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David Wee

Board Advisory Member

David Wee is a seasoned professional with a diverse background in leadership development, talent management, and learning strategies.

Having served in various high-level roles at esteemed organizations, David is known for his expertise in human resources, talent acquisition, and organizational development.

He has been a member of the Board of Advisors at the Institute for Advanced Studies in Complex Choices and the Council of Advisors at Avvanz Pte Ltd.

David's prior experience includes roles such as CHRO at Sinarmas Agri and Food, Chief Talent Officer at Sinarmas Group in Sinarmas Agribusiness and Food, Director of Research & Curriculum at ICLIF, Global Chief Learning Officer at J&J, Head of Crotonville Asia Pacific leadership development at General Electric, and Director of Infrastructure at the National Productivity Board.

With his passion for making a positive impact and his commitment to personal and professional growth, David embodies a holistic approach to success and leadership.

His philosophy on success, likening it to the perspective of a 10-year old working to improve the world for himself and his loved ones, reflects his values and dedication to creating a better future.

David Wee's extensive experience in diverse leadership roles and his involvement in advisory capacities highlight his strong background in strategic decision-making and organizational excellence.

His contributions to the field of human resources and talent development have been significant, making him a respected figure in the industry.

Highlights

May 28 · linkedin

“Don't ever be late again! I can find a dozen people to replace you just like that." The micro manager screamed across the room.

The employee was late because they did an all-nighter to get the job done for a challenging client. But the micro manager never asked why the employee was late because they believe everyone is lazy.

That’s one of the reasons why micromanagers convince themselves that if they yield even a small amount of control, things will go wrong and they will be blamed. As such, they tend to make these mistakes:

  1. Kill initiative and demand obedience.
  2. When things go wrong, abdicate responsibility and blame others.
  3. Criticise, criticise, criticise and never offer practical help.
  4. Makes all decisions because they believe no one else has good judgement.     When you are trying to catch people doing wrong things, you can never see them doing right things even if it's done in front of you.

So this employee will never ever make that extra effort to get the job done. He will use all his energy to find a job that offers what he is not getting... appreciation, recognition, respect.

Agree?

“Don't ever be late again! I can find a dozen people to replace you just like that." The micro manag
May 16 · linkedin

Some manage people by being objective - it's business, not personal.

But we are not just employees but also parents, sons and daughters, best friends, community leaders, volunteers, adventurers, bakers, hikers, painters with dreams and colourful lives outside of work.

We are humans first, and then employees.

Yet some managers expect employees to compartmentalise life. When at work, work. Live your other life after work.

However, the best companies put people first. That's why they invest in day care centres, provide parental leave for both genders, offer flexible work schedules, give tuition reimbursements, and time off to do volunteer work. Importantly, the best companies help their people find purpose in work, and be proud of what they do and the company they work for.

Putting people first pays off. Here is an inspiring example.

In 2015, Dan Price, the Founder of Gravity, a card payments company in Seattle, introduced a $70,000 minimum salary for all his 120 staff. To achieve this he slashed his salary, mortgaged his two houses and gave up his stocks and savings.

Not everyone supported this radical move. Two senior Gravity employees resigned in protest. They weren't happy that a third of staff had their salaries doubled overnight, and argued that it would make them lazy, and the company uncompetitive. Others worry that staff will squander their undeserved salary increment.

The move drew media coverage. There was much praise but also cutting critique. Fox News called Price "foolish," and political commentator, Rush Limbaugh, described the company policy as "pure unadulterated socialism" that was "going to fail" and should be a case study in MBA programs on how socialism doesn't work.

Six years after the 70k minimum wage was announced, Gravity’s revenue went from $3.8bn to $10.2bn. Headcount grew by 70%. Customer base doubled and customer attrition fell to 25% below the national average. Price also track other types of metrics during that period. More than 10% of staff bought their own home compared to 1% previously. The money employees voluntarily put into their own pension funds more than doubled. And 70% of employees say they've paid off debt.

A final point, Rush Limbaugh did get his wish for a case study but it did not highlight any lessons on the inadequacy of socialism. Harvard’s Prof Mike Wheeler did the case study for the University’s MBA program. One of the lessons - Putting people first is good for people and good for business.

Agree?

IMPORTANT NOTE: Thanks to Fariz Rahmansyah for alerting me to this article that offers a completely different perspective of Dan Price... https://lnkd.in/gE_i2zbg So is Price a hero or a villain or somewhere in between?

David Wee
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Location

Singapore