vn newsletter25
TRANSCRIPT
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In this issue:
The 25th DutchVietnam
Management Supporter
This magazine was first
published in March 2007. It is
digitally distributed among
my Vietnamese and Dutch
business & private associates.
Purpose: to keep them
informed about my activities
in Vietnam and overseas
This amazingly attractive andenergetic country has rapidly
conquered my soul, and
become my home away
from home.
Loek Hopstaken
P r o f . L o e k H o p s t a k e n
E m a i l :l o e k @ h o p s t a k e n . c o mM o b i l e :090 888 9450
December 4, 2012
6th year, no. 6
Its all culture, right?
Activities Dec.-Jan.
1
2
What Leaders can
learn from Maestros
WakaWaka & Clinton
3
4
5
Presentation Skills
Sinterklaas Vietnam
Michael Luckman
6
7
8
Corporate Culture
Hopstaken Services
Contact information
9
10
11
Its all culture, right?It is said that you can take a Vietnamese out of Vietnam,
but you can never take Vietnamese culture out of a Viet-
namese. So what does it mean, culture?
It is the core set of beliefs, customs, values and even hab-
its that makes a person differ from people of other nation-
alities. Parts of this set change over time. Some say
globalization will diminish these differences. Yet the coreset usually remains in tact. This is a nations culture: its
soul. Every nation has its culture, and when there are
several ethnic groups it will have more than one, and
even sub-cultures. Your cultural soul is where you find a
core element of your identity. See also page 9
This object has the potential to
change the lives of a few
million Vietnamese.
Kidding? Not really. It all depends
on who will be willing & able to
make that difference for many of
the less
fortunate.
What is it?And what does Bill
Clinton have to do with it?
Have a guess.
Or, if you dont like guessing, go topage 5 of this edition of the Dutch
Vietnam Management Supporter.
A nation's culture resides
in the hearts and in the soul
of its people.
Mahatma Gandhi
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26th year, no. 6
The 25th Dutch Vietnam
Management Supporter
"Business is a series of clear agreements that people are
willing to own individually and collectively with others in
the workplace.
Kent Gregoire
Saigon, November 30,
2012
When I was a boy I wasnt
always in the mood to go
home after school to do
homework or play with
friends. Sometimes I would
go to this museum, the first
in Europe. Often I would be
the only visitor, with a guard
keeping an eye on me. Back
then it was a dark, spooky
kind of place. Collections of
scientific instruments, fos-
sils, precious stones, but alsopaintings, drawings & etch-
ings, displayed in strange
rooms with worn wooden
floors. A place where you
could fantasize about 19th
century inventors conducting
experiments, but also admire Michelangelos drawings and Rembrandts etchings. In 2012 Teylers Museum,
in my birth town Haarlem, is a modern museum, attracting tens of thousands of visitors. The old collections
are still there. Fortunately the renovations have left the original rooms in tact. Every time when Im in
Holland I visit Teylers, and at least one other museum or exhibition. Its a basic need: to drink in culture
my homelands culture. I can leave Holland, but wherever I go I will always take Dutch culture with me.
Loek Hopstaken
Activities in December & January:
Ongoing: executive coaching
Presentation & Persuasion Skills course @ Royal
Business School
Time Management Course (in-company) Human Resource Management (MBA)
Human Resource Management (coaching)
Workshop for Starters (Knowmadic Learning Lab)
Vietnamese language class @ VLS
The 2013 edition of my catalog (pdf) will be yours aftersending a request to [email protected].
Teylers Museum, facing the Spaarne River (Haarlem)
Left: when in Amsterdam, I make sure Ill taste apple cake
with real whipped cream. Unavailable in HCMC.
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36th year, no. 6
The 25th Dutch Vietnam
Management Supporter
November 23 Dutch Conductor Maestro Jan Stulen
delivered a Master Class at the New Music Centre in
Ho Chi Minh City. Participants: young Vietnamese stu-
dent-conductors. The HBSO orchestra was founded by Maes-
tro Jans pupil, Maestro Tran Vuong Thach.
