First of all, you know, it’s our pleasure to meet each and every one of you here today.

Right? And thank you very much for joining our session in this evening.

This session, you know, we will discuss about leadership resilience in Asia. I believe, every one of you here, insurrected, to know how leaders in Asia, and how we get a true challenges and uncertainty.

During the past several years. And what is the behaviors and characteristics of asean leadership?

You know, what’s the opportunity and the risk ahead of them, in in terms of the business in a in Asia.

But first and foremost, let me say a big thank you to Facet5 team point in inviting us to be part of this even.

And I would like to introduce myself, and my buddy here, you know, we both do facilitate this session together.

My name is, Anautani Vethi Yaroni. Former vice president of build technologies and I manage Asia emerging market for Dell, which span across the twentieth country in Asia.

And so honored, to share my view and my experience to you today.

Then if you’d like to, have good can you introduce yourself, or please go to maintenance.

Okay. Thank you. Hi, everyone.

Partner of Cilling short. Cilling short is, it’s consulting for in Thailand. We run the business, almost eighteen years. And we’ve been, partnering with Farfetch in five, I think twelve years. And we’ve been working with, I think more than top hundred CEO and more than three hundred organization in Thailand and in Asia. And today is, our, great time to share, our experience and Thank you so much.

One of our our executive course and the leadership team who joined our leadership program.

Okay. Thank you everyone.

Thank you. Good maintenance for our introduction. Right? So I trust that you are exciting, you know, about your opportunity ahead. Of us, especially in this part of the world. You know, and I would like to, start by chatting with you a bigger picture of, what’s going on in this region.

And, you know, this is a town for the business in Asia to reach out, the uncertainty to the opportunities.

Complexity into clarity problem into potential.

You know, the business need to rebuild the trust. And create the value, to deliver sustained outcome, right, in today’s landscape.

In the past, twenty years, the business in Asia, had to deal with many challenges, right, each coinciding and uniquely complex for major economic crisis.

I think you re remember back to nineteen ninety seven, right?

It’s a Tom Yankun crisis. Right? You know, and then, in the last couple of years, we faced COVID nineteen and also the geopolitical tension then, you know, we are now facing a new challenges on the global economic recession.

So we are all facing a lot of challenges and also the opportunity ahead of us as well. Leaders had to respond, to them, you know, one after matters. Now we face the new rear knee.

And, you know, which is a very complicated roller head with twists and turn that we underscore the need to come together.

So business must transform to drive competitiveness and prosperity and lead Asia to our futures as we’re most resilient and sustainable economic powerhouse.

So for many years, Asia has, benefited, right, from the strong set of the regional fundamental.

It has shown great resilience. Right, in the face of past challenges, and the economy has lifted for June across the region. However, you know, fast track and the growth and current stage of, this equilibrium.

It is now incumbent upon the business in Asia. To be much more deliberate and proactive in decision making and more strategic, right, in the planning. So this is dry, incredible growth, and enhance the regional competitiveness and resilience.

So firstly, Let’s look at the economic in Asia. So what have we documented now? If you share a little bit the background of the economy, then we hand over to you to to talk about the, what we file in, interesting, you know, participant in the but it’s it’s really interesting to to hear, you are because you experience managing twenty eight country around Asia.

Again, a lot of in-depth I would like to, from from the previous slide, right? What you see the most challenging if you’re ranking like top one, two, for for Asian leader, what would be the most challenging?

And, the business environment that keep changing. When you look back, you know, a pre pandemic, pandemic, and after han academy and now, we’re heading to the global recession.

And with lots of uncertainty for more, Ukraine, Russia now, military, you know, geopolitical. All is really, you know, broad the uncertainty, to the business here. And that’s where leadership need to be very resilient, right, more agile so they can adapt to you know, the chain that is keep changing now today.

Thank you very much. And, you also one of our executive mentor that, been using Facet5 for your coaching and mentoring. I would love to hear you sharing Yeah. Yeah.

Sure. Sure. Sure. Sure. I will pass your phone about that later on in terms of the, leadership characteristics, you know, what the leader here in Asia need to do, right, to make sure that themselves, are able to adapt to, you know, the incoming chain.

Which is the inevitable.

Alright?

Okay. But if you look at this chart, right, you will see that, you know, we are projected to grow about four point eight percent this year, right, in Asia.

And, it is improving from last year, which is four point two percent growing.

You know, this is the data from the, Asia development outlook. You know? But if you exclude China, which is a big country. Right?
Developing us here and still expecting to grow about four point six percent this year. You know, and may up to about five point one percent next year as well. So a huge potential ahead of us. Right?

