creating top performers

Asia’s female leaders: How to be more confident at work

Simone Wu — Fri, 17 Jan 2025 07:00:00 +0000

Asia’s female leaders: How to be more confident at work Simone Wu

Confidence can take a dip when you work in a toxic environment, fail a test, fall out with a loved one or experience a setback at work. Everyone experiences low confidence levels in various degrees.

How confident you feel comes from life experiences related to culture, trauma, childhood bullying, parenting style, race, gender and sexual orientation – even the most highly driven individuals can experience the classic symptoms of impostor syndrome.

Understand women's confidence levels globally

The Women's Confidence report, published in March 2021, found that globally, women's sense of confidence is moderate. Commissioned by an American cosmetics company, IT Cosmetics, and conducted by consulting firm Eranos, this global women's confidence report was conducted over three years in 11 countries with 11,176 women between ages 18 to 69.

The study found that women in Mexico are the most self-confident, followed by those in China, the USA, Russia, Germany, Australia, United Kingdom, France, Hong Kong, South Korea and Japan.

Researchers for this report also worked with academic experts, and successful and confident women to provide a well-rounded perspective on a woman's confidence. According to this white paper, confidence stems from 14 different interior and exterior sources, such as intuition, resilience, routine, spirituality and support system. How you draw from them is directly related to your personality, the time of day and your current life stage.

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A brief overview of experiences that influence a woman's level of confidence from this report

28% of Australian women, or almost one in three women, affirm that they have special skills as women in a professional context, which gives them an advantage over men. This echoes the idea that womanhood gives them an edge over their male counterparts.

81% of Chinese women believe that their condition can be improved by banding together – an exceptionally high ratio compared to other countries. Chinese women are more than aware of the key role they play in society and family, as opposed to men. In a country where protests are not common practice, women are very conscious of the cause that binds them together.

62% of Hong Kong women say that they would hesitate to break the rules even if they deemed them unwarranted. Respecting the rules is still a strong cultural standard, and contesting them openly is not welcomed.

34% of Japanese women, or more than 1 out of 3 Japanese women, think that all bad things happen for a reason, and we have to accept that, even if it is hard. The ability to accept fate is valued in Japan. On top of that, almost one out of three Japanese women say they feel stress or anxiety very often.

63% of South Korean women seek inspiration and strength from their predecessor’s experiences. In work, family, individual and social situations, in general, Korean women draw great lessons from those with more remarkable experience than them.

A lack of confidence can slow down career advancement for women. In 2019, research carried out by My Confidence Matters and the University of Glasgow found that 79% of women lack confidence (compared to 62% of men) when it comes to their careers and speaking up at work.

On top of that, LinkedIn’s Gender Insights Report found that women feel that they need to meet 100% of the job description criteria before applying for a job. In comparison, men would often apply for a job after meeting about 60% of the job description.

This confidence deficit can lead to many minor issues that will build up to have a significant impact on women’s careers. Creating a psychologically safe workplace can drive meaningful behavioural shifts, according to the Grant Thornton Women in Business 2024: Strategies for Success Report.

“Following female leadership calls and conferences, I’ve seen women become more empowered and determined. Hearing from each other gives them greater permission to be their authentic selves,” shares Ngozi Ogwo, CEO at Grant Thornton Nigeria.

For instance, when women do not speak up at appraisals, they miss the chance of getting promotions and negotiating for a higher salary. Also, when you feel confident, you are more likely to act on criticisms with a positive and motivated mindset than to dwell on negativity.

Advice from Asia's female leaders: Ways to build confidence

To build confidence, it is firstly essential to identify the cause of the lack of confidence. (Here is a quick confidence quiz you can take.) And from there, work on how you can become your biggest cheerleader. Ahead, 11 female leaders share their tips for building confidence.

“In the face of new world norms, to gain confidence, leaders today have to possess a strong conviction, trust our instincts to take calculated risks, develop a lifelong sense of curiosity, excel in navigating through ambiguity to form meaningful learnings and reframe mindsets to see failures as opportunities.” – Alison Ee, Director, Head of Customer & Marketing, Omni Grocery Business at FairPrice Group.

