Team Management & Leadership Development
I am often appointed to leadership positions, and have found it exciting managing team dynamics – both positive collaborative players as well as those who were initially challenging.
At Air Asia, I was brought in as Consulting Psychologist and Acting Head of Training for the region. I had 5 training divisions reporting to me – safety, engineering, regulatory, customer service and leadership. My primary tasks were in managing learning and development for the region (incl. sourcing for the best instructors), enhancing working relations between divisions and across the organization, change management, and resilience-building.
To enhance communicating needs and ideas effectively, I introduced toolbox meets where teams come together to build mini-props to showcase what they want to see improved and how we can get this done together. As a result of using visualization techniques, these teams experienced higher buy-in to their ideas from the rest, less confusion and unnecessary debates, and we were able to support them better in prioritizing allocations and manpower.
Much of what I do at People Transformers (my own practice) is in the development of leaders. This includes crafting and developing training specific for leaders and managers, public and media sessions in resilience building, and in coaching those keen in self-development and improvement.
Recently I developed and delivered a 1-day interactive workshop for CEOs of energy organizations in the nation. As a result, leaders had greater appreciation for using human performance improvement to address behavioral risk factors across the industry.
At Air Asia, I was brought in as Consulting Psychologist and Acting Head of Training for the region. I had 5 training divisions reporting to me – safety, engineering, regulatory, customer service and leadership. My primary tasks were in managing learning and development for the region (incl. sourcing for the best instructors), enhancing working relations between divisions and across the organization, change management, and resilience-building.
To enhance communicating needs and ideas effectively, I introduced toolbox meets where teams come together to build mini-props to showcase what they want to see improved and how we can get this done together. As a result of using visualization techniques, these teams experienced higher buy-in to their ideas from the rest, less confusion and unnecessary debates, and we were able to support them better in prioritizing allocations and manpower.
Much of what I do at People Transformers (my own practice) is in the development of leaders. This includes crafting and developing training specific for leaders and managers, public and media sessions in resilience building, and in coaching those keen in self-development and improvement.
Recently I developed and delivered a 1-day interactive workshop for CEOs of energy organizations in the nation. As a result, leaders had greater appreciation for using human performance improvement to address behavioral risk factors across the industry.
Visionary, inspirational and focused, strategic and tactical, effective communication, collaborative and teamwork centered, persuasive and passion for job, caring and likeable, decisive, ethical and integrity, and openness to feedback ~ Summary of 360-degree evaluation as Acting Head of AirAsia Academy