That’s vital challenge, you know, that we mentioned. I think the foundation in Asia is is very, very, you know, a strong, for a future growth. Yeah. You agree with that command?

Yeah. Sure.

Alright. We we got the command. That we should put the transcription in English. We cannot. Right?

I’m not sure how to do that. Yeah. So it’s already. Okay.

So, I mean, it’s the five to five team. Right? If it that they can help on that. But, yeah, thanks. Thanks for the feedback.

Alright. So apart from the economic foundation, right, there must be something else which are behind the growth potential for Asia.

And it is all about a leadership resiliency.

Right? The key topic that, we will discuss today.

Okay. So, however, sir, if you look at the opportunity, there are also a risk factor that, you know, we’re all facing now.

They’re also the risk ahead of us. Right? Protracted, or escalated, you know, a conflict, right, like Russian and Ukraine war. You know, I could, stop the renews, a spike in the commodity price.

And the global inflation And also, you know, honors, monitoring, tightening, right, that every country now, is, very tight control.

Even the the upcoming, right, Israel and Hamas conflict, could escalate it to, a bigger war, which, create the uncertainty ahead of us. This is what I just mentioned, in the previous slide. Right, or economic headwind. Right? That, you know, force everybody to have the tighter, financial condition.

Combine, with increase in debt over the past decade, you know, and during the pandemic. Right? So it’s half elevated financial stability risk, you know, to a lot of country, not just in this region, but also US and Europe as well.

So, another factor which, I think, you you can see across, the region is the political stability. Right? In Asia, is always the big impact, right, to the business here.

For example, China, economic risks, Right? We will intensify next year because, you know, as you may know, the EV, demand is declining or even the property market now is, become bubble. Right? So on local government debt is going on as well. So China’s play a big role, right, in this region, in this economy.

Okay?

Right. In summary, the common key risks, for emerging Asia country are tightening financial condition.

Right? I’ve been managing many country in Asia. I know that in the past couple of years, you know, do, doing the business in those country is very, very difficult. You need to have the, you know, financial support, to to get it done. Right? And also, you know, our star in China is impacting, a big risk as well to this, this region.

Either way, you know, don’t lose your whole. Right? Tourism business. We buy now in Asia.

With a strong, to recent performance and robust domestic demand.

You know, this is all boosting the southeast Asia economy Indonesia, the Philippines, Vietnam, right, with a subdivision projected to grow by four point seven percent this year. You know, and also, projected about five percent in twenty twenty four.

Alright. So regional inflation is another one that, we have to wash out is is the silhouette now, right, four, five, two percent this year. Because that’s basically And maybe we’ll be able three, five, three percent next year as well.

Okay. Supply Chain, pleasure. It has been relieved. Right? Because, you know, in the pandemic time, we all face the supply chain issue now. Is currently live.

And the commodity price, I expect to, to to be, to be better in Asian, right, as inflation is, is declining.

Size and the bright future of, especially in asean country. Right? They are the fifth largest economy and also when you combine, the GDP, right, the population is, like, six fifty million population here in this region.

Last but not the least, right, the geopolitical wisdom. Right? In asking, if you look at, how they manage the conflict, right, they position themselves not to be part of the problem. Right? They keep the windows open and take advantages, of the unexpected your your political opportunity.

Right. Any any comment, or, you know, or share from you, good maintenance, you know, the fog in your car here, see if you Okay.

And for the group, if, you would like to to share from other parts of the world about this insight. You can put on the chat, I think.

Right?

Okay. Alright. Okay. So, let let me move on before we touch upon the, the fighting, right, about the as a leadership.

You know, look at the, challenges and opportunity ahead of us. You know, the business, in Asia need to ensure they capitalize the, an overcome, right, both opportunity and challenges very, very carefully, you know, especially, right? When we talk about digital technologies and digital disruption, it’s continued to be happened here. You know, in this region and across the world, and it’s become the key drivers for every business leader.

Right? Then, you know, the inflation, and also the weaker economy prospects are are creating the greater handy, as I mentioned in the previous previous slide, and that reinforcing the inequality.

So the fracture of global geopolitical backdrop, right, spot over from war in Ukraine, Israel.

You know, and, maybe heightened, into the intra regional geopolitical tension across Asia have created the, proactive uncertainty and risks.

Right? Why increasing the operational and compliance is complexity for business?

Leg is the supply chain. Right? So though I mentioned in the early slide that it seemed to be better, but because of, you know, the uncertainty it may trigger you know, the supply chain to be, more tight as again in the next couple of years, you know, and we have to make sure that, we the business in action, capitalize that opportunity, and also, you know, bright and the, and the nature of just in terms sourcing network, that, you know, can help that business, moving forward.