“A good start is to model leadership – by taking a page from the many leaders, we see around us. No one is born a perfect leader. We all build a unique stack of different skills, such as communication, strategy, and people management, that help us become better managers throughout our careers. Having said that, modelling will only take you so far. After some years of experience, it’s just as important to transition to trusting yourself, your instincts, and that stack of skills you’ve now developed fully.” – Angelia Teo, Founder at Futura.

“What’s worked for me is taking risks and stepping out from my comfort zone, which sounds unusual coming from a Chief Risk Officer, but it’s really about taking calculated risks. Also, speaking at conferences and publishing thought leadership articles help build my confidence too. I enjoyed that connection with people, and that also helps me build confidence. Another way to build confidence is to have a sense of passion and purpose in whatever you do.” – Anita Menon, Chief Risk Officer at Prudential BSN Takaful Berhad.

“I was not born with confidence. I had to work on it and build it up over time. I think having the humility to know that I am not perfect is one thing. The second thing is to know that, sometimes, things fail no matter how hard I try. It is about the ability to learn from your mistakes and rebound from failures. Also, I was a math major, so my approach is to look at problems, no matter how complicated they seem, and break them down into little pieces. So to me, confidence is not about having no fears. It is, realising that you have the strength to overcome those fears.” – Farra Siregar, VP, Strategic Partnerships at Zuellig Pharma.

“What really helped me was being able to come to the realisation of my weaknesses. I do believe my own strength, as well as knowing my weaknesses are important. One of the ways to gain more confidence as a leader is to embrace my weakness. I am a quick learner and fast thinker, which can also, at times, become a weakness. If you think you need to know everything in your team, you’re in trouble. For example, I’m not an expert in manufacturing or supply chain as I grew up in marketing and sales before becoming a general manager. So instead of hiding the fact that I have certain knowledge gaps in these functional areas, I try to embrace them by pausing before speaking. And by asking more questions before I jump to conclusions.” – Huilin Min, Vice President & Managing Director, Castrol Greater China

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“I realised that to gain confidence, I needed to practise. It’s all about practice. A lot of people were asking technical questions, and I started to spend a lot of time presenting in conferences; every year in the early 1990s, there were four to five conferences around the Asia Pacific. So I started to build confidence by [doing] repetitive work, repetitive presentations, each time trying to figure out what to do better than the next, and hearing feedback from people and what works for them. So it’s gaining confidence by pushing yourself into areas that make you uncomfortable. I still have butterflies in my belly every time I go up on stage!” – Irene Oh-Buhrfeindt, Vice President in Sales and Commercial Strategy, APAC at Tronox Limited.

“Everybody learns from their lessons and failures. That is how we can achieve success. I’m not sure if you have heard of the writer from Japan called Junichi Watanabe. He wrote a book called The Power of Insensitivity, about the sensitivity of [people], about how we care about the comments of others, about our failures, about how we are fragile. We call this ‘office glass heart’, so if you have an ‘office glass heart’, that is a problem. You will be easily beaten and lose your confidence. That’s why, according to Watanabe, we need to build up this power of insensitivity, put aside the comments from others and do the right thing. Gradually, the confidence will grow. At Ping An, we call this ‘AQ’, or ‘Adversity Quotient’. It is your ability to stand up in a challenging environment.” – Jingle Pang, Group Head of Business Tech & Ops at Zurich Insurance

“It always starts with domain knowledge. Confidence, for me, always comes from a good mastery of whatever that thing is. The second factor is about having a support system. Having a group of advisors, such as mentors, sponsors, your peers, your friends or family members, who can see you, see the value in you, that can really help you.” – Paula Wang, Managing Director, Google Play, APAC at Google.

“Knowledge is important. As I’ve said before, I benefit from the fact that my work and personal life are so closely aligned. The rest of it has to do with preparation. Do your homework because nothing replaces that. It adds to your knowledge and ability to solve big problems. I have also gained experience and confidence by working with people, gathering inputs and taking feedback, especially when preparing for critical decisions. So my advice is this: keep learning and keep practising. I learnt so much from interacting with my children, and it is incredible when they tell you the most honest feedback. I think, in life, we have to learn to receive feedback in the raw form. Don’t miss those opportunities. Sometimes you build confidence just by engaging with your own children.” – Penny Wan, Member Board Of Directors at Dr. Reddy's Laboratories.

