Showing 1 - 5 of 5
Beware of remote working pitfalls
Business, Sorayuth Vathanavisuth, Published on 06/01/2022
» It's now been two years since we first encountered Covid-19, during which time most organisations have become familiar with remote working, among many other adjustments. As we accept and prepare to live with Covid, and maybe future pandemics, requiring all employees to come to the office every day is certainly a thing of the past.
Low-potential people also deserve an opportunity to grow
Business, Sorayuth Vathanavisuth, Published on 05/10/2017
» It is a common belief that taking good care of people in a business organisation will encourage them to deliver excellent performance in the long term. However, not all executives practise what they preach. This may reflect a number of factors, including heavy work pressure, the inability of the subordinates themselves, or their low perceived growth potential.
Coaching Generation Y to go in the right direction
Business, Sorayuth Vathanavisuth, Published on 19/05/2016
» Somkiat is a rising star in his department and the organisation. Both his boss and the head of HR regard him as one of the people with the highest potential to grow. In his late twenties, Somkiat has been chosen for talent development and a one-on-one coaching programme.
CEO Succession: How two candidates compare
Business, Sorayuth Vathanavisuth, Published on 07/02/2013
» Two weeks ago I began a discussion of the complex process of evaluating potential chief executives, with a look at the so-called Big 5 personality traits on which many such evaluations are based. These five traits in turn have a total of 21 secondary characteristics. I looked at how all of these traits are evident in a group of 20 top executives of the listed manufacturing company in question.
CEO Succession: A practical approach (PART 1)
Business, Sorayuth Vathanavisuth, Published on 24/01/2013
» Chief executives always find themselves in a difficult situation when thinking of their own successors. This is understandable since successful CEOs do extremely well in terms of business performance or task orientation. Most also have a strong people orientation, which means they usually listen to and inspire their team members.