Okay.

Oh, sorry. If you know, we have the questions, on the chat. Do the risks and opportunity apply to all Asian countries in the same way? Are there any different my country? This is because, this is the question from Luis.

Thanks, Louis. I think the reason the opportunity, I mentioned here is the big picture.

You can apply all the country, but of course, right? Some country may be different than the others, but at least, right? So this is, a same trend that’s happening here. In both asean, in South Asia, Subrisian, you know, also in, in, in part of China and the pandemic country as well.

I think or us in country, you know, face the the same challenge and opportunity. However, when you look at the opportunity, especially from the geopolitical tension. Some country may get the Samsung benefit, like Vietnam, for example, you know, and you may have heard that a lot of manufacturing is now reside, in Vietnam, you know, because the, you know, they can actually opti optimize and be, a great backup plan if, some other problem may happen in the future. Right?

So, you know, is dependent on, the country. Right? Some tourist countries like Vietnam, Thailand, or even Indonesia is getting a lot of benefit, right, from from this opportunity.

Okay? I hope I answered the question.

Alright. So, you know, in in summary these are some of the key factor, right, that can variate it, the success of failure of the business in Asia, and this depends on the leadership to navigating through all of this.

Alright. So let me switch the gear a little bit you know, from the big pictures, opportunity challenges and risks that, we are we are seeing in Asia. Now let’s talk a little bit about, you know, the key topic here, the Facet5.

I may want to have Gun, maintain that to chat a little bit, all of you, what’s what’s about the the discussion that we are going to have here in the next couple of minutes.

Oh, actually sorry. I’m chatting with you the slide that I add something. But I emailed to you. I think This is the previous. Okay.

But Okay.

But never mind. I I will, check after this. Selling shop, we’ve been working in the, leadership development and executive coaching mentoring. We use fast at five mainly, to help leader, tie leader to develop their leadership capability.

Like, also one of our participants to join our leadership app program, right, that we run for the executive and CEO level. For the seven chap seven match already that, CO in Thailand, I think more than two hundred people joy. This program.

Then we do in terms of Facet5, we call TeamScape.

We we run the the big pictures.

What is the work cycle for the CEO, in Thailand. And I I going to share this, but but later because need need the slide. Right? And another thing, we use Facet5 to help us providing one on one executive mentoring and coaching that really, impact our our process because we have only short term in, like, let’s say six month, eight month, right, one time per month to coach our client.

And Farfetch, give us the not just only the big pictures, the inside that can help at, chart tons, the the building, because we understand, each cities before we providing our service. This is, the thing that, and and, you also use this one to course. Right? Currently, you are executive course and mentor.

Right. And use this also. Right? Yeah.

You can check your if you want to share your just like I can stop sharing and you can take over.

It’s okay. Okay. Sure.

Okay. I stopped sharing. Right? Why why? We’re waiting for to to project that line. Right?

But I just want to, to tell you some of the key finding, right, from the Facet5, you know, which, you know, we’ve described, to you in the other, slide as well. You know, we actually, took this data from the Facet5 team that, they compare the leadership characteristic, right, of asean leaders, to the westerner. You know, this is not mean, you know, to compare, right, but to understand the difference, right, between, you know, African leaders and the rest of the world.

So, every one of you who want to do the business here in in Thailand or in the other country in Asia, you will understand. Right? So the pros, which is, a different.

Right? So if it can summarize, you know, the, what I just mentioned, you know, when we compare to the Western nation. Right? Most us in country have the, lower score on will and, energy and the highest score on, you know, emotionally, this will suggest that they ask him, at least a stop and they are very obedient.

You know, and assertive, right, and more reflective, and also private, you know, a private than listener. Right? But, you know, are also less self confident, right, and sure themselves, you know, however, they tend to value we rather than me. Right?

As in objective can be less clear.

You know, can be more complicated.

And ambiguity. Right? So they are very good in working under ambiguity. So maybe you could mention that you can actually, share your point of view as well. Okay. Thank you.

From our experience working with, leading organization in Asia mostly their their base in Thailand. Let’s say, like, Taiwan, they are the I think, they not just only been, working in Thailand. They have the branches in like Vietnam indonesia.

Mainly they they own the hotels and they are the men who I think the, a lot supply, mainly on the food industry. Right? Or even the banking, like k bank, or, GC and PTT Group is one of our big company in Thailand.

Or of the event we’re working with them. Right? One thing that, you know, when we look at the far side as a country norm, right, Thailand. Our country norm looked like supporter.

That’s mean we are high effect and low view. Right? Low energy and low control. And similar to, like, Japan.

