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* Ulrich Zachau, Director, Thailand, Malaysia, Regional Partnerships, The World Bank Group

* Ms. Waewkanee Assoratgoon, Managing Director for Yum! Restaurants International

* Chalermpong Darongsuwan, Managing Director of Philips Electronics (Thailand) Ltd.

* Jean-Francois Cousin, Global Executive Coach, Greatness Leadership Coaching

Best Practices to set up Thai Leaders for Success, in Asia and Worldwide

Bangkok, 8th February 2018

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- Best practices to set up Thai Leaders for Success in Asia and Worldwide Ms. Waewkanee Assoratgoon, Managing Director for Yum! Restaurants International

- Facing a Globalizing World: How Can Thai Leaders Realize Opportunities? Ulrich Zachau, Director, Thailand, Malaysia, Regional Partnerships, The World Bank Group

- Hard lessons learnt abroad, and tips for Thais going global Chalermpong Darongsuwan, Managing Director of Philips Electronics (Thailand) Ltd.

- 5 keys to unleash the full potential of Thai leaders Jean-Francois Cousin, Global Executive Coach, Greatness Leadership Coaching

- Panel discussion

- Participants exchange their own best-practices

What actions can CEOs and HR Leaders take, to help Thai leaders attain global leadership standards

and contribute their unique value to regional and global teams?

Best Practices to set up Thai Leaders for Success, in Asia and Worldwide

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Chalermpong Darongsuwan, Managing Director of Philips Electronics (Thailand) Ltd.

Ulrich Zachau, Director, Thailand, Malaysia, Regional Partnerships, The World Bank Group

Ms. Waewkanee Assoratgoon, Managing Director of Yum! Restaurants International

Jean-Francois Cousin, Global Executive Coach, Greatness Leadership Coaching

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BEST PRACTICE TO SET UP

THAI LEADERS FOR SUCCESS, IN ASIA AND

WORLD-WIDE

By: Waewkanee Assoratgoon Managing Director – Yum! Restaurants International (Thailand) Co., Ltd “KFC Thailand”

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KFC

STRENGTHS of

Thai Cultural

Values

12 Nationalities (US, Canada, UK, Australia, South Africa, Germany, France, Italy, India, Russia, Mexico, Thailand)

American brand of 20,500 outlets, more than 125 countries

20 Business Units 20 General Managers 5 Female Managers

Only 2 from Asia and 1 of 2 is… from THAILAND

Close, Sincere

relationship Empathy

Long-Term goal and

perspective

Diversity (Gender)

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Patron/Seniority Relationship “Bunkhun” – Show gratitude for leader.

Status and Respect.

Sincere, Deep Relationship “Namjai” – Show Kindness and

Consideration to others.

Sincere and Humble “My work speaks for itself.” Talk less than

do. Group Harmony

“Krengjai” – avoid conflict. Do not make others feel uncomfortable.

Power Distance Take responsibility and make decisions

for my own clearly defined tasks

Close Network Circle of Family, relatives, friends.

Relationship and Performance Deliver Results. Build Relationship.

Quicker to Connect & Trust Do not expect deep, sincere relationship

upfront. Be more open.

Make it easy for others to know you. Self-advertise. Self- promote.

Solve Problem No face, ego, conflict avoidance.

More trust and conflict capability.

Participative and Creative Decision Making Participate in problem solving in unknown

situations.

Open Network Be broad and approachable. Easy to connect.

5 keys to unleash the ‘global’-potential of Thai Leaders

Lessons learnt whilst supporting Thai executives to

become Global Leaders by Jean-Francois Cousin Bangkok, 8th February 2018

www.greatness.coach

Jean-François Cousin, ICF Master Certified Coach, serving Clients across Asia and the Middle-East;

former Senior Executive in Asia

Coaching and corporate experience Successful Clients

• Delivered over 10,000 hours of coaching to senior executives and teams since 2006

• Coached over 250 Thai and 200 other Asian leaders

• One of his main interests is helping leaders and organizations enhance collaboration and agility

• Former Managing Director in Thailand for a Fortune-500 company (1998-2004)

Contact: jfc@1-2-win.net

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Which people-traits in Thailand are supporting its economic growth?