“Confidence comes from deepened competence and capability: Read widely, learn continually through courses, industry and peer dialogues, and equivalent professional platforms to triangulate insights and form unique points of view. You can also find someone more senior and from a different field to mentor you and harness alternative perspectives. In turn, take on younger individuals as your mentees to give back the knowledge acquired.” – Romona Loh, Deputy Director, Ministry of Trade and Industry, Singapore.

“Self-care. A person who is happy and well can lead better. You’re relied upon for decisions and motivation for the entire team. What you do is very contagious and can impact everyone. So caring for yourself, ensuring that you exercise and sleep well, that’s probably the most important thing. So when it comes to self-doubt and self-criticism, just being aware of these thought processes allowed me to understand that they are just that – thoughts. They are not real.” – Teresa Condicion, Founder and CEO of Shoplinks.

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How to conduct a 360 degree appraisal

Naren Sankar — Fri, 19 Jul 2024 14:20:15 +0000

How to conduct a 360 degree appraisal Naren Sankar

Select a representative group: To gain a well-rounded perspective, it is essential to collect feedback from a group of 5 to 10 colleagues who interact regularly with the employee. This group should include managers, peers, and direct reports to provide a well-rounded perspective.
Choose the data collection method: Online surveys are commonly used for gathering feedback in 360-degree appraisals due to their efficiency and anonymity. Alternatively, face-to-face interviews or structured discussions can be conducted for more in-depth insights, especially in smaller teams or organisations.
Ensure anonymity: Guarantee respondents that their feedback will remain anonymous. This assurance encourages honest responses, which are essential for the appraisal's effectiveness.
Communicate the purpose: Clearly explain the purpose of the 360-degree survey to all employees. Transparency helps prevent misunderstandings and ensures everyone understands the goal of fostering professional growth and development.
Involve the employee: Ask the employee to complete their own survey. Self-assessment allows the employee to reflect on their performance and provides a baseline to compare with the feedback from others.
Set a minimum interaction period: All participants should have worked with the employee for at least six months. This requirement ensures that the feedback is based on sufficient interaction and observation.
Compile and analyse data: Once the performance feedback is collected, compile and analyse the feedback data to identify patterns and trends. Look for consistent themes that can provide valuable insights into the employee's behaviour and performance. Utilise software or tools designed for data analysis to simplify the process.

Human resources should be involved in successfully implementing a 360-degree appraisal system. HR professionals are often responsible for designing the feedback system, ensuring the anonymity of responses, and guiding managers and employees through the appraisal process.

Handling negative feedback can be challenging but essential for personal and professional growth. Here are some tips for helping employees effectively manage challenging feedback:

Maintain a positive mindset: Approach negative feedback with an open mind and a willingness to learn and grow. Instead of viewing it as criticism, see it as an opportunity for improvement.
Seek clarification: Don't hesitate to seek clarification if feedback is unclear or ambiguous. Ask for specific examples or suggestions for improvement to understand better the areas needing development.
Develop action plans: Use the feedback as a catalyst for action. Identify specific steps you can take to address the feedback and improve in areas of weakness. Set realistic goals and timelines for implementing changes.
Focus on solutions: Rather than dwelling on the negative aspects of the feedback, focus on making improvements. Use the feedback to identify areas where you can excel and make a positive impact.
Seek support: Don't be afraid to seek support from mentors, colleagues, or a coach. Discussing feedback with others can provide valuable insights and perspectives, helping you navigate challenges and develop effective strategies for improvement.

Fostering growth through constructive feedback

360-degree appraisals are a valuable employee performance management tool for fostering professional development and improving overall organisational performance. By carefully collecting and analysing feedback and focusing on constructive criticism, organisations can help employees develop their skills and behaviours, ultimately contributing to the company's success.

Performance evaluations can significantly boost employee engagement by fostering a culture of transparency and continuous feedback to track progress, making employees feel valued and involved in their personal and professional development.

