ClarkMorgan Insights

TAKING RESPONSIBILITY is more than just a job title. It’s a behaviour of accepting risks, making tough decisions, and ultimately accepting failure. But, says Danny Armstrong of National Australia Bank, ultimately great companies accept that failure is part of the job, but they will not tolerate ducking responsibility. Danny is currently the General Manager of&hellip

WHEN IT COMES TO BUILDING A SUCCESSFUL TEAM in Asia, Danny Armstrong’s belief is that you should fit the position to a great talent, and not the reverse. He should know, Danny is currently the General Manager of National Australia Bank (NAB) in China, and was previously the General Director and Country Head of the&hellip

EVERY PRESENTATION SHOULD HAVE A KEY MESSAGE. So says Morry Morgan, co-founder of ClarkMorgan Ltd, and regular public speaker. In this ClarkMorgan Insights video, Morry discusses once case involving engineers from pharmaceutical giant, Pfizer, who were afraid of presenting a solid key message to their audience in the United States. In Morry’s words, if you don’t&hellip

TO TRULY EMPOWER SOMEONE means you must trust them. In China there is an added advantage if you want to use empowerment, because of the respect for leadership. But, says Con Constandis, you have to be careful not to instruct. More than simply instructing a subordinate, true empowerment allows the individual to add value, creating synergy&hellip

WHY WAS BASKETBALLER, JEREMY LIN, A STAR? He wasn’t taller, or stronger, or go to the best training programs. But what he did have was exceptionally high ‘basketball IQ’. He was resourceful, had his eyes open, and looked for opportunities. Larry Wang believes that employees can develop their ‘Career Success IQ’ in the same way.&hellip

FOSTER’S FAILED. PERNOD RICARD SUCCEEDED. So what was the difference in their strategy. For Foster’s it was a stubbornness to create a brand extension for the ‘common man’ – a non-premium brand that would be appreciated by the masses. Suntory, a Japanese competitor, took the step down and built huge market share as a consequence.&hellip

DOES YOUR COMPANY TRULY HAVE THE CUSTOMERS’ interest at the heart of its business, or do your leaders simply pay it lip service? Carl White, Group Brand Director for CXINLAW, highlights how one of his suppliers got customer service seriously wrong – and paid the price of losing business. Carl warns that if a business doesn’t truly&hellip

MISTAKES, NOT SUCCESS, ARE THE BETTER TEACHER. But while mistakes are a necessary hurdle in the development of a future leader, there needs to be support and acceptance of these mistakes along that journey. So says Andre Obradovic, CEO of Which Path. Andre’s leadership experience began in the Australian Army. Upon discharge, Andre began his corporate&hellip

NO LEADER IS FLAWLESS.  Great leaders acknowledge that they are incomplete, and in doing so, complement their weaknesses with their team around them. So says Andre Obradovic. Andre’s leadership experience began in the Australian Army. Upon discharge, Andre began his corporate career with Cisco Systems, before moving to Samsung. Today, he splits his time between coaching&hellip

KNOWING THE STRENGTHS OF YOUR TEAM can help define strategy and open up new markets, says Heidi Kreuchen, Regional Vice President, Australia / NZ at Saba. Her clients often have ‘a-ha!’ moments when they learn of their team’s capability and the market advantage that this new information can create. It is only the leaders’s ignorance of&hellip