During this class Maestro Jan Stulen compared conducting
with management. He gave permission to relay his lessons.
1. The conductor must create a spiritual unity out of 50 ormore highly trained individuals in such a way that
everybody feels part of this community. The conductor
must create a common goal, a focus (the optimum per-
formance of a given composition). But the conductor
should also give the musicians the feeling that they can
develop their individual musical personality without
losing contact with the group.
In short: create and combine commitment with individual freedom.
2. The musicians have in their parts only printed what they have to play, without any
reference to what their colleagues are supposed to do. Only the conductor reads inhis score all the individual parts. This means that only he has the necessary infor-
mation about what is going on. He is obliged to give information which the musicians
need to perform well, to the different groups in the orchestra.
In short:give information to those who need it.
3. The conductor must develop an instinct when to just let things go if the orchestra is
in the flow of the music without interfering constantly, and when to be fully in
charge of things on critical moments like tempo changes, etc.
In short: be there when you are needed, but dont disturb proceedings.
4. Perhaps the most essential duty of the conductor is to listen to the orchestra. All his
actions, verbally and physically, are determined by the aural feedback of the musi-cians. He must also teach the musicians to constantly listen to themselves and to
their colleagues. In short: all leadership starts with listening to each other.
5. Before a conductor starts working with an orchestra, he has imagined how a given
piece should be performed by carefully studying the score, and how to realize this vi-
sion. But he should also be flexible to change his opinion if it is clear that his concept
about, for example, tempo does not work. In short: be flexible to change your tactics.
6. Experience shows that all orchestras always have possibilities to improve their
standards. So dont be satisfied too soon, it can always be better.
In short: use the full potential you have at your disposal.
7. The most essential talent a conductor needs is to communicate with the musicians.Look at them when you speak, dont isolate yourself, be with the musicians spiritual-
ly. In short: communicate! Continued on page 4
What Leaders can learn from Maestros
by Master Conductor Jan Stulen
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The 25th Dutch Vietnam
Management Supporter
6th year, no. 6 4
The Maestro at workMaestro Jan Stulen covered all the seven points. It was an enlightening experience to see
how his pupils changed from shy, uncertain persons into confident conductors. November 27
we witnessed the result of more than one week of intensive training, when besides Maestros
Tran Vuong Thach (Mendelssohn) and Jan Stulen (Brahms), four of their students applied
the lessons while conducting the HBSO Orchestra in works by Sibelius, Bizet, Rossini and
Schubert. Maestro Jan Stulen will be back in Vietnam in June 2013 to conduct the HBSO.
7 leadership lessons from Master Conductor Jan Stulen:1. Create and combine commitment with individual freedom.
2. Give information to those who need it.
3. Be there when you are needed, but dont disturb proceedings.
4. All leadership starts with listening to each other.
5. Be flexible to change your tactics.6. Use the full potential you have at your disposal.
7. Communicate!
Maestro Jan Stulen
coaches a Maestro-to-be.
Conducting is an art,
like management.
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56th year, no. 6
The 25th Dutch Vietnam
Management Supporter
Mr. Maurits Groen (right; with Presi-
dent Bill Clinton) is an old friend from
The Netherlands. With his team he or-
ganizes global events about ecology,
energy and sustainability. He hosted
former Vice President Al Gore when he
visited The Netherlands, and is involvedin several global initiatives to improve
living conditions in developing countries
and areas. Last year he presented a
product that already changes the lives of
thousands: a top quality solar cell pow-
ered lamp. After charging in the sun for
8 hours it provides 8 hours of full light
(to light a room) to 80 hours (as a night
lamp). Mr. Maurits mission is to bring the lampnamed WakaWakato those people
around the world live without electricity. They rely mainly on kerosene. This costs money,it doesnt provide enough light, and causes fires with serious burn injuries as a result. The
WakaWaka costs nothing in use, is 100% safe in use, nearly unbreakable, and lasts 3+
years. Bill Clinton, whose Global Initiative helps the 100,000s of victims of the earth-
quake and hurricane on Haiti, endorses the WakaWaka. On December 12 (12.12.12) a
worldwide fundraising will start to get enough WakaWakas to support the victims.