Implementing these appraisals thoughtfully and effectively ensures that the organisation and its employees can reap the benefits of this comprehensive feedback tool.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

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The ultimate guide to acing your performance review and boosting your career

Anonymous — Thu, 11 Jul 2024 03:23:20 +0000

The ultimate guide to acing your performance review and boosting your career Anonymous (not verified)

While performance review season can be stressful, it can bring opportunities for growth and career progression. When you enter your performance review session well-prepared with your professional highlights and achievements, it can open doors to new opportunities and move your career forward.

If you are a people manager, your role and work performance extend beyond your own performance evaluation. Prioritise setting your direct reports up for success when conducting their performance reviews. That contributes to your work performance too.

Whether you are an individual contributor or a supervisor, here are some helpful tips to effectively prepare for your bi-annual and annual reviews and the steps to take after your performance review to ensure future success. in your career.

Before your performance review: Get ready to shine!

1. Reflect on your achievements and challenges

Gather evidence of your successes, such as specific projects, numbers, or client feedback. Consider areas where you faced difficulties and what you learned from those experiences. This will give you a clear understanding of your contributions and areas where you can grow.

By looking at past performance review examples, you can highlight how you have addressed feedback and improved. This approach ensures your employee performance review showcases your achievements and progress accurately.

Here is an example of how to do this:

Past employee feedback: "John should focus on improving his conflict resolution skills. While his leadership is strong, addressing team conflicts more proactively would enhance overall team dynamics."

Preparation for this year’s review: "Over the past year, I have focused on improving my conflict resolution skills, as suggested in my last performance review. I completed a conflict resolution training program and implemented proactive strategies within my team. As a result, I successfully mediated several team conflicts, leading to a more cohesive and collaborative team dynamic. This effort has not only strengthened my leadership but also contributed to a more positive work environment."

2. Align your review with company goals

You can enhance your impact and relevance during this formal assessment by clearly connecting your individual efforts to broader company objectives, positioning you as a key player in organisational success. To ensure you’re well-prepared, take the time to familiarise yourself with the company mission and vision, and the criteria and metrics your company uses for evaluations.

3. Prepare questions and topics for discussion

Think about what you want to get out of the review. Prepare questions about your performance, opportunities for growth, and areas where you can improve. This shows that you are proactive and invested in your professional development.

Sample questions for the discussion:

Can you provide specific examples of where I excelled in my role over the past year?
Are there any areas where you feel I could have performed better, and how can I improve?
Are there any new projects or responsibilities I can take on to further develop my skills and contribute to the team?
Are there any resources or support available to help me overcome challenges and improve my performance?
Are there any specific skills or experiences I should focus on developing to advance in my career?

4. Seek peer feedback

Seeking feedback from colleagues provides diverse perspectives on your strengths and areas for improvement.

This proactive approach enhances your self-awareness and prepares you for constructive feedback during formal reviews with your manager. Pick two to three colleagues you would like to get feedback from.

These should ideally be people you can trust and that you collaborate regularly with. You could send them an email or text them on a work chat (e.g. Microsoft Teams), and depending on your relationship with your colleague, adjust your tone in your text or email accordingly:

A casual Teams message example

“Hey [Colleague’s Name], got a minute? I’m trying to up my game at work and could really use your input. Since we’ve been working together on [project/team], I was hoping you could share your thoughts on how I’m doing.

No need for a formal sit-down – maybe we could grab coffee sometime this week? I’m particularly interested in:

What you think I’m nailing
Where you reckon I could improve
Any specific situations that come to mind

Your honest take would mean a lot. Let me know if you’re up for it and when works for you. Thanks!”

A more formal email example

“Dear [Colleague’s Name],

I hope this message finds you well. As part of my ongoing professional development, I’m seeking feedback from trusted colleagues. Given our collaborative work on [specific project or timeframe], I would greatly appreciate your insights.

Could you spare 15 minutes next week to discuss:

Areas where you believe I excel

Skills or competencies where you see room for improvement

Any specific examples that support your observations

Your candid feedback will be invaluable in helping me grow professionally. Please let me know if you’re available and which day/time works best for you.