Japan, they are specialists, but, the the chief of the of their country norm is similar to Thai, like, supported. Right? For China, Indonesia and Malaysia, they are is mean that they hire affections and high control. Right?

When I look at the data from the Facet5 GPS, just only one country in Asia and high view, dominantly, can you guess which one?

You know it? Yes. In addition.

No. It’s Singapore.

Oh, Singapore. Okay. Right. Singapore, they are, their country norm similar to Akitek.

So when we look at the the the big picture of Asia, like, as you know, we mentioned.

Mainly we high on infection and control.

Right. Okay. And, you know, we can share more after the and from from from our data that we’re working with Asia leader, right?

On the left hand side, we map each each point is, represent one one one executive. Right? From the left hand side, this is the, global company, AT and global company, is Japanese company. This is the including, one dollar in look n minus one. Right? And, twenty eight twenty one people. You can see that mainly people, they hire on infection, control, and, view, but not energy.

And on the right hand side, when we look at the executive from the banking industry, this is in Thailand. Mainly, a lot of people have high affections.

Low energy, low below control similar to to support, like, our country norm.

But during COVID, you know, we we are curious to know that what what the direction chain for the top executive, then we we select ten or twenty organization to look at the pictures of the leader that is it changed from our continuum. Even there are a Asia and, mostly they are Thai. Right? You can look got the pictures on the middle. Right?

The chip, quite outstanding that we are not high affection when we look at the only CEO and top executives.

And this includes Uh-huh. We bring the leader. And, early this year, we have the session with hundred of the HR in Thailand. We asked them What is the direction from the CEO?

Ask HR to focus this year. In the past, you know, even we run the session with HR team. Right? Mainly, people will the the organization might focus on the, people first. Right? But these they are totally different, you know, the the direction they focus profit and people.

It’s mean that upon each organization need to move and change as quick as like kunui mentioned earlier that because the thing changed very much. Right? And the challenge come because, executive would like to move very fast. Right? But, in terms of Asia, of our people, our strength is, listening.

Right?

Our our strength is, me. Not not me. Right? We, right? We work together, empathy, listening, understanding.

Look at data before we move. Then how can executives learn to adjust themselves to bring organization for sustainability, right, when the organization would like to move very fast. But our team or our personality or our preference of work, we would like to understand before we acting. This is a thing that we saw from these pictures that I would like to share.

Yeah. So so which means that, if you just look at the wheel, Right? Compared to the global mean. We are a little bit in the low side. Correct?

Yeah. Definitely. When we look at, like, Malaysia, every country, you know, our affection over will.

Yeah. So, if you can interpret. Right? It’s meaning that, you know, we want, I mean, we seek for more clear instruction on what to do.

Right? And, we want to listen to the other ideas, you know, and with less argument. Right? So every everyone has to before we actually move to do something.

Right? So consensus that is very, very important, right, for the the asean. In term of the make decision and taking the action.

Mhmm. Alright.

Yeah. Great. How about the, on the control?

On the control, you know, other countries like China, Malaysia, Indonesia, they are pushed by is me like the high control and high affection. But for Thai.

For Thai, we low control.

Japanese low control.

Yeah. Which is a mall, you know, can trans translate into, more traditional. Right? Most structures and local. I don’t think so.

Right. Right. And need time to to see we’d like to see information before making decision.

Yeah. And if something very, like, new happen, we don’t jump for the action we would like to evaluate.

Yeah. Yeah. I I file Go ahead. Sorry. Yeah. Okay. You can go ahead.

Yeah. I found also another interesting on the affection. I think you mentioned a lot about the affection. Right?

Some study. They’re showing that, you know, in a certain country, there are some different. I mean, Asia, not just Asian. Right?

For example, people in Indonesia, Japan and South Korea seem to be, more tougher, tougher minded. Right? More pragmatic.

Comparing to Thai and Chinese people who seem to be more focused on relationship and harmony. I think you just mentioned we versus the the the me. Right? I think, this is the really standing out. Though, in the big picture is look the same, but there are some different, right, between, a culture because of the culture different. Yeah.

Yeah. And when I’m I when I’m bringing a hundred of the CO for the, represent the picture on the middle, you know, when I’m gather more because these pictures, there’s only twenty C. Alright? When they add, the the executive two hundred You know, the picture is a still this picture but add more people on the affection side.

Yep. But still low control.

Okay. Good. How about energy? I think we haven’t touched a lot about it. Hi, higher than our country norm for the executive or leader at this moment. They would like to be more like learn new thing they, have high energy to to meet with new people or to implement many many many projects at the same time.