WakaWaka in Vietnam
Mr. Maurits goal is not making money out of his product. His foundation is non-profit.
His goal is to bring light where light makes a bigdifference: to people who have no elec-
tricity, like the appr. 4 million Vietnamese in remote areas. To make this happen, a
company can buy say,
5,000 or 10,000 waka-
wakas and give them
to those in need.
The price is then
US$ 9 a piece.
This would be one
terrific act of taking
social responsibility
for the poor inVietnam!
See also page 12
WakaWaka: enabling children in no-electricity
zones to do their homework at night
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The 25th Dutch Vietnam
Management Supporter
6th year, no. 6 6
If you are, consider doing my Presentation & Persuasion Skills course at Royal
Business School, December 1014. I have now been training both professionals &
students presentation skills in Vietnam for 4 years. The course runs five evenings
from 69.30 pm.
The 4 objectives:
* to know how to capture the hearts,
minds & souls of the individuals in your
audience with a memorable message,
and to persuade them
* To learn how to deal with professionaland international audiences: from
management meeting to congress, from
sales meeting to key note speech
* To know how to use media to enhance
your presentations
* To get practical experience delivering a
speech
The program:
1. The Rules of Public Speaking
2. Reaching out to capture Hearts, Minds & Souls
3. Keynotes & Media
4. Persuasion: Sales & Business Presentations
5. Leaving a Mark
For more information: http://www.royal.vn
Left: a PowerPointDONT. We have all
endured PowerPoint presentations that
were terribly boring, a pain to the eyes,
incomprehensible, or simply confusing.
We live in the PowerPoint Era. It hasgreat advantages: it can help you bring
home your message to your audience. Yet,
Real Leaders Dont Do PowerPoint, as a
title of a famous book on the subject says.
So when & when not to use
PowerPoint? What are the dos
& donts? How to use it
properly? On the 3rd evening of
this course you will find out.
Are you afraid to give a presentation?
Education is the most powerful weapon we can use to change the world.
Nelson Mandela
December 2012Hopstaken for Royal Business School 62
PowerPoint DONTs (2)
Your heart may be beating in your throat, but your
audience expects you to deliver your message.
Confidently, clear & convincing.
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The 25th Dutch Vietnam
Management Supporter
6th year, no. 6 7
Like the Vietnamese will
always celebrate Tet, the
Dutch will always have
Sinterklaas.
Who is Sinterklaas? The
custom is based on a legendary
bishop, who according to legend
gave to the poor and performed
miracles. In Holland children
believe the bishop returns to
Holland every year around mid
November, to hand out gifts on
December 5 to everyone who
has led a decent life. He is
always accompanied by black
servants, the jolly Zwarte
Pieten in colorful outfits. They
smile a lot, hand out candies
and try to make friends with the kids. So how do the Dutch in Vietnam celebrate Sinter-
klaas? They get together at the Dutch Consuls house, and make sure a genuine Sinterklaas
& half a dozen Zwarte Pieten liven up the party and make sure to make the children happy.Dutch children believe in Sinterklaas till they are about 6 or 7 years old, and then they find
out a family friend played the good bishop, and some cousins Zwarte Piet. Of course, their
parents bought the gifts. To Lara Lien, my Dutch Vietnamese daughter of 10 months, this
piece of Dutch culture is strange.
But soon she will believe like all
other Dutch kids. She will also
learn to love Tet, the special time
around the Vietnamese New Year.
She will grow up with the cultural
best of both worlds.
Sinterklaas in Vietnam
You don't have to burn books to destroy a culture. Just get people
to stop reading them. Ray Bradbury
Did you know?
