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Michelle Ann Iking
Leadership Facilitator | Vocational Coach | Certified HRD Corp Trainer | Speaker - Obama Foundation Leaders Asia Pacific. I coach for high performance & facilitate leadership/talent programs for holistic impact.
Michelle Ann Iking is a dedicated professional with a passion for empowering individuals and communities to reach their full potential. With a background in Telecommunications Engineering from the University of Sydney, Michelle's career has seen her excel in various leadership and people-centric roles.
As a certified facilitator for leadership programs, Michelle has had the privilege to work on a regional scale, including with the prestigious Obama Foundation Leaders Asia Pacific program. Her expertise lies in designing, facilitating, and monitoring impactful leadership initiatives that drive organizational change.
Michelle's skill set extends to coaching individuals on clarity, personal meaning, purpose, and action alignment. She is well-versed in talent management, mentoring, stakeholder engagement, communication, presentation, and influencing skills. Additionally, Michelle has valuable experience in HR consulting, learning & development, talent management, succession planning, management trainee programs, project and events management, corporate and marketing communications.
Beyond her professional achievements, Michelle is a trained photo-therapist, utilizing visual tools and coaching techniques to foster emotional connections and facilitate self-reflection and personal growth. Her forward-thinking mindset aims to transform potential into excellence, focusing on long-term sustainable change and the development of future changemakers.
Previously having held key positions such as Chief People Officer at Sime Darby Property and SelfDrvn Enterprise, Michelle has also contributed her expertise to organizations like Citi, Tune Hotels Regional Services Sdn Bhd, Sutera Harbour Resort, and Haveli Sdn Bhd. Her diverse career journey showcases her adaptability and proficiency in various industries and roles.
Michelle Ann Iking invites collaborations with companies and movements that share her vision for long-term investment in cultivating environments where changemakers can thrive. Her commitment to empowering individuals to realize their visions and become their best selves shines through in her work. To explore bespoke leadership programs, coaching packages, or partnership opportunities, feel free to connect with Michelle via email at [email protected].
Highlights
I've never written this story before.
Though I have told it, in intimate conversations... when I felt safe to share How and Why I became a Coach.
I first learned the power of coaching, when I was certified to facilitate leadership courses for an MNC.
They say, "Give a man a fish, you feed him for a day; teach a man to fish, you feed him for a lifetime".
So I knew how leaders optimise their people, and their own limited time, by coaching people to problem solve for themselves, rather than spoonfeeding answers that may not even be best fit for the scenario.
But I only TRULY understood coaching's power, when an #executivecoach whom I engaged for senior leaders, 'stealth-coached' me during a casual catchup.
"How are you, Michelle?", she asked.
Back then, I foolishly wore Busyness as a Badge of Honour, rattling off my To Dos, telling her I felt like a plate-spinner, with many plates in the air, all at risk of crashing to the ground if I took my eyes off them for even a second.
"Michelle, you're SO... NEEDY."
Her words stopped me in my tracks.
I felt shocked and offended.
How could she say that to ME? The self-sufficient professional I prided myself on being?
I kept my cool enough to ask her, "Why do you say that?"
She replied, "In the past 5 mins, you've said 'I NEED TO...' 7 times."
Her observation was startling.
Then she asked a question that made me cry.
In public.
"Where do you think that comes from, Michelle?"
I cried, because I knew EXACTLY where it came from.
It came from years of not feeling good enough, growing up with a typical Asian father, who thought the best way to prepare me for a tough world, was to push me to achieve, to prove myself, which I never quite felt I did, maybe because he feared by acknowledging any wins, I would become 'lazy' and stop trying.
I don't blame my late father.
He loved me the best he knew how, with what he knew, back then.
But that coaching conversation started a deep, ongoing journey of self discovery for me.
Of uncovering the deep-seated drivers that made me operate in ways that did not serve me.
And finding alternate mental models and ways of being, that did.
As I peeled back more and more layers of myself, I gained agency to choose how I showed up in life.
Rather than be 'compelled' by unknown forces that I thought were just 'who I was'...
... or feeling helpless against external people/events I used to give far too much power over my happiness,
I took back my power, knowing if it was my own mindset and actions that led me to my present circumstances, good or bad, then, by taking accountability, I also had the power to lift myself OUT OF situations I didn't want, and 'engineer' myself INTO ones that I did.
Self awareness is not only helpful.
It's a superpower.
As is coaching others, to unlock THEIR superpowers.
This is why I find this part of my portfolio, meaningful.
Because I know what it felt like, to be a prisoner of my own making.
And what it feels like, to be free.
I learned about #talentmanagement from fancy MNC frameworks, then REALLY learned about it seeing them FAIL on ground.
The frameworks were sound.
But real wins come from effective execution in real-life settings, where preoccupied people often don't comply with pretty Powerpoints.
So as a Mentor for the HR SEED (Self Empowered Development) Program, powered by Human Resources Leaders' Circle, Joseph Koh & Tracy Anne Yap to nurture next gen HR talent in specialist skillsets, in prepping my Mentee Yoke Pui Cheong to chart her focus area for our 6 month mentorship, we're going back to basics.
Before 'sexy' things like #talentmobility, firstly:
Q. Is the team equipped to be transparent about #talentreview processes?
Do all employees understand the Criteria, Process, Rewards AND Responsibilities of being Talent?
So they can aim for the Criteria if they aspire to be Talent, and support (without rancour) their Talent colleagues, if they don't?
Q. Are Managers equipped with guidelines/skills to communicate the Rationale and different Expectations of
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Talent
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High Performers (but not Talent)
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'Well Placed' Average Performers who still need to be motivated to show up fully in their roles, and are often demotivated by Talents' 'special treatment'?
CAN THEY EVEN TELL THESE APART IN THE FIRST PLACE?
Or are Managers in the dark, because THEIR bosses were also not taught to have these types of conversations?
Q. If high performance is a hygiene-factor criteria in Talent selection, are #PerformanceManagement practices robust enough to be a valid filter?
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Are goals set to drive the right behaviours?
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Do Managers have the #communicationskills and COURAGE to give constructive feedback effectively?
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Is calibration done to ensure consistency on how Managers give ratings across the company?
Or is PM fundamentally weak, and that is why leaders fear highlighting/investing in Talent selected on shaky ground?
Q. Once designated, are Talent made aware of how they are expected to PARTNER with the Company to develop their perceived potential?
Or will this be a 'secret' until they resign, as if saying, "Oh but you're a Talent/Successor!" will somehow offset the internal push/external pull factor(s) that make them leave?
Q. Before giving Talent mobility rotations, has enough been done, where they ARE, to:
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Give the Company visibility of the Talent, so it sees who its assets are?
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Give Talent visibility of the Company, so they see where their futures lie?
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Give Talent visibility of other Talent, so they leverage each other's strengths, in creating these futures?
Talent management is not about labelling names on decks shown to 'Talent Councils', only to be forgotten until the same time next year.
This is like a man putting his $$$ under his mattress, and thinking he is 'rich'.
Like $$$, Talent needs to be invested to grow.
But unlike $$$ under a mattress, if you're not the one doing the investing, your Talent will move to someone who will be.
