“Khun Kriengsak, I’m worried about my promotion to CEO next year,” Tada tells me. “Our chairwoman has strongly recommended to me that I need to improve my influencing skills.”
“Khun Kriengsak, I chair a board with six directors, two of whom are outside independent members. I think I can be a better chairman,” Piwat tells me.
“Khun Kriengsak, how can I avoid office politics?” Pranom asks me.
“Khun Kriengsak, as part of my leadership development, I have to coach three of my senior managers on their ‘soft’ skills,” Nid tells me. “Could you coach me on how to coach them?”
“Khun Kriengsak, I want you to coach me on my judgement,” Natee says to me. “My board has told me that I made a poor decision in hiring a chief marketing officer six months ago.”
“Khun Kriengsak, I want to create an accountability culture in my company. How do I do that?” asks Bundit.
As regular readers of this column know, executive coaching has been gaining acceptance in Thailand, to the point where we practitioners have our own association, and now we’ve produced our first book.
“Khun Kriengsak, I need your help. I have a lot of work and I need you to coach me on time management,” Surat tells me.
“Khun Kriengsak, why are so many changes?” Niran whines about change initiatives in his company.
Kanoon is a secretary to Khun Sombat, a CEO who is a client of mine. One day as I was waiting for Khun Sombat, she approached me.