You have seen how executives throughout Asia handled a wide variety of situations and brought the challenges they faced to a conclusion. Most often they were successful, occasionally they weren't. But win or lose, their dilemmas should have broadened your awareness of what makes successful leaders tick. So too should the role models provided by FMBA students, often industry achievers themselves.
In life in general, it is a mistake if we don't reflect on and internalize the situations that we face. lf we fail to gain from these experiences and develop through them, then we let valuable opportunities to waste. Bring that into sharper focus and the same holds true for the leadership experience.
As explained in the opening chapter, however, leadership learning is the business of a lifetime, largely because this is a subject with no definitive answers. Everyone faces their own specific challenges.
No two cases are the same. According to Professor Ellie Weldon of HKUST when analyzing how they have developed their leadership leaders give credit to experiences (62%), coaching, mentoring and That was certainly the case for Mark Knief Steve Beason and (70%) and finally, formal education (40%).
That was certainly the case for Mark Knief, Steve Beason and Chien Kwok, who provided material for Chapter 2.These three from the United States, each a potential leader in his own discovered in differing ways that the problems they faced in new, and unusual, surroundings could bring out the best in them. they rose to the challenge.
In Knief’s case, this meant not only taking charge of a start-up a tough enough task in its own right-but also learning nuances of life in the Philippines where the business was based. It weren't taken into consideration, success was unlikely.
Knief soon realized that keeping to his core management values and his company's ethical standards would hold good if he accepted that the filter through which he his local staff viewed the world frequently differed. People are wherever they may be, and core values must be maintained Sometimes, however, a degree of subtlety is required. Knief acted and sensitively to his situation and after making his share of worked out a management style that ensured he succeeded a lesson that holds good around the world, he says. And it is on that he learned through his own efforts.
Beason, meanwhile, went out on a limb after also realizing that grown assumptions won't always work elsewhere, but that sometimes, they are still worth considering. He found it essential self-effacing side of Chinese culture that meant decision making throughout his IT operation required more understanding subtlety than he had expected. He did, however, keep true to t motivational techniques he had seen succeed in the United Stat risked upsetting his senior colleagues by persuading them to a in a social setting in a way that they found embarrassing at first. They ere eventually won over, with positive consequences, and Beas confirmed to himself that trust and loyalty are important foundation of a successful management style, wherever you are.
Those were valuable lessons for two outsiders willing to learn from their new situations. However, the third U.S. addition to Asian management featured here can be seen as more of a teacher than a student, although Kwok scarcely gives himself enough the valuable advice he has offered.
Kwok, an overseas Chinese returning to Asia from a lengthy the views himself as a "round-tripper" He also saw the contradictions sometimes make it difficult for the and Eastern sections of multinationals to work together it, for instance, he asked, that it is always the Asians who conference calls in the middle of the night? Surely, their colleagues can be inconvenienced now and again? His fundamental insights differences and the best w together a business that crosses many national boundaries give important context to the outsider. But they also point to leader who has learned from what surrounds him and h best advantage.
Cassian Cheung, the writer of Chapter 3, is also U.S.-educate Kong born, and his experiences, recounted through t of his career with three multinationals expanding across China are instructive. The lessons he learned during the nitty-gritty of negotiations point to a leader who knows how to adapt circumstances. His handling of operations in a country w two economies, shows his ability to mix leadership w and understanding. Cheung is not a man to let a learn experience pass him by.
Scott L. Summerville, President (Asia-Pacific) of Rockwell Automation, made a compelling case in Chapter 4 for the investment and effort in human capital development. Drawing of experience heading his company's China operations illustrated how instilling a culture that says every manager must be an HR manager will pay off In this way, employees retained by the company amid fierce competition for the best the brightest.
William Johnson, Managing Director, China, for K described in Chapter 9 how he adapted to the pa change in China as it first began to pick up, at the beginning career there 15 years ago and more recently, as the country’s development has moved into an even more Mandarin speaker, Johnson has needed to tailor his HR management techniques accordingly, showing at the same time that a successful business leader must change with the times while remaining true to his principles.