Alright. Normally, our country normally low energies, Thai people.

Okay. At this point, I’m not sure, any anyone in the in the floor. We want to, ask any further question. Please feel free to drop the note, else we can move on. Yep.

Okay. Hey. Let’s continue captain maintenance. Yeah.

Uh-huh. This one? This one. Right? Okay. And we know it. We already done. Right. We Right.

And so you would you would you would like to add anything. You would like to add anything for for the view.

So for the view, I I think we mentioned a lot about, you know, comparing to the global mean. Right? RCN may show a little bit less dependence you know, initiative, right, and prefer to have clear instruction as I mentioned on what to do. You know, they’re willing to listen to others with less argument.

Right? They look, for consensus to get decision and prefer to share responsibility within the team. Even though, you know, in the team, you know, you already assigned the role and responsibility, but they love to help each other to get the thing done. Right?

I think I also more likely to accept and respect decision made by more senior people. They actually follow the instruction from the boss, the senior people more strictly. Yeah. That is to view.

One thing that, very interesting you’ve been working with, like, more than twenty eight, in country. Right? Yeah. Yeah.

And, for mostly when we because there is global company, right, you work in a where, you have a very high target. An ambitious goal. Right? And when you’re working with, let’s say, like, Thai, Thai people, Thai team, I’m not sure how can, tie lead the adjust to the very ambitious target.

Anything that you’ve learned today? They are they are adapt cheap. Right? They are adaptable. So I think even though their view is low, you know, but, they actually pretty determined as well, you know, and they can actually accept, a tough target, not an issue. Right?

And another thing because when we low view, you know, our convert confrontation also low. It’s mean that, even when not we are not agree, you know, we don’t want to face to face argument. We don’t want to share our, real it to in front. Right? I’m not sure for the confrontations or or very low confrontations.

At your point.

I’m sorry. And currently, we we’re talking about assertive. Right? And we’re talking about giving constructive feedback that need the because our preference, our our five zero five zero one front any suggestion on this part?

Yeah. I I think, sir, generally, if you look at the ISBN country, okay, comparing to, people in, or, you know, south Asia, India, Bangladesh, you know, Pakistan, or whatever. So people in Asia seem to be more, you know, love consensus. Right?

They have less argument in the meeting room, but the people in in those area it’s not need to mean. Right? And they they love to have the argument, right, in the meeting room to to get that thing done. It’s different approach.

You know, you you you can get the thing done, but, in a different approach. You know, that’s that’s where, you know, we need diversity, right, when you run the global organization said, you need diversity, you know, and more ideas, right, to, to keep things moving. Yep. Okay.

Or even in Thailand in in organization in Thailand that you’ve been working, your team, even the law confrontation, but they they learn to chair, that opinion, even in the meeting. Right? Yeah. Yeah.

They can do that actually. They can actually, it depends on, the environment. Right? So if the, the culture, is encouraging people to speak upfront.

Right? I think, they they are they love to do that, you know, then they can do that very well. But some culture, you have to admit, right, in in Asia. Right?

Sunpoucher is very, senior people dominant. Right? And they the, does, the younger position they don’t want to actually share much idea in the meeting room. I think that is, something we need to fix.

You know? Yeah. Thank you for sharing. Alright.

Anything that you would like to add for energy?

I think energy is is okay. I think we we already touched about that. You know, I I don’t have others, comment on this, but if you Okay. You know how if you want to to yeah.

I I mean, for us in leadership, right, they maintain the strong relationship as I mentioned. You know, the relationship, you know, but which must smaller group. Right? In the bigger group, they may keep quiet.

Right? But in the smaller group, they love to share. You know, when you want to get some idea from, you know, people in, in, I mean, especially the the the the leaders, put them into the smaller Right? You will get a lot of idea coming out.

Right? But in bigger group, they may observe. Right? That is something that, you know, we we always see as the behaviors.

I love this idea.

They’re more comfortable working within the, you know, a specialized area with rescue, you know, and, they want the achievement to be recognized. I think that’s the, about the the energy part of it. Thank you. We have the question from Robert. How much pressure is there on c o now to tell a more compelling and new story for employee to remain and to perform without resorting.

On their position.

No power.

Yeah. I think, sir, the pressure is very high. I would say. Right? Especially when the business environment keep changing, and, the business need to transform.

I don’t mean the, digital transformation, but, you know, transform the business model, change the way they run business.

You know, I think, the leaders having very high pressure, to understand what’s going on. And, you know, to find the right solution And then the most important to cascading the strategies down, to the smaller level and encouraging them to feedback. Right? Because, you know, at the end of the day, to make to to have the right execution moving to the right direction, I think, feedback is is, is needed.

