Like everything in my life, this website is still under construction. Appreciate any ideas how to make it better or clearer - content, layout or artwork
What I offer
For my fulfilment and share my values
The knowledge and expertise that I have accumulated in my career are not something that is found in books. I find it a shame that someone else have to learn the hard way to acquire them all over again after I'm gone. So I am determined to give anyone who is interested and leg up in acquiring the knowledge and hopefully find an easier path to it than I did. I am keen to share everything that I have learnt with whoever who needs it. And maybe earn a bit to put food on the table for my family. I am happy to share them with non-profit organisations with causes consistent with my values. I hope with this, we can make the workplace a better place to work and is be able to deliver what the leadership team has in mind.
Bio
Every five years I change not just jobs or industry, I change careers. It enables me to touch on many different fields in managing a company and understand how different pieces of information relate to each other and the decisions that need to be made. This has put me in touch with peoples of different mindsets and attitudes who use different dictionaries when they speak. It has helped me to be a complete manager while developing my values with regards to the workspace and my philosophy of management. I have been fortunate that all I've learnt came together in my role as the CEO of Pasak.
My philosophy of management
Its all integral to the whole, isn't it
Too much of modern working practices is based on managing professionals who are expected to behave like part-persons with personal drives and personal desires lobotomised away. We tend to treat people as job titles, with templated attitudes and behaviours. Once they walk through the office doors, we expect them to be no longer fathers, mothers, husbands or wives - standardised replaceable units of production..
We need to learn to manage people with emotions and to manage them as people - with a whole world outside of work - because we hired the whole of a person, not part of one. We need to consider the emotions and subjectivity that are baked into our nature and learn the best way to co-opt them into our decision-making. We need to understand how non-work issues affect our work and determine what we do about it.
You don't dig half a hole. You don't break half a window. You don't hire half a person.
Just as a person is integral, so is knowledge. All decisions have effects outside of the immediate area. A CEO cannot say that a decision just made is an accounting position, the previous one was a HR decision and the next one is a sales decision. All decisions are accounting, HR and sales decisions at the same time. We need to integrate all information from disparate sources into a single trade-off to make it a complete decision. Specialists provide information while generalists, who understand how information impact on decisions, will incorporate them into the mental, emotional, situational conditions of the leadership team. The key is knowing how all data and non-data information impact on values, priorities and risk-adversity of the ultimate decision-makers.
Knowing is not just about having a large hard-drive, you need a huge RAM as well.
All posts are by
My Blog on management
The posts here and are the fruits of my reflections on over three decades of managing and being managed. They provide insights into the philosophy of management that I have and I hope that they provoke some thoughts on the reader to challenge the exhausting conventions of management. Happy reading and please do let me know your feedback.