Thank you for considering this request.

Best regards,

[Your Name]”

How to conduct yourself during performance reviews

While preparing for your performance review is not just a task, it's an opportunity to take control of your professional growth. How you conduct yourself during the actual evaluation can significantly impact its outcome and your career trajectory.

You need to approach your reviews with the right mindset, engage productively with your manager, and set the stage for future success.

Whether you're a seasoned professional or facing your first formal evaluation, these guidelines will help you navigate your performance review with confidence and professionalism. Remember, this is a process designed to help you grow and succeed.

Dos:

Do prepare thoroughly. Gather evidence of your achievements and contributions.
Do be open to feedback. Listen actively and show a willingness to improve.
Do bring your own assessment of your performance, including areas where you think you can improve.
Do ask questions for clarity if you need help understanding any feedback or expectations.
Do discuss your career goals and aspirations with your manager.
Do take notes during the review for future reference - use a notebook and not your mobile phone.
Do follow up on action items or development plans discussed in the review.

Don'ts:

Don't be defensive. Avoid making excuses or immediately rejecting criticism.
Don't compare yourself to coworkers or discuss their performance.
Don't focus solely on negatives. Ensure you also highlight your successes.
Don't be passive. Engage actively in the conversation about your performance and future.
Don't surprise your manager with significant issues or concerns that you haven't previously discussed.
Don't argue about the feedback. If you disagree, ask for specific examples and discuss calmly.
Don't forget to discuss support or resources you might need to achieve your goals.
Don't leave without clearly understanding your goals and expectations moving forward.
Don't neglect to thank your manager for their time and feedback.

A performance review is an opportunity for growth and alignment. Approach it with a positive, proactive attitude for the best results.

After your performance review: Turning feedback into action

It is time to act on the feedback and plan for the year ahead. Here are some tips on making the most of your performance review feedback and setting yourself up for success.

1. Embrace the feedback

Positive review

Take the time to celebrate your achievements, but don’t stop there. Dive into what contributed to your success, identify the actions that propelled you forward, and make concrete plans to continue these practices. Challenge yourself to exceed expectations in the coming year.

Performance gaps

Hearing constructive criticism about your performance or behaviour can be challenging. That said, good things can come from a less-than-ideal review. Accept the feedback objectively and review how your actions contributed to your performance.

If you were aiming for a raise or promotion but did not get it, plan what you can do between now and the next review period. Have a chat with your manager, ask for some clear direction on how you can move closer to your goals and devise a performance management plan together.

2. Ask questions for clarity

Don’t be afraid to ask your manager to ask for more details. Good managers will be willing to have further discussions as part of the performance review process.

Conversation starters:

I received feedback on [specific aspect of performance]. Could you provide more context or examples to help me better understand this feedback?
I’m unclear what you meant by [specific comment or criticism]. Could you elaborate on that?
Can you give me specific examples of where I demonstrated [particular behaviour or skill] and where I may need improvement?

If you are met with resistance, consider discussing your concerns with the HR team to ensure you have the necessary guidance and support.

3. Seek continuous feedback

If you were surprised by anything in the performance review, consider asking for feedback more often throughout the year. Good moments to ask for this feedback include at the launch of a project, after a campaign or series of activities, mid-year, or after major setbacks or negative input from stakeholders.

4. Identify development areas

Rarely will any employee at any level get a 5-star review across the board. Even if you have shined from day one, there will always be something to improve. Pursuing professional development through training courses or workshops can enhance your skills and keep you competitive in your field.

5. Document your achievements

Keep a running list of your accomplishments throughout the year as they happen to ensure you have detailed records.

This can include specific results, project completions, or positive feedback from clients or colleagues. Quantify your achievements wherever possible, such as by including metrics or measurable outcomes.

Note any challenges you overcome and the strategies you implement to tackle them. This will demonstrate your problem-solving skills and resilience in navigating obstacles.

6. Set new goals

Draft preliminary goals for the upcoming year based on your reflections and feedback. These should align with your career aspirations and the company’s objectives.