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• Desire and energy for success

• Attraction to newness

• Connections

• Pragmatism

• Family-values in the work-place

• Resilience

A few of the people-traits supporting Thailand’s growth are global assets

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Collaboration - in urgency

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Flexibility

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Going forward, are those strengths enough?

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The big picture and its hard truths

• The easy part of the growth in Asia is over

• Thai leaders now work in a global and ‘VUCA’ environment

• Continuous collaboration and agility critical to organizations’ success

We need to grow Global Thai Leaders… who can embed a collaborative and agile culture

in their organization

the ‘game’ in Asia has changed, leaders must become game-changers

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Agility

learn from mistakes

keen to experiment

comfortable not knowing

versatile thinking

courageous decision-

maker

eager learner

Traits of an agile leader

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Traits of a collaborative leader

Brings out her/his best

Brings out her/his best

+ Others’ best

Brings out her/his best

+ Others’ best

+ Teams’ best

Brings out her/his best

+ Others’ best

+ Teams’ best

+ Orga’s best

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Apinya’s leadership development story

Early personality development • No direct feedback • ‘Be / do perfect’ • ‘Smile’ always • Respect for senior people • Take care of younger ones • Family first, and Country too • Education through memorization

A few issues at work • Task-focused, overloaded • Risk/mistake avoidance, perfectionistic • Micro-management • Teacher-like with subordinates • Not expecting ‘juniors’ to think • ‘Silo mentality’

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Beliefs

SHIF

TS

Leadership

Impact of her leadership development

Beliefs

Leadership

I must avoid failure & protect my subordinates

I must ensure my department succeeds

I must grow my subordinates’ autonomy

I must ensure my company succeeds

Paternalistic

Department-centric

Empowering

Company-centric

• Increased self-confidence / self-trust; perfectionism removed

• Boss-subordinates relate as ‘adult-to-adult’

• Subordinates learn and grow from mistakes, and gain self-esteem

• Collaboration with other department soars, in support of company’s goals

Apinya’s leadership development story

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• Self-awareness and self acceptance

5 frequent developmental opportunities for Thai leaders

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•Self-awareness and self acceptance

•Self-confidence –especially in international forums-

•Empowerment

•Embedding collaboration and agility across the company

•Worldwide business view & critical & long-term thinking

5 frequent areas for development for Thai leaders

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Self-awareness

Self-acceptance

Self-esteem & self-trust

+ -

Authenticity, Humility &

vulnerability

Trust in others Empowerment

Openness to others

Productive relationship

Mindful Growth

Steering the path from self-awareness to productive relationships

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SELF LEADERSHIP

You and your People… Rarely Usually Always

Are sincere, humble, and trustworthy

Share ideas and propose initiatives

Dare to experiment, within reason, and

learn from mistake

Jump in to solve problems

Embrace change out of their comfort zone

Develop new skills

Deliver on promises, without excuse

Sub-totals (A) (B)

Overall Total = (A) + 2 x (B) / 14

Talking points with Leaders in Thailand: employees’ self-leadership in the organization

http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf

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RELATIONAL LEADERSHIP

You and your People… Rarely Usually Always

Communicate with authenticity

Reach out to others

Seek others’ ideas and feedback

Listen for value in what others say

Care for and support others

Help others grow and play at their best

Trust and empower others, within reason

Sub-totals (A) (B)

Overall Total = (A) + 2 x (B) / 14 http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf

Talking points with Leaders in Thailand: relationships productivity in the organization

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From productive relationships to collaborative engagement

