Showing 91 - 100 of 141
Balancing act of a down-to-earth leader (part two)
Business, Sorayuth Vathanavisuth, Published on 20/02/2014
» ‘It is a normal practice for me to attend the morning talk at our factory as an observer on the side,” says Yongkiat Kitaphanich, the president of Somboon Advance Technology Plc (SAT).
Balancing Act of a down-to-earth leader (part one)
Business, Sorayuth Vathanavisuth, Published on 06/02/2014
» 'I believe that we should manage in a way that allows our team members to optimise their performance," says Yongkiat Kitaphanich "In this regard, we would like everyone to do the work while creating value in terms of output and performance. At the same time, we want them to be happy and enjoy being able to develop continuously."
Coaching for people excellence (Part 2)
Business, Sorayuth Vathanavisuth, Published on 23/01/2014
» 'As leaders we have an obligation to guide our team members to work according to what we agree upon and expect to be achieved," says Jon Eddy Abdullah, the chief executive officer of DTAC.
Coaching towards people excellence (Part 1)
Business, Sorayuth Vathanavisuth, Published on 09/01/2014
» 'At a very young age, we are certainly 'takers' because we have to rely heavily on somebody else. We need food, shelter and receive full support from our parents. When we grow up and become adults, we start to give back to others. By the time we have transformed ourselves into regular 'givers', I consider that we have crossed the line and become mature leaders," Jon Eddy Abdullah says as he outlines his philosophy for leading people.
The right eight for the right aid
Business, Sorayuth Vathanavisuth, Published on 26/12/2013
» In this world of high and continuous competition, business executives cannot just sit still and try their best to make the numbers. That is no longer good enough regardless of whether their firms are listed on the stock exchange. Many modern business management approaches have been developed and continuously evolved over the past 20 years.
The practice of buddhist management (Part Two)
Business, Sorayuth Vathanavisuth, Published on 12/12/2013
» This is the second instalment of the two-part interview with Somprasong Boonyachai, chief executive officer of Intouch Group or Shin Corporation Plc. The first part, published in the Business section on Nov 28, 2013, can be read online at http://bit.ly/1aU8Lh3
Management and mindfulness (Part ONE)
Business, Sorayuth Vathanavisuth, Published on 28/11/2013
» 'In order for an organisation to be successful and sustainable, leaders must ensure that the people who work for them can be successful first," says Somprasong Boonyachai. "However, even before that, it is my belief that we should not work only for financial benefit. Otherwise, we may start thinking that we do not receive a proper financial return in relation to the effort we put into our work. We should also think of the value [our work] contributes and to whom."
Principle-Centred leader in action (Part 2)
Business, Sorayuth Vathanavisuth, Published on 14/11/2013
» 'I may be considered a black sheep in the local market since we always do things differently from other local securities firms," says Banyong Pongpanich, the CEO of Kiatnakin Phatra Financial Group.
Principle-Centred leader in action
Business, Sorayuth Vathanavisuth, Published on 31/10/2013
» 'I believe in a principle-centred organisation. If the organisation has the right set of principles, it will prosper and last long,'' says Banyong Pongpanich, the chief executive officer of Kiatnakin Phatra Financial Group. ''Principle prevails but can also be changed. It must be relevant in order to effectively communicated with people in the organisation.''
Ten commandments for successful leaders (And everyone else): Part II
Business, Sorayuth Vathanavisuth, Published on 17/10/2013
» Two weeks ago I introduced the concept of 10 Commandments for business leaders _ and for anyone else wishing to have a successful and fulfilled life. Many of these concepts are based on Buddhist thought but the values they represent are universal.