Tag: Organizational culture

Rigidity and softness, What's new, Forum messages

The 2nd Cross-border Forum on Knowing Yourself and Knowing Your Opponent’s Leadership – Leadership with Rigidity and Softness

The purpose of this forum is to provide a platform for academic experts and industry leaders to have in-depth exchanges and discussions on the topic of leadership that combines rigidity and flexibility. Through the sharing of theoretical and practical experience, we will discuss how to maintain competitive advantage and sustainable development in the face of market upheaval and change. At the same time, the forum also aims to promote cross-border cooperation in different fields, further promote innovation and collaboration, stimulate creativity and innovation, and jointly create a better future.

The theme of this year’s forum is The Power of Rigidity and Softness: The Second Cross-Border Leadership Forum. The two parallel sessions of the forum are “rigid” and “soft”, covering the hard power and soft power of enterprises. Among them, the rigid part mainly focuses on the company’s digital power, brand power and innovation power, while the soft part focuses on the leader’s emotional intelligence, resilience and organizational (cultural) power. These two sessions will be accompanied by a strategic presentation.

Op-Ed

The Power of Responding to All Calls|Master the essential traits of a leader

Acknowledging that leadership is the style of the leader itself can create followers, and a good leader must have this kind of charm and style. Professor Jiang Dingyu elaborated on the characteristics of leaders and how to generate the influence of identity leaders from Social Identity Theory. Yang Baichuan, the chief of ethics, took Xinyi Housing as an example to explain how to cultivate leadership skills in terms of system and education and training.

Strategic management, 未分類

A customized solution provider with strategic thinking

The core spirit of Kongsteng is “to create and enrich the value of others”, based on this belief, we have a comprehensive human resources solution, with a complete strategic thinking, and a customized model, to become a strategic partner of human resources partners. From the perspective of strategic thinking, we help enterprises successfully enter the transformation, whether it is second-generation succession, revenue growth, industrial transformation or internal start-ups, our rich experience and strong team are the best choice for your organizational transformation.

Op-Ed

Only by prescribing the right medicine can we gradually improve the team’s problems and build an effective team

To build an effective team, you must first identify the team problems. Often, the root cause of a problem in team building is not the problem itself. First of all, we must have a correct understanding, and the right medicine is not to solve the problem supervisor or personnel, but to face and co-create with the team. In addition, improvement in team symptoms requires a sustained demonstration of behavior, which cannot be seen immediately. You can see each other through team activities and challenges, gradually develop a different team atmosphere, and create real and lasting change.

Op-Ed

Elements of Improving Team Performance and Teamwork | Breaking the barn effect | Focus on results

The purpose of the establishment of the company is to set its goals and vision, and continue to recruit good people to join in the business process, and achieve the desired results through professional division of labor and effective collaboration. However, when the members of the team focus on their own or the department’s self-interest, it will lead to ignoring the overall goals and results of the team, which will invisibly produce the department’s standard and cause a barn effect. Mr. Yang Gongmao took Sony as an example to illustrate and put forward solutions to improve team performance and teamwork.

leadership, 未分類

2022 ATD Asia Pacific Annual Meeting Event Highlights |

With the advent of the digital wave, companies have introduced a large number of equipment and tools to accelerate the production and marketing operation process. After the digital wave recedes, when digital transformation becomes a daily life, people-oriented, human-based leadership is gradually revealing the importance of “keeping the same in the face of change”. Transformation is a journey, and what leaders need to do is to lead the organization to shape a culture of responsibility and lead humanity to a development mentality. In digital transformation, human leadership remains constant.

未分類

2022 ATD Asia Pacific Annual Conference|9 Days, 10 Progressive Humanity Leaders

The 2022 ATD Talent Development Association Asia Pacific Annual Conference will be held on November 2-3 in Hall 2 of Nangang Exhibition Center. We will continue to exhibit at booth 9-10 and bring a keynote speech on human leadership. In the age of science and technology, in a rapidly changing world, human nature is the only constant. Manage the stewards, and the leaders manage the people. Only by human leadership can we retain good talents and build a “technology” company with warmth.

Forum messages, 未分類

【Knowing Yourself and Knowing Your Enemy: Leadership Behavior and Practical Work from the Perspective of Psychology】 Cross-border Forum

Kangshiteng Management Consulting Co., Ltd. and the Taiwan Society of Business Psychology jointly held an in-depth dialogue on leadership behavior and practical work based on the empirical research of domestic business psychology experts and scholars. Use theories to prove practical applications, and verify the effectiveness of theories from practical cases. Let leadership no longer be a theory, but also have operational methods and tools to show effective leadership.

Video and audio sharing, 未分類

Hand in hand into the VUCA era|Create the brilliant value of the team (video)

As the global pandemic heats up, what is the value and significance of teams in such an uncertain and fast-changing VUCA era?

On the other hand, it is precisely because of the advent of the VUCA era that your capabilities and value are more easily visible. The rapidly changing environment and development have made class mobility more frequent, and ability has replaced status as the new value standard.