How to live, learn and lead

Top-level experts from three world-class leadership development institutions, namely The Arbinger Institute, Tirian and The Ken Blanchard Companies addressed and shared their knowledge at the seminar at no charge to the participants. The event aims to propel organisations in the new business world to operate on a solid footing at maximum efficiency in an era of abrupt change and to spread relevant business approaches to organisation leaders in Thailand and ASEAN. 
SEAC focused on three pertinent factors in the new way of developing people and organisations to quickly keep abreast with change. 
“Outward Mindset” made the point that in order to live in today’s world, businesses need to adjust their mindset. Having an outward mindset means, first and foremost, seeing people as people and understanding other people’s needs, objectives and challenges to reach the common goal.  Consequently, this leads to a collaborative partnership that will contribute to a strong corporate culture and efficient goal achievement. The outward mindset can help businesses grow in a disruptive world by improving their ability to transform organisations and innovate differently.

In term of experiential learning, sharing knowledge is vital to enable learning. In a world where change radically influences every aspect of life, traditional learning and training are no longer adequate and is no guarantee that they can change deeply-rooted habits, which in the real world can also be useful. Unfortunately, the outcome is not long lasting.  People who have been trained may be armed with good knowledge, and that by itself is a good start. But in terms of their understanding and ability to change themselves and their surroundings for a long-term positive effect, they will need to be aware of present-day processes and techniques.  Experiential learning thus complements the traditional learning process and encourages behavioural changes in people based on the belief that people learn best when they create memorable experiences through doing and actual practice.

Leaders should be asking themselves how they manage people, and what they have to do to lead their colleagues and promote their capabilities? A core duty of a good leader is people management. Good leaders must get their colleagues to participate in the effort to increase productivity and work efficiency. 
“Past experiences by the organisation and their leaders do not guarantee survival and future business sustainability. Leaders of today’s businesses should adapt and prepare themselves for change. When leaders are ready, people are ready, then organisations are ready, allowing their businesses to ‘live’, ‘learn’, and ‘lead’ effectively regardless of the change that may come in any form and despite the new reality,” Arinya said.