one which is rigid and where roles are compartmentalized, and where freedom to question is discouraged, it would be damaging for yourself as well as for the employees if you remain arrogant and think that you are the king of the mountain. It would not be long before good talented people will start to resign and work for the competitors. That cannot be good for any company. In a situation of a mass walk-out, that leadership would normally be removed by the higher management to avoid crippling the operation. Wouldn't that be a This article is the third of a series on what true leadership is at the core, and will focus on effective leadership in the workplace.

Leaders have a huge responsibility to adapt and immerse in the culture of the country they have chosen to work in. With globalization there is inevitably a trend to move away and work overseas, usually to accept offers of higher position or position of leaders.

Through observations of the years that I spent working in the ad industry as well as the related industry such as the media, there is especially a high influx of foreign talents. Many people of many races have come and have gone, new ones would come to replace. A majority come from Australia, UK, USA, India, Europe , China, HK, the Philippines. They come in to fill positions of considerable seniority.

Interestingly, I noticed that at the surface, while the new leaders embrace the company system and policies, at the heart of it, their own work belief systems would normally take precedence, operationally. What happens next is the inevitable change in system, yet again.

The challenge for the new leaders really is to meet the standards and expectations of the work culture of that country, this means to understand what is the best approach to working with the locals. Otherwise you can expect a mass walk-out and this has happened too many times in the last 20 years in the Asian ad industry.

We are limited but we can push back the borders of our limitations. --Stephen R. Covey

A leader of high calibre is one who is able to see the larger picture. That it is not about him that the company exists or how it should be run. That a company does not operate by itself but is run by a team of people, and if this is a multi-race environment, it becomes even more critical for a leader to manage expectations. I have noticed that, not all but some, have the arrogance to import their work belief system from their country and think that their system is the right one. With arrogance, the prejudices against race will usually surface as well.

If you come from a work system that is hierarchical, that is one which is rigid and where roles are compartmentalized, and where freedom to question is discouraged, it would be damaging for yourself as well as for the employees if you remain arrogant and think that you are the king of the mountain. It would not be long before good talented people will start to resign and work for the competitors. That cannot be good for any company. In a situation of a mass walk-out, that leadership would normally be removed by the higher management to avoid crippling the operation. Wouldn't that be a h

here is especially a high influx of foreign talents. Many people of many races have come and have gone, new ones would come to replace. A majority come from Australia, UK, USA, India, Europe , China, HK, the Philippines. They come in to fill positions of considerable seniority.

Interestingly, I noticed that at the surface, while the new leaders embrace the company system and policies, at the heart of it, their own work belief systems would normally take precedence, operationally. What happens next is the inevitable change in system, yet again.

The challenge for the new leaders really is to meet the standards and expectations of the work culture of that country, this means to understand what is the best approach to working with the locals. Otherwise you can expect a mass walk-out and this has happened too many times in the last 20 years in the Asian ad industry.

We are limited but we can push back the borders of our limitations. --Stephen R. Covey

A leader of high calibre is one who is able to see the larger picture. That it is not about him that the company exists or how it should be run. That a company does not operate by itself but is run by a team of people, and if this is a multi-race environment, it becomes even more critical for a leader to manage expectations. I have noticed that, not all but some, have the arrogance to import their work belief system from their country and think that their system is the right one. With arrogance, the prejudices against race will usually surface as well.

If you come from a work system that is hierarchical, that is one which is rigid and where roles are compartmentalized, and where freedom to question is discouraged, it would be damaging for yourself as well as for the employees if you remain arrogant and think that you are the king of the mountain. It would not be long before good talented people will start to resign and work for the competitors. That cannot be good for any company. In a situation of a mass walk-out, that leadership would normally be removed by the higher management to avoid crippling the operation. Wouldn't that be a

stem, yet again.

The challenge for the new leaders really is to meet the standards and expectations of the work culture of that country, this means to understand what is the best approach to working with the locals. Otherwise you can expect a mass walk-out and this has happened too many times in the last 20 years in the Asian ad industry.

We are limited but we can push back the borders of our limitations. --Stephen R. Covey

A leader of high calibre is one who is able to see the larger picture. That it is not about him that the company exists or how it should be run. That a company does not operate by itself but is run by a team of people, and if this is a multi-race environment, it becomes even more critical for a leader to manage expectations. I have noticed that, not all but some, have the arrogance to import their work belief system from their country and think that their system is the right one. With arrogance, the prejudices against race will usually surface as well.

If you come from a work system that is hierarchical, that is one which is rigid and where roles are compartmentalized, and where freedom to question is discouraged, it would be damaging for yourself as well as for the employees if you remain arrogant and think that you are the king of the mountain. It would not be long before good talented people will start to resign and work for the competitors. That cannot be good for any company. In a situation of a mass walk-out, that leadership would normally be removed by the higher management to avoid crippling the operation. Wouldn't that be a

ut him that the company exists or how it should be run. That a company does not operate by itself but is run by a team of people, and if this is a multi-race environment, it becomes even more critical for a leader to manage expectations. I have noticed that, not all but some, have the arrogance to import their work belief system from their country and think that their system is the right one. With arrogance, the prejudices against race will usually surface as well.

If you come from a work system that is hierarchical, that is one which is rigid and where roles are compartmentalized, and where freedom to question is discouraged, it would be damaging for yourself as well as for the employees if you remain arrogant and think that you are the king of the mountain. It would not be long before good talented people will start to resign and work for the competitors. That cannot be good for any company. In a situation of a mass walk-out, that leadership would normally be removed by the higher management to avoid crippling the operation. Wouldn't that be a

one which is rigid and where roles are compartmentalized, and where freedom to question is discouraged, it would be damaging for yourself as well as for the employees if you remain arrogant and think that you are the king of the mountain. It would not be long before good talented people will start to resign and work for the competitors. That cannot be good for any company. In a situation of a mass walk-out, that leadership would normally be removed by the higher management to avoid crippling the operation. Wouldn't that be a humbling experience.

An effective leader is able to recognize that each person is an individual with different values and beliefs. The challenge then is to identify and consider these difference when deciding on a course of action. This helps to avoid misunderstandings and create positive influence on the individuals.

And in return the people will give full support and respect to the leader. Build this basic foundation and success shall come because people will remain your greatest resources, and they are worthy of respect and understanding.

Effective leader in the workplace