NashTech’s Leadership DNA: 6 Steps to Align a National Company’s Vision
Updated: Jun 25, 2020
As part of our in-house corporate trainings, Leaders Creates Leaders is leveraging our impact by connecting with key stakeholders in companies who understand that the process of coaching takes time. LCL's Brand Ambassador, Alexander Gordillo, recently interviewed Mr. Nguyen Thuan Thanh, HR Director at NashTech Vietnam.
The discussion led to the ways LCL has influenced NashTech’s strategic plan as well as the impact of our Team Leadership Coaching methodology on their management ranks.
Among the things discussed was how through our trainings they were able to form a unified leadership framework for managers across the country.
Mr. Thanh pointed out that management takes more than technical ability while highlighting how intentional leadership not only helps managers become better at their jobs but actually grows revenue.
LCL: How did you first meet and acquaint yourself with LCL?
NT: The first experience I had with Warren was to host a full-day training called “Leader’s Day at NashTech.” During the first session, we talked about mindset changes and incorporated six leadership topics into our social activities with managers from our Hanoi and HCMC branches.
The topics were: Expanding our comfort zones, creating self-awareness, “The 6 Human Needs,” framing, crucial conversations, and team collaboration.
For six consecutive months, these training sessions helped our management create a unified leadership framework which we called “NashTech’s Leadership DNA.”
This was the first step in which Warren helped us establish a foundation to align our mindsets at the management level.
Besides these topics, another benefit of the trainings was an increase in engagement and participation between managers through different activities. Managers from different departments and cities started to recognize each other’s names and began to connect with one another. Just the simple use of name-tags made a huge difference. There was a powerful moment when I felt like, “wow, we are one team, finally.”
LCL: How do you define leadership, especially what is needed now for Nash Tech?
NT: As a leader, you need to know yourself; know how to lead yourself, and how to lead your team. A leader needs to take ownership and think strategically for the company in the long-term, not just focus on day-to-day operations.
Sometimes people are just too busy with their daily agendas. They stay in their comfort zones. They don't know what they don't know, right?
Our business is all about people. I do see in our industry that, traditionally, the main skills of managers are very technical. People get promoted because they have very strong technical abilities.
Sometimes, when they are promoted to the management level, they're not a leader yet. The problem is we create opportunities for them and put them into management roles, without first helping them play a leadership role and learning how to manage people. Being technically proficient but without certain management skills can actually do more damage than good.
So, the more we thought strategically at NashTech, the more we realized the need for better-equipped leaders. The need to prepare our management ranks to be able to play their role as leaders was an important goal for us.