Use the SMART criteria to set goals that are:

Specific: Clarify your core responsibilities with your manager to ensure you fully understand your role.
Measurable: Identify key metrics to measure your goals as a quantifiable approach ensures you can track your progress and adjust as needed.
Attainable: Set realistic, achievable goals within your capabilities and resources so you can remain motivated to reach them.
Relevant: Align your goals with broader company objectives to ensure your manager recognises your efforts.
Time-bound: Establish a clear deadline for your goals and prioritise tasks to create a sense of urgency.

7. Foster open communication with your manager

Building rapport with your manager is essential for your professional development. Schedule regular check-ins to discuss your progress, address any concerns, support you may need and receive ongoing feedback. These meetings provide valuable opportunities to ensure you’re on track for success.

Seek out opportunities for professional growth

1. Explore mentorship opportunities

Securing meaningful mentorship requires a strategic approach. Start by identifying potential mentors within your network, including supervisors, senior colleagues, or industry professionals. Instead of seeking formal mentorship immediately, build relationships through genuine interactions and shared interests.

Offer value in return, such as assisting with projects or sharing relevant insights. Begin with short, focused conversations about specific challenges or goals. As trust builds, gradually increase the depth and frequency of these interactions.

Remember, effective mentorship often evolves organically from mutual respect and shared growth. Be patient, persistent, and open to learning from various sources, as valuable guidance can come from unexpected places.

2. Expand your professional network

Join industry groups or company networks to expand your knowledge and opportunities. Engaging in these communities helps you stay updated on industry trends, learn from peers, and discover new career paths. This broader perspective can inform your goals and achievements for future performance reviews.

3. Recognise when it's time for change

As you reflect on your performance and career goals, you may realise you've outgrown your current role and feel it is time to explore new challenges. This could be due to a lack of advancement opportunities, feeling underutilised, or wanting to explore a different career path. Use your performance review as a springboard to discuss potential new challenges or roles within your organisation.

4. Leverage performance reviews for career advancement

Remember, performance reviews are more than just yearly evaluations; they are opportunities for reflection, growth, and future planning. By preparing thoroughly, engaging actively in the process, and following up effectively, you can turn your performance review into a powerful tool for career advancement.

Performance reviews are more than just a yearly evaluation; they are an opportunity for reflection, growth, and future planning. By preparing thoroughly and following up effectively, you can turn your performance review into a powerful tool for career advancement.

Make your performance reviews work harder for you

Let’s face it – the performance review process can be nerve-wracking. But here’s the thing: they’re golden tickets to supercharging your career. Think about it. Where else do you get dedicated time to spotlight your wins, hash out your goals, and chart your professional course?

By approaching these reviews strategically – from thorough preparation and self-reflection to active engagement and follow-through – you can transform them from mere evaluations into powerful catalysts for your career.

Remember, the impact of a performance review extends far beyond the meeting itself. It’s about continuously improving your skills, aligning your goals with company objectives, and proactively seeking opportunities for growth.

Whether you’re celebrating successes or addressing areas for improvement and career development, each review is a stepping stone towards your long-term career aspirations and job satisfaction.

Use the tips we’ve shared, and you’ll be turning those performance reviews into your personal career launchpad.

If you’re ready to move on from your current employer and would like help with the job search process, get in touch with an experienced Michael Page recruitment consultant today.

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Why should someone be led by you?

Naren Sankar — Thu, 01 Feb 2024 08:00:54 +0000

Why should someone be led by you? Naren Sankar

As we are in performance appraisal season, it is crucial for leaders to engage in introspection. This process is not just about operational and business results; it is a chance to reflect on your leadership qualities and how they influence your team and business success.

It’s always a great chance to reflect on the year just passed, consider the learnings for you and your team and then agree to a plan of action moving forward. Of course a lot of this tends to focus on operational issues, particularly targets – and is very often centred on business and results.

The importance of self-assessment in leadership

During appraisals, as a leader, you really are both the appraiser and the appraised. This dual role provides a unique opportunity to evaluate your leadership impact over the past year. It is also vital to look beyond mere operational achievements and delve into the leadership skills you have honed or faced challenges with.