Productive relationships

Focused on organization-centric goals

Team-members help each other play at their best

Collaborative engagement

Authenticity, humility and vulnerability

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TEAM LEADERSHIP

Team members across your Organization… Rarely Usually Always

Maintain clarity on roles and

responsibilities

Play by the team’s rules

Agree on the organization’s Vision

Prioritize team goals vs. personal goals

Speak frankly with each other

Trust each other

Discuss the real problems together,

even when it is uncomfortable Sub-totals (A) (B)

Overall Total = (A) + 2 x (B) / 14

http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf

Talking points with Leaders in Thailand: collaborative engagement within teams

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From collaborative engagement to collaborative and agile organizational culture

Productive relationships

Spread leaders’ beliefs & behaviors

Enhance organizational agility

Authenticity, humility and vulnerability

Collaborative engagement

Collaborative and agile culture

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ORGANIZATIONAL LEADERSHIP

Your People… Rarely Usually Always

Are aligned with, motivated by, and proud

about the Way Forward

Share supportive beliefs and behaviors

Grow their self-esteem and authenticity

Have a bias for diversity of ideas

Continuously raise the bar for performance

Nurture healthy work practices

Maintain productive collaboration across

departments

Sub-totals (A) (B)

Overall Total = (A) + 2 x (B) / 14 http://www.greatness.coach/wp-content/uploads/2015/06/ASSESSMENT-book-GAME-CHANGERS-at-the-Circus.pdf

Talking points with Leaders in Thailand: collaboration and agility in the organization

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5 keys for CEOs, to help Thai Leaders become Global Leaders

1. Expatriate hi-potential leaders to different continents early in their career (starting with short-term missions)

2. Offer (bi-)monthly ‘developmental-feedback sessions’

3. Propose global mentors or/and coaches

4. Challenge their thinking and curiosity, and invite them to join think-tanks / strategic project teams

5. Help them gain exposure and develop a world-wide network

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5 keys for HR Leaders, to coach future Global Leaders from Thailand

1. Offer regular, constructive feedback, it strengthens!

2. Discuss the impact of their leadership styles on employees’ behaviors

3. Discuss the beliefs & behaviors they need to embed in their organizations for greater success

4. Support them to integrate the best of Eastern and Western leadership principles and wisdoms

5. Assign them to different roles out of their comfort-zone (functions/operations, local/regional/global)

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Chalermpong Darongsuwan, Managing Director of Philips Electronics (Thailand)

Ulrich Zachau, Director, Thailand, Malaysia, Regional Partnerships, The World Bank Group

Ms. Waewkanee Assoratgoon, Managing Director of Yum Restaurants International

Jean-Francois Cousin, Speaker and global executive coach, Greatness Leadership Coaching

Moderator:

Best practices to set up Thai Leaders for Success in Asia and World-wide

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• Check potential derailers before an expatriation (e.g. ‘inability to inspire. To align, to connect or to build an effective team’) by looking at leader’s past successes and failures

• Before an expatriation:

• Invite Thai leaders to work intensively on an international project case and then present their conclusions to top management

• Involve Thai leaders in transversal projects, with project team-members from different countries

• Offer first short-term missions abroad (a few weeks) so that they realize working abroad can be pleasant, then longer ones, finally an expatriation

• Avoid a first expatriation where influence and communication are paramount to success; a first expatriation in a technical role may be easier than in a management role

• Ensure adequate preparation before expatriation

• Expatriate Thai leaders early in their career, before they need to spend much time taking care of their family; but not too early: they must have sufficient experience and maturity to contribute and succeed

Best practices to set up Thai Leaders for Success in Asia and World-wide

Best practice sharing by panellists and participants in Nov. ‘16

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• Regularly connect with them during their expatriation, and monitor progress afterwards

• Provide a coach/mentor if they are willing to have one

• Gather and distribute testimonials from Thai expatriates

• Help Thai leaders profoundly understand they need the courage to (1) speak up to make a difference, (2) bring up issues early (whilst there is still time to solve them)

• ‘Force’ Thai leaders out of their comfort-zone, for example to present to high-level management, so they have a chance to overcome any fear they may have and develop their talent faster