And, you know, we have to drive the team to actually speak up, right, and and share the idea. And be more vested here. Yeah? Okay.

And may I add on this? Because we’ve been working, building, and developing a lot of data in Thailand. Right? You know, in the past, little might rely a lot on the position power, but, from our research, recently, it showed that, now today, our employee listen or, we we we motivate the we we wouldn’t what do we hate?

Then by our personal power, they trust, satio and ability more than position power. And, from our research and been we’ve been working with it situational leadership center for creative leadership.

If leader improve personal power, they can, motivate and lead.

Better not just only rely on position power. Example, for personal power, One thing is, our expert.

How can we, show off do something that people will, accept that you are high, Experian and skew. Right? The second one, if you can’t export that area, then your employee, you need to improve your information. Actually, later, we have information, but, maybe we are too busy to use that information to convince are to motivate, our our team.

Let’s say, right, if we think that next year, we need to change something. Right? If we use only, our position power. Now, so they the the new generation employee, they not just only trust our work position.

Right? But if we can provide them the inside order information from, okay, even pass at five or from our client. Right?

They they will, trust us more than our position power. Another thing we call personal power, we call reference. I’m not sure how how can I explain in English? But it’s mean, you know, how how we behave, you know, Yeah. We might think that we are on the position part, leadership power.

We not care how how other will perceive us, but it’s not right. You know, we need to behave and show, working with professionals, something like that. Yeah. I think, sir, you know, in in terms of the controlling, you can move to the the next slide. Right? In terms of control, as I mentioned earlier, tentatively, I mean, people in Asia, they they they are more, hierarchical approach. You know, they look up as the senior leaders, the boss, as the, you know, like a parental, right, in the family.

So, they want to actually follow. But, by the way, as gunna mentioned, the leader has to be a role model, a great role model. You know, if the leaders, work hard, I mean, the team will follow. If the work is too complacent, you know, the team may maybe also a very complacent. Right? So it it really depends on the leader to to behave well to, to be the the right role model in order to lead, the tech the team to the success and, you know, drive to all the change that needed. K?

Alright.

Okay.

Thank you so much. K? I think last but not the least on the affection. Right? So when it comes to the affection, it seemed to be a greater spread across the, you know, the Asian country. You know, like I mentioned earlier, people in the in the Indonesia Japan or even South Korea approach, I’ll be more tough minded, right, and pragmatic.

Why, the country like thai or Chinese people seem to be more focused, right, on the relationship and harmony.

I will touch upon a little bit on Thai and Chinese. Right? They are almost very similar in term. They’re more comfortable with uncertainty.

Right? If you give them a job, you just tell them what to do. Right? Even a lot of unclear thing that they actually will go and done, and and and and drive through it.

You know, they don’t expect the world to be comp to be to be perfect. Right? They expect the complexity.

Right? In contrast, people in Japan or South Korean Indonesia, they may have more focus, of interest. They have to tell them Exactly. You know? So I think this is, something different between, a country, even though the overall score is show, similarity, but they are somewhat different.

Okay. Alright. Yep. That’s that’s all about the, the If you want to move on to the next, right, I think this is interesting.

We’re also finding, a key, characteristic of the asset leader.

If you look at the the photo here, right, it’s all it’s it’s about strongly.

Strongly they can appear in different kind of shape. Some shape is very beautiful, hard shape. Right? Some is just not looked like, as probably, but it’s ten percent. It’s good. It is imperfection.

Right? So the norm, for, most of the arts and people, perfection is the enemy of the good.

You know?

That that is showing very well in the previous one when we talk about the, affection. Right? So, Sometimes they they work very, very well under ambiguity under uncertainty, you know, under the, limited resources, I would say. Okay?

So, you know, I think most of the, a key contributor of the IT leaders is working under ambiguity. They are more comfortable with uncertainty and expect that the world, you know, will be compact and ambitious. Right? So, I think all my belief, as I mentioned, perfect is the enemy of the good.

So there were lots of challenges and uncertainty as in country, many, many year back to the history, you can look at from the colonial era, to do, world war, regional war, political unrest, you know, internal conflict, poverty, financial uncertainties, so on and so forth. But they actually can get out of that very quickly, you know, and recovers the, the situation very very fast. You know, and this is something that show that, you know, they can work very well under, you know, the imperfect condition.

Alright?

So next please, I mentioned that.

Yeah. Another key leadership style, which we mentioned a lot during the five to five is question is the harmony.

Right? You know, as a leader’s side, typically, hinge on the call, couches vary.