You have seen how executives throughout Asia handled a wide variety of situations and brought the challenges they faced to a conclusion. Most often they were successful, occasionally they weren't. But win or lose, their dilemmas should have broadened your awareness of what makes successful leaders tick. So too should the role models provided by FMBA students, often industry achievers themselves. In life in general, it is a mistake if we don't reflect on and internalize the situations that we face. lf we fail to gain from these experiences and develop through them, then we let valuable opportunities to waste. Bring that into sharper focus and the same holds true for the leadership experience. As explained in the opening chapter, however, leadership learning is the business of a lifetime, largely because this is a subject with no definitive answers. Everyone faces their own specific challenges.No two cases are the same. According to Professor Ellie Weldon of HKUST when analyzing how they have developed their leadership leaders give credit to experiences (62%), coaching, mentoring and That was certainly the case for Mark Knief Steve Beason and (70%) and finally, formal education (40%). That was certainly the case for Mark Knief, Steve Beason and Chien Kwok, who provided material for Chapter 2.These three from the United States, each a potential leader in his own discovered in differing ways that the problems they faced in new, and unusual, surroundings could bring out the best in them. they rose to the challenge. In Knief’s case, this meant not only taking charge of a start-up a tough enough task in its own right-but also learning nuances of life in the Philippines where the business was based. It weren't taken into consideration, success was unlikely. Knief soon realized that keeping to his core management values and his company's ethical standards would hold good if he accepted that the filter through which he his local staff viewed the world frequently differed. People are wherever they may be, and core values must be maintained Sometimes, however, a degree of subtlety is required. Knief acted and sensitively to his situation and after making his share of worked out a management style that ensured he succeeded a lesson that holds good around the world, he says. And it is on that he learned through his own efforts. Beason, meanwhile, went out on a limb after also realizing that grown assumptions won't always work elsewhere, but that sometimes, they are still worth considering. He found it essential self-effacing side of Chinese culture that meant decision making throughout his IT operation required more understanding subtlety than he had expected. He did, however, keep true to t motivational techniques he had seen succeed in the United Stat risked upsetting his senior colleagues by persuading them to a in a social setting in a way that they found embarrassing at first. They ere eventually won over, with positive consequences, and Beas confirmed to himself that trust and loyalty are important foundation of a successful management style, wherever you are. Those were valuable lessons for two outsiders willing to learn from their new situations. However, the third U.S. addition to Asian management featured here can be seen as more of a teacher than a student, although Kwok scarcely gives himself enough the valuable advice he has offered. Kwok, an overseas Chinese returning to Asia from a lengthy the views himself as a "round-tripper" He also saw the contradictions sometimes make it difficult for the and Eastern sections of multinationals to work together it, for instance, he asked, that it is always the Asians who conference calls in the middle of the night? Surely, their colleagues can be inconvenienced now and again? His fundamental insights differences and the best w together a business that crosses many national boundaries give important context to the outsider. But they also point to leader who has learned from what surrounds him and h best advantage. Cassian Cheung, the writer of Chapter 3, is also U.S.-educate Kong born, and his experiences, recounted through t of his career with three multinationals expanding across China are instructive. The lessons he learned during the nitty-gritty of negotiations point to a leader who knows how to adapt circumstances. His handling of operations in a country w two economies, shows his ability to mix leadership w and understanding. Cheung is not a man to let a learn experience pass him by. Scott L. Summerville, President (Asia-Pacific) of Rockwell Automation, made a compelling case in Chapter 4 for the investment and effort in human capital development. Drawing of experience heading his company's China operations illustrated how instilling a culture that says every manager must be an HR manager will pay off In this way, employees retained by the company amid fierce competition for the best the brightest. William Johnson, Managing Director, China, for K described in Chapter 9 how he adapted to the pa change in China as it first began to pick up, at the beginning career there 15 years ago and more recently, as the country’s development has moved into an even more Mandarin speaker, Johnson has needed to tailor his HR management techniques accordingly, showing at the same time that a successful business leader must change with the times while remaining true to his principles.
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