assist
clients in identifying key areas of development needs.
By empowering Leaderonomers to work in accordance to their
strengths, our solutions team has churned out 364 proposals
since October 2014, increasing their output by 37%.
INTERNAL LEARNING INITIATIVES
Last year, we conducted a company-wide CEO simulation to challenge Leaderonomers to think and strategise like a
CEO. This year we have launched 4 internal development initiatives to further grow our people into leaders:
1. L-TAP: An internal Talent Acceleration Programme for young talents
2. Women’s Connect: Empowering female leaders
3. Growth Mentoring: Growth and development of leaders
4. Discipleship Programme: Building future leaders
Besides that, all staff go through a strengths-based assessment to deepen their understanding and awareness of
themselves. Selected staff are also offered partial scholarships to pursue their Masters as a reputable university.
Currently there are 5 staff in a Masters programme.
Other learning opportunities in Leaderonomics:
- Learning Friday sessions where Leaderonomers gather to learn something new from each other. 12 sessions have been
conducted in 2015
- 14 internal workshops and simulations have been conducted since January 2015. These include Silega simulations –
cold war, expedition and commander; strategic decision making; special upskilling workshops for interns as well as
sessions on parenting and working with children.
STAFF NUMBERS AND GROWTH
In Leaderonomics, we genuinely care for the development of our people. In career progression and personal
development discussions, there are times we would help our people chart their journey through opportunities outside of
We recognise our limitations as a relatively small organisation that we may not be able to provide all the growth
opportunities needed by our people, thus it is important to let our people go, better themselves outside, and then return
to Leaderonomics in the future as mature, more experienced leaders.
Number of Leaderonomers and percentage change by year.
PART 4: LEADERSHIP PERSPECTIVE
Leaderonomics believes that leadership development should be accessible and available to everybody and anybody who
desires to grow as a leader. We consistently produce and share our leadership content freely on our web portal and online
channel. Leaderonomics also edits and produces a weekly career pullout in The Star newspapers known as My Star Jobs
which circulates to 1.5 million readers in Klang Valley.
For folks who may not be
able to access print media,
our online site houses
thousands of leadership,
and business articles
completely free of charge.
These articles are updated
almost daily with relevant
content from key industry
For those who prefer audio learning, our website also links to many soundbytes of various Leaderonomers interviews and
sharing on radio stations such as BFM and Capital FM
Leaderonomics CEO, Roshan Thiran is a regular guest on BFM Radio
We also produce videos
lessons and leadership
insights from top leaders.
These videos can be found
on our youtube channel or
via our website,
Leaderonomics youtube channel houses hours
of leadership learning.
Some of our shows:
1. The Leaderonomics Show: Interviews with CEOs
leaders of companies and community organisations
2. Leadership Nuggets: Bite sized and easy to digest
chunks of leadership wisdom
3. A Day in a Life: Career understanding of different
4. Be A Leader: Leadership lessons served with
comedy and drama
5. Top 10: Tips on being better at work and
Interview with Dato Charon Mokhzani, MD, Khazanah Research Institute on
our Leaderonomics Show
In 7 years, we have
published numerous books
to further encourage
across different age
groups and language
YOUTH LEADERSHIP WORKBOOKS
Enabling youth to develop character-based
leadership in their formative years.
A leadership book in our native Bahasa Malaysia
written by Leaderonomics CEO, Roshan Thiran.
WHAT’S AFTER SPM?
Sharing stories of vision
and purpose to the
upcoming generation of
“It was very useful in a few ways; first, it introduced us to 'Design Thinking' and the tools associated with it to facilitate
problem-solving in a structured and methodical way (one such tool I now use frequently is the 'Lotus Blossom' technique
which helps break down individual features that make a successful product/service).
I have also found there were always opportunities for personal growth among participants; from leading a team, to coming
up with ideas/solutions to real-life problems and executing these ideas, to even improving presentation skills.
An important aspect of the programme was working with and finding out more about my other colleagues which is rare as
we come from different departments. The programme provided a platform for us to connect with each other and discover
that we are actually quite like-minded.”
- Chancey Pacheco - Senior Executive - TalentCorp
“I would like to thank Leaderonomics for being an excellent business partner to us in developing our talent
pool. Over the last 2 years, this programme made headlines locally within the organisation, country, senior
management team and even at Group level in Zurich. Whilst this programme has come to an end, we will
work together in future programmes/development needs in ensuring that our talent pool is continuously
developed for the organisation and eventually for the nation."
– Viknesh Nambiar, Director of Human Resources, DKSH Malaysia
“I learned not only about others, but also about myself. The key to leadership is knowing oneself and working on one's
strengths and weaknesses. Doing this with humility is something I learned to understand, and will continue to do.”
-Jehan Aziz - Senior Executive - TalentCorp
“A belief in myself that i can become the future leader in my organisation. After this journey ends, i'm now equip with
the leadership value especially on the belief that great leaders are set out to make a difference, apply the character
wise conversation learning and constantly coach and mentoring my team members.”
-Elly Azemi - Senior Executive – TalentCorp