Prevalent in the region. Right? So this start often involve in hierarchical, structure. Right? Like I mentioned, you know, they look up to the leaders differences to the authority, right, and a strong focus on the harmony and cooperation.

Within the group.

Decision often made, you know, in a collective manner, taking into the account, the group best interest.

Right? The group, right, not individual. So the leaders is real as, you know, personal figures, you know, the family approach. You know, embodied wisdom and authority.

Right? And that’s where, you know, leadership has to show, they are the good role model. So, that decision will be respected and follow without much, you know, opposition. So following to the, following the leaders, just do it. And, you know, we versus me, right, kind of approach.

Yeah.

Any comment from you, can, Matt and I agree with this I think this is very Totally agree.

And we move to the next. And we have another ten minutes. You know what I mean? Yeah.

Yeah. I I don’t want to to, to just go into the detail of this, but, to leave with you that, you know, e, we can summarize, based on the Facet5 and, some unique characteristic of us in later. You can see that, you know, they are paternalistic kind of leadership. Right?

You know, they are, collective leadership. Right? They they love harmony.

Right, hierarchical oriented leadership, you know, fair saving leadership. Sometimes, you know, they want they don’t want to be criticized publicly.

Right? You know, moral leadership. Right? Leaders emphasize, personality, personal integrity, and writingists. Right? They have to be real as, I’m ethical, kind of, people.

You know, they want to be low. Right? They are very strategic. Sometimes they they keep quiet, but the the thinker, they know what to do, right, and strategize very well.

Their risk averse leadership. Right? Tend to be very cautious, you know, and a little bit conservative sometime. Avoiding unnecessary risks, you know, and then a guiding leadership, right, leaders take into, you know, sometime a teaching role nursing that the staff coordinate, right, and guiding them, through that development.

I think this is something that, is, is a key, activity, right, of the ISBN leadership.

Thank you.

So, you know, I think the time is very limited now, but I think this is a very big point. Right?

In order for answering leaders, to be able to, you know, survive, and be more resilient, right, in the next, five to ten years where the business keep changing. They have to be, they have to accept the adaptive, leadership kind of approach.

Which require them to be more agility, more more flexible.

Right? And, you know, this is the key when they lead through the chain and uncertainty, a leader must be able to adapt quickly to the changing circumstance and adjust that plan as needed. Right? Leaders need to inspire and lead the team through the chain right, which is the require a willingness to take, calculated risks.

You know, remember, we talked about their risk of worse, but now they have to actually take more risk. Make decision quickly and be open to new ideas, you know, receiving the feedback from, from the team. So the keyword is here is They have to be adaptive leadership. They need to work as a team.

They have to inspire the team. Right? You know, and, drive the chain, to be more survival and sustainable goal in the future. Yeah.

And I think it’s very interesting because today, we be with, a leader around the world. Right? We would like to hear.

Naha, if it’s possible to each of you to in the comment from your point of view, lead the leadership, for this era, what would be the top competency?

This is, could not mention for a senior leader, right? But for you, in your opinion, this would be interesting. Right? Is it possible if you can share your idea?

Yeah. On the sense. Are you see are you seeing the same thing or are you seeing differently? I I know this is Some newer region.

Right? Yeah. Not the, not, not applied to everyone. Right? It is, it’s a big picture view.

Right? You know, how, they they are similar in common, but they may vary, people by people, right, leaders, by leaders.

Okay? However, if you move to next slide, good maintenance, right? This is interesting. There are some common trap.

Right? Block the leaders to become the adaptive leadership, right, in order to overcome that that needs to be mindful you know, on this, few key things. Right? First, they have to make themselves aware of what’s going on.

In the industry, right, required them to understand, the business environment, the risks, and the opportunity, as we mentioned earlier, you know, and they have to admit the fact that they may not know what they don’t know. Right? And, you know, seek for help, getting more feedback from the team, spend all the effort to understand what’s going on, what is the situation and preparing themselves, right, and inspiring the team to embrace the shame.

Right? So next is, you know, they have to leave the eco at all. Right? Sometimes the leaders, you know, especially in Asia because they have to they have been looked up, right, all the time. Right? They have to leave their ego at door and and listen to the feedback.

You know, and most of the time, they just experience to to resolve the thing. Right? But in this, keep changing environment, they cannot just use their muscle memory. Right? They have to, learn, learn, and unlearn. Right? And last but not least, magazine fast.

And also, you know, use data and tool, to help them make decision and most important. Right? So they have to be able to adjust Right? And more ajar, doing this, you know, issue.

K? Alright. Right. And we have, We have, a Francisco, right, sharing empathy. Agree. Right?