The key question: Your leadership value proposition

I am a big believer in all leaders really understanding themselves and what they bring to a leadership role. So, you need to ask yourself - What are the three reasons why someone should be led by you?

Identifying these reasons can be challenging, yet it is a powerful exercise in self-awareness and leadership development. These reasons should resonate with authenticity and passion, reflecting the core strengths that make you a unique leader.

Practical steps to identify your strengths

1. Reflect on past feedback from teams and peers.

2. Assess areas where your guidance has significantly impacted your team's success.

3. Consider what makes your leadership approach unique and effective.

Incorporating leadership traits into your role

Every leader has a set of inherent traits that define their leadership style. Whether it is effective communication, empathy, or strategic thinking, identify and cultivate these traits. This self-awareness not only enhances your leadership but also makes you a more appealing leader to current and potential team members.

Once you have identified your three key reasons, develop an action plan to further strengthen these qualities. This might involve targeted training, seeking mentorship, or setting specific leadership goals for the coming year.

Finally, you must really live up to these three reasons every single day. It is not enough to identify your strengths; you must embody them in all your actions. This commitment to your leadership qualities also fosters a diverse and dynamic team environment, where each member feels valued and motivated.

My 3 key reasons

To give you a starting point, here are my three key reasons:

1. I have a proven track record in growing businesses and can mentor you to do the same.

2. Your personal development is my passion, and I'm committed to helping you improve your business skills and as an individual.

3. My approach is anchored in honesty and fairness. You may not always like it, but it will always be honest and fair.

I encourage you to undertake this exercise and share your insights. Reflecting on why someone should work for you not only benefits your team but also contributes to your evolution as a leader. I look forward to hearing about your journey and the impactful reasons that define your leadership.

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How to build a learning culture in your business

Naren Sankar — Thu, 20 Apr 2023 04:31:34 +0000

How to build a learning culture in your business Naren Sankar

A company with a strong learning culture can be thought of as the opposite of a company content to rest on its laurels.

A solid learning culture in an organisation is one where everything from the structure to the processes to the culture are all geared towards allowing but also encouraging employees at all levels to continue their education in skills, knowledge, and top performance. This culture allows for insights and facts to inform growth across the entirely of a company.

Try these tips to develop a learning culture in the workplace, and reap the benefits of a workforce that is constantly improving and growing.

Implement formal training

On-the-job training is commonplace throughout organisations, but can often be informal and relaxed. For some employees, this can create an atmosphere where the training isn’t taken as seriously as it should be, and those skills may not be implemented as a result.

It’s vital to put training at the forefront of your culture by creating a formal process for upskilling, no matter the employee level.

Reward learning

As much as most managers understand the value for learning, there’s also the very common problem that nobody has spare time when faced with business deadlines, priorities and problems needing immediate attention. It’s therefore easy for learning to fall by the wayside.

Creating a formal system for rewarding learning will encourage employees to bump training up their list of priorities, and to show learning is just as valuable as meeting targets. This could work as a new business or team responsibility with the offer or some form of reward such as additional work-from-home days or an early finish on Fridays.

Create time for learning

To truly show your commitment to creating a learning culture in the workplace, it’s essential to carve out time for employees that’s dedicated purely for learning.

An example could be dropping an employee’s projects one day of the month to allow for learning time, or setting aside a company-wide time slot to watch and discuss a presentation or similar.

Lead by example

Set the standard as a manager by bettering yourself through learning. Whether it’s through courses, conferences, or even simply sitting down with employees with different skill sets of your own, showing others in your team you are committed to learning shows you value their development, you lead by example and you follow through.

When others see you taking the time and genuinely enjoying the process, they may be more inspired to commit to learning themselves.

Ensure new skills are applied

To both highlight the importance of learning and then ensuring those new skills aren’t wasted or forgotten, find ways to test, utilise and review what your employees have learned.

You might consider incorporating their new skills into their tasks, or create a brief test or interview to double-check that new knowledge has become ingrained.

Hire the right people

Another fantastic way to create a learning culture is by planning ahead and hiring those who show a real interest in improving their skills and knowledge. They can help take ownership of your initiatives and may have some new approaches, since knowledge and further development comes naturally to them.

