Showing 1 - 10 of 11
Succession planning and CEO accountability
Business, Sorayuth Vathanavisuth, Published on 27/10/2023
» Succession planning is one of the most important action points on which boards and top executives have to focus. Most organisations usually say they already have a plan in place, but as we are aware, the devil is in the details.
The right coaching approach for success
Business, Sorayuth Vathanavisuth, Published on 26/05/2018
» In order to groom successors for top positions in an organisation, the CEO usually faces one critical question: should they be developed by enhancing their strengths or closing the gaps in their weaknesses?
How mindfulness boosts effectiveness
Business, Sorayuth Vathanavisuth, Published on 07/09/2017
» Kamchai is a senior executive who reports directly to the CEO of a major company and is responsible for the financial performance of a key business unit. His track record is second to none, which means he excels in both technical knowledge and the people skills required to get the job done.
The most critical resource: 'not-so-talented' people
Business, Sorayuth Vathanavisuth, Published on 15/12/2016
» Competition among businesses today is very high compared with a decade or so ago. The convergence of information technology and telecommunications has been a major driver of this phenomenon. As organisations embrace new technology and management practices, they find themselves dealing with new types of workers and top managers. Some are struggling to identify and groom rising stars in this new context. Luckily for them, there are a number of tools and procedures that have proved useful in identifying talent for future top management.
From leading oneself to leading others effectively
Business, Sorayuth Vathanavisuth, Published on 13/11/2014
» All of us with any experience working in an organisation have come across challenges in managing people. We all have free will but are bound by the guidelines of our workplace in order to reach departmental and organisational goals. Many of us have learned the best way to stay out of trouble is to focus on task orientation.
Identifying and developing high-potential managers gives companies a strategic advantage
Business, Sorayuth Vathanavisuth, Published on 02/10/2014
» The ultimate goal of any business operation is growth. No matter what context we use, at the end of the day success boils down to increasing top-line revenue, EBITDA (earnings before interest, tax, depreciation and amortisation) and net profit. These are the magic key performance indicators that keep top executives and board members awake at night.
Love your people the way your mother loves you
Business, Sorayuth Vathanavisuth, Published on 07/08/2014
» Successful development of human resources (HR) depends on many factors. The very first prerequisite is a strong will to improve and grow in one's career. This is one of the key characteristics of "behavioural growth potential", which refers to behavioural styles that relate to career growth and advancement.
Coaching can help executives to fulfil their potential
Business, Sorayuth Vathanavisuth, Published on 06/03/2014
» Executive coaching is rapidly becoming part of the executive development programme for major businesses in Thailand following its widespread adoption and success in Western countries.
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.
Finding the right executive talent
Business, Sorayuth Vathanavisuth, Published on 26/07/2012
» One of the most challenging topics for any CEO is discussing the replacement of key executives with the board of directors. While most organisations identify successors from inside the organisation, sometimes organisations are forced to go outside and sometimes they decide to go outside to bring in new blood.