I absolutely agree. Absolutely.

And Alan Tom top competency, the leader is able to create the culture where talent is valued.

There their challenge other ideas and also encourage other to challenge their leader view. Yeah? I like this. Yeah.
Especially, especially, you know, in the younger generation, they kind of change. I I know, in this, report, you know, we actually asked the way, at top leaders whereby they are gen x. Right? Most of most of them is gen x.

They may different or having different even compared to gen y or the later generation.

So I think the younger generation, they adopt the the modem and force. And, you know, they want to speak out They want the leader to listen to them. Right? So I think, empathetic leadership is required. Yeah.

Mhmm. Okay.

Okay. And, they have, some question. One moment because I, that’s the consensus tie approach also continued to the new generation. Millennials can see.

Could you please you know, if if, as I mentioned, I think this applied to discussion as well. Right? The the the the the older generation, like genetics or even gen y, the team to be more consensus, right, when, they do things, but the younger generation they believe the new idea. Right?

They are they are more innovative. They are more, you know, having a breakthrough idea the problem. Right? So in most of the organizations, the organization culture is, hasn’t allowed them much, to speak out.

That’s where, you know, a lot of our, business in Asia, they they are, unable to survive, you know, the younger generation, to answer this question, they are less, consensus. Right? They want to make sure that their idea has been accepted even they are a very young or junior in the organization.

And they they can actually decide to leave organization anytime if they they see that, they, no one see their value, actually. Yeah. Okay. And this is, from your experience working with Kenzie.

Right? Yeah. Right. But, for me, because, like, it’s a link chart. You know, it is our first time that we, for the past two years, This is our first time to start management training.

So we hired the the group of the people and you know, interesting.

More than thousand of application apply for this position.

Every month, we even interview more than thirty.

Can see. Right? And we we’re hiring about five to ten management twenty. And one thing that, really help us understand this by we’re using fast at five with them.

You know, we think that It’s very different from other generation. Right? But from our experience working with them, even they are very young. But upon that, that personality profile, you know?

Let’s say that one of our management training, I’m not sure she with me today or not. She is the promoter, very high view, and her score is ten of factors.

Determination, confrontation, and independent tenets of of a view. Right? She is the one that lead and motivate herself.

And she’s not waiting for the any consensus. Right? But another but another guy, when He is the controller low view but high control. You know? These guys, when he working, he try to gather information from our people or department, right, before making decision, then not just only understanding generation.

I feel that Farfetch help us, understand our new generation and new members.

Before working with them and help us motivate and working with them more easy than than in the past. This is I would love to share.

Yeah. Yeah. Great. Another thing.

Another question.

I’m not sure I’m answer all the question that that put on the message.

So why why do you check for that? I can yeah. Yeah. Yeah. Alan asks may I ask, these leadership by number according to the predominant.

What does it mean?

Yeah. I I that that that’s what I say earlier. Right? So, you know, this this data, is like a bigger picture.

You know, and and, you know, you cannot apply all for everyone. It’s very, you know, people by people. Yeah.

Okay.

But, if you ask, if you close your eye and think about what is the characteristic of the, asset leader leadership style, these are the key attributes, I would say.

Right? But, I will tell you the story. Can can you move to the next two’s, like, mantana.

Yeah. Is it the one?

No. Another one. Okay. Yeah. Another one, please.

Because we run out of town, I won’t go through everything. Yeah. This is the one. When when we talk about, the leadership, characteristic, right, or relative competency.

The Facet5 data we mentioned it is the, you know, a bottom of the ice cream. Right? Ice ice cream. You know, there are competency and skill that require them to actually, you know, develop, right, which is to be on top of the iceberg.

You know? And this these are the, the leadership competency required, you know, in the new world contract that, you know, they have to be more ambition. They have to be embraced chain, empower. Right?

So not actually one man show, equality, imparted leadership, and so on and so forth. I think this is something that, slingshot is actually working, right, to develop the leadership here in in in this, country and the region. Yeah.

Yeah. And that should be your, you know, the the key chain.

Alright. So, I I I won’t go through it by two to live with you, you know, if you look at, opportunity in Asia is huge. Right? And, you know, that’s a lot of good leaders here in this region, in this country.

Right? So I think, we have to just understand, the leadership style and, you know, help them, actually, and actually work with them, you know, and be more empathetic, by the way. You know? Yeah.

So any anything, any common else from you?

And I hope this information will, help or if you would like to ask more question and discuss further, you might send the email to both of us. Right? And thank you for your time.

Thank you very much.

Thank you very much. Take care. Stop. Yeah. Bye bye. Take care. Okay.

Thank you very much everyone.