Showing 41-50 of 166 results
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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.
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Great leaders certainly can be made
Business, Sorayuth Vathanavisuth, Published on 29/12/2016
» 'If your actions inspire others to dream more, learn more, do more and become more, you are a leader," is a memorable observation from John Quincy Adams, the sixth president of the United States. His words not only guide us in how to properly behave as leaders, but also suggest how to take care of subordinates. It sounds simple, but not everyone follows this path.
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Reflections of a practical economist (part two)
Business, Sorayuth Vathanavisuth, Published on 20/10/2016
» 'The practice of mindfulness is considered a critical part of life skills these days. A number of leading universities in the United States even provide mindfulness courses for their students," says the governor of the Bank of Thailand, Veerathai Santiprabhob.
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Handling talented but difficult people
Business, Sorayuth Vathanavisuth, Published on 03/11/2016
» In any team, it is typical to have one person who moves faster than the others and one who always lags behind. This usually causes no harm to team performance unless the "faster" one tends to take control even if he or she is not an official leader of the team. On the other hand, it will be troublesome if there are too many slow movers.
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Turning a technical professional into a people's champion
Business, Sorayuth Vathanavisuth, Published on 17/11/2016
» In every organisation, there are two types of work. One type requires no specific technical ability, while the other requires specific knowledge in a professional area such as engineering, medical services, architecture, IT or accounting. People who work in these professions have to learn continuously in order to keep up with new knowledge and developments in their field. They also require specific certification of their ability to perform their work.
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Three simple steps towards an effective talent programme
Business, Sorayuth Vathanavisuth, Published on 08/09/2016
» Imagine that you are the CEO of an organisation. Besides business performance, you have to take care of many important people issues, and succession planning for important positions is second to none in this respect. What most top executives and board members often forget or ignore is the importance of participation from all related parties. Everyone wants to have a say in this crucial process. As a CEO, it is your duty to ensure that all the executives concerned are involved.
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Reflections of a practical economist (part one)
Business, Sorayuth Vathanavisuth, Published on 06/10/2016
» 'I believe my approach to management practice is not very different from that of others. Teamwork is the most important element. Therefore, for senior executives, people management should be the focal point," says Veerathai Santiprabhob, the governor of the Bank of Thailand (BoT).
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Choosing the right tools for the right successor
Business, Sorayuth Vathanavisuth, Published on 22/09/2016
» In my article two weeks ago I discussed three steps for developing and sustaining a successful talent programme: creating a succession plan policy, identifying talent, and establishing a development programme. Today I would like to focus mainly on identifying talent, a subject on which many top executives sometimes have conflicting views.
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Seven steps to working in harmony
Business, Sorayuth Vathanavisuth, Published on 25/08/2016
» 'Adapt or perish, now as ever, is nature's inexorable imperative," the writer HG Wells once said. However, what happens to employees or executives who have made great contributions to an organisation in the past but cannot adjust quickly enough to the new environment of the competitive battleground? Should we let them go?
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Seven key principles for becoming a moral leader
Business, Sorayuth Vathanavisuth, Published on 11/08/2016
» 'With every word we utter, with every action we take, we know our kids are watching us. We as parents are their most important role models," US First Lady Michelle Obama declared at the Democratic Party convention in Philadelphia last month. In a powerful speech, she reminded us all of the responsibility we have to future generations.
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