Incorporate questions into your interview process that will allow those with curious minds to shine, and include a penchant for learning as a bonus factor when making your hiring decisions. Eventually, this should lead to a workplace filled with staff who always seek learning opportunities, strengthening your business and its culture as a result.

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more on the value Michael Page brings to your organisation.

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7 crucial skills to adapt to the new future of work

Simone Wu — Mon, 09 Jan 2023 15:15:00 +0000

7 crucial skills to adapt to the new future of work Simone Wu

Adaptability and responsiveness are some of the most significant assets that professionals can possess, especially in the current work environment where change is coming quickly, and in many cases, unexpectedly.

As such, I have seen several skills emerge as crucial to professional success, and these are the skills companies look for in their next hires.

Related: The future of work in Asia

Here are seven skills that professionals should cultivate and focus on to remain at the top of the talent pool.

1. Digital literacy

Digital literacy is important, both in terms of basic technology: communication programs, collaboration tools like Asana, and software such as Microsoft Office, and in terms of specialised, job-specific technology and software.

Companies are rapidly adopting technology that helps automate various tasks, leaving professionals with the task of managing this technology and focusing on the parts of the job that require a human touch. This means that digital literacy has gone from a “nice to have” to an essential part of your ability to do any job.

2. Customer relationship management

If they haven’t already, companies realise it’s no longer optional to place the customer and what they want at the centre of their business strategy.

As a result, the skills that come along with customer management, such as relationship management, customer engagement, and customer experience, will help you show the way forward into a new way of thinking in which the customer is the pivot point for business decisions at all levels.

3. Influencing

Even if you don’t work in sales directly, you need to know how to sell: your ideas, work and accomplishments to the broader team. Being influential in the workplace is a crucial factor in career success.

Developing your influencing skills like negotiation techniques, communication skills, and leadership characteristics will help bring stakeholders to your side when creating a solution, or presenting your work.

Being influential in the workplace can aid your professional success by helping you be an outstanding leader and accomplish business goals.

4. Data-based decision making

Companies are increasingly making decisions and creating strategies based on data. As an individual, it’s not necessary to become a data scientist overnight. Data analytics tools are becoming more advanced and accessible, allowing virtually any professional to leverage data to make decisions.

Make an effort to learn the basics of data analytics as they pertain to your particular job scope, and learn to interpret and present data in a compelling way. Your actions and decisions are much stronger when backed by well-presented data.

5. Innovative thinking

Innovative thinking is the cornerstone for change, advancement, and new ways of approaching old challenges. The word innovation has become overused, especially in relation to technology, but the concept itself is as vital as ever.

Innovative thinking is about stopping old practices, being able to approach a problem from a new angle and having the ability to think of solutions that haven’t been tried before.

Related: How to succeed at a new job

6. A growth mindset

Curiosity, an appetite for learning, and the ability to adapt to new situations are all encompassed in a growth mindset. The growth mindset is based on the idea that even if you don’t have the necessary skills, experience, or knowledge, you can learn and grow into the professional you want to be.

This growth mindset ensures that you will never be “stuck” where you are – and possessing a strong mentality that you want to keep learning and growing is essential as the workplace evolves.

7. Relationship management

Managing relationships with agility allow for collaboration, teamwork, and ultimately, the ability to influence different cultures, departments, and demographics within any organisation.

The human aspects of relationship management will ensure that this skill remains essential through any digital transformation - and can be the difference between success and failure in any role.

The importance of upskilling

Upskilling is ultimately about constantly looking for ways to improve your skills through formal education, internal training courses, external training courses, or informal training, such as taking free online courses, and working one-on-one with a manager or a mentor to help you improve.

Increasingly, companies are hiring as much for potential as they are for hard skills and experience. As the workplace changes, employers begin to expect more from their employees, in particular, being open to change, and being able to take on new challenges with ease. Focus on upskilling to keep up with that expectation.

This creates an excellent opportunity for you to be hired not just for the professional that you are now, but the professional you know you can become given the right amount of training, experience, and overall growth opportunities.

Ready for a new role? Browse current job opportunities or submit your CV with us.

Anthony Thompson

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