• Give them straightforward feedback for improvement

• Place them in tough situations so they build up a ‘peak state’ that helps them perform at their best, and then gain confidence from it

Best practices to set up Thai Leaders for Success in Asia and World-wide

Best practice sharing by panellists and participants in Nov. ‘16

APPENDIX

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5 keys to unleash the ‘global’-potential of Thai Leaders

Lessons learnt whilst supporting Thai executives to

become Global Leaders by Jean-Francois Cousin Bangkok, 8th February 2018

https://th.linkedin.com/in/greatnesscoach https://www.facebook.com/greatness.coach/ www.greatness.coach

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The end-game: attain 4 leadership-levels enabling Agility and Collaboration across the organization

AGILE &

COLLABORATIVE

CULTURE

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Steps to master Leadership Levels Outcome Rewards

1. Self Leadership

Self awareness

Self acceptance

Personal growth

Self confidence

Leaders ‘drop the mask’ and

become authentic and vulnerable;

they bring out the best in

themselves

Employees follow such leaders with

sincerity and energy

2. Relational Leadership

Openness

Helping others grow

Leaders ‘lift others up’ and bring

out the best in others

Relationships become more productive;

leaders groom leaders at all levels

3. Team Leadership

Choose as a team a ‘Great Way

forward’ towards high performance

Decide how the team will ‘play

together’ to change the game and

get there

Teams ‘get their acts together’ and

bring out their best collective

performance

Collaborative engagement soars

4. Organizational Leadership

Inspire employees to adopt beliefs

and behaviours that support

progress towards high performance

Enhance organizational agility

ruthlessly

A Culture of Greatness and high

performance is established within

the organization

Employees are highly engaged, and

accountable;

bolder and more profitable growth

strategies;

greater contribution to society.

The 4 levels of leadership necessary to create high performing teams and corporate culture

Example:

An exercise a leader can go for with her/his LT: define with your team the behaviors they will

role-model for the team to engage collaboratively

‘Rules of the Team Game’ Supportive Behaviors

Team’s goals override individual goals We act for the greater good of the

organization

We are equally engaged

We clarify our responsibilities

We say what we think and what we don’t

know

No blaming

No excuses

We listen for value in different opinions

We talk about the elephants in the

room

We build on each other’s ideas

We help each other play at our best

We follow-up on our decisions until

success

We ask for help when we need it

We apologize when appropriate

We hold each other accountable to

play by our rules

We hold each other accountable to

model after our chosen behaviors

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Example of beliefs / behaviors nurturing an agile and collaborative Culture in Asia

We connect truly with one another

Beliefs Behaviors Authenticity and trust inspire reciprocity We are authentic and we choose to trust others

upfront It is more productive to look for the best in others than to obsess about their flaws

We look for others’ talents

Everyone has worthwhile and different things to say; we find better solutions to our problems with diverse ideas

We fully listen to others

We grow capabilities, initiative, and accountability

Everyone has potential; It is our duty (and it is rewarding) to help unleash more of it

We help others unleash more of their potential

Blame promotes the fear of mistakes and discourages initiatives;

Tolerating excuses decreases accountability

We choose a no-excuse and no-blame approach to everything we do

A rising tide lifts all the boats We do all we can to help everyone play at their best

We tightly collaborate to delight audiences beyond their expectations

Collaboration and agility are critical to Greatness and its sustainability;

Celebrating progress motivates to sustain the efforts required

We build bridges, not walls, by making our animals more cooperative across groups and more agile at team work, and we celebrate our progress

The quality of Customers’ experience determines our future We center our decisions on the quality of the Customers’ experience

Solving problems from the perspective of “What can best serve our Circus’ purpose?” yields greater good for the Circus

When we are stuck at conflict resolution, we take a step back from individual goals and ask ourselves, “What can best serve our Company’s purpose?”

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Downloadable exercises enhancing self-awareness

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Resources (click on picture for access)

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