November 23, 2009 – Bangkok Post – Thailand
I was having lunch recently with Jean-Francois Cousin, a fellow executive coach working in Thailand under the brand 1-2 win. We exchange information and learn from each other at informal lunches every three or four months. “What have you been doing recently?” I ask.
“I just finished a project on leadership and change management in the downturn. I and another coach held 10 sessions for 15 executives from various organisations,” Jean-Francois tells me. “Half were Thais and the rest foreigners. They were facing similar challenges – and one thing they had in common was people development.”
“Why?” I ask.
“What do you think, Khun Kriengsak?” Jean-Francois plays a coach’s role.
“It may be because they had not been developed before,” I reply. “Most of them probably were promoted because they were high achievers who had been responsible, proactive and self-developed. But when they were at the top, they realised they did not understand why people need to be developed.”
“I agree,” he acknowledges.
I share my view. “Last week, I coached a small group of new general managers. They also were facing similar situations as your participants. We spent time discussing leadership and managing people. One of their concerns was that they could not change their people. Read story.
Tweet This
Email to a friend