In the 19th century this Dutch custom
was exported to the UK and USA. It
blended with Christmas. December 5
became December 25. Sinterklaas be-
came Santaclaus. His identity shifted
from a tall bishop with servants to a
short man from The North, assisted by
six reindeer. But the gifts, the color red
and the white beard remained in tact.
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The 25th Dutch Vietnam
Management Supporter
6th year, no. 6 8
We see things not as they are, but as we are. H. M. Tomlinson
Have you ever been in the situation where you are with several friends or co-workers and
together you witness a unique event? And then later, while still together, you share what
you saw and heard with several more people. As you listen to the others describe what they
saw and heard you begin to say to yourself: I dont remember that. Or, thats not what I
heard. Why do you think that is?
I believe its because of our internal filters. By that I mean our brain has a tendency to
screen the images we see and the words we hear through our belief system, that we have
created over a lifetime of experiences. This belief system is based upon our fears, the thingswe like, our trust in others, our ability to feel empathy and understand what another is
going through, our cultural biases, our intelligence, our education, how we were raised,
where we were raised, our gender, our religion and even our race. And Im sure a whole host
of other things.
For those who get their news from Fox cable everything they see and hear makes sense to
them. The same is true for those who enjoy watching MSNBC. Both networks preach to the
choir and we wouldnt be in that particular choir if it wasnt for our seeking constant valida-
tion that our views are the correct ones. That we are RIGHT and all others views are wrong.
But are we always right? Yes and no.
Yes, if we are so closed minded as to never step out of our comfort zones to at least try to see
things from another perspective. And, if we never try to understand why someone else might
see things differently.
No, if we believe that we are fallible. That we are aware when filtering some new infor-
mation through our minds, that we are sifting everything we saw and heard through our
own particular biases and prejudices, and that we could be wrong. We refer to this as being
open minded.
My intention is not to get you to change channels, but to get you to understand that every-
thing you see and hear may be true, or may not be true. It all depends on who you are.
Published on the LinkedIn, TED Group discussions page (October 2012). Used with the authors permission. Michaels
website & blogs: http://OverpoweringFear.com/blogs . Email: [email protected]. Phone: 1-408 404-6764 Ext.2
A Wonderful Quote by Michael Luckman
People fail to get along with each other
because they fear each other.
They fear each other because they dont know each other.
They dont know each other because they have not
communicated with each other.Martin Luther King Jr.
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The 25th Dutch Vietnam
Management Supporter
6th year, no. 6 9
What is your Corporate Culture like?Mid November a group of Vietnamese managers from different fields followed my
course in Organizational Culture, Design & Development. A survey among the participants
revealed that those who had worked for different companies had experienced some funda-
mental differences in their corporate cultures. For example, in one company they were free
to communicate with their manager about work issues, while in another they were expected
to shut up & do their job. A key issue in many Asian companies is that the boss doesnt
really communicate with his subordinates, let alone listens to their ideas, grievances, and
sometimes even vital information. On the staff side, many Vietnamese seem to be reluctant
to speak up, as this may lead to loss of their managers face. Meanwhile, the organizationdoesnt use its full potential, creativity is discouraged and innovation remains a dream. A
frozen status quo, no
progress, and losses.
So how to change a compa-
nys culture, without chang-
ing its core potential?
Among many things we
explored John P. Kotters
latest views on organiza-
tional change: to keep intact what works, while fa-
cilitating a change organi-
zation. In other words,
focus on both continuity and change. Recently another renowned management author and
teacher, Henry Mintzberg, has endorsed Kotters views.
The world is slowly recuperating from the financial crisis. Only those organizations that
have a strong yet ethical and productive corporate culture appear to survive. Yescuring a
sick corporate culture means more than mere restructuring. The right things to do:
A. redefine the companys vision, mission and values. Add integrity to the latter.
B. determine the right (ethical, workable, effective) activities, and the wrong ones
(unethical, unworkable, ineffective). Research: history & experience will tell.
C. In the process mobilize the high potentials in your organization. These are not neces-
sarily part of the top echelons. Have the courage to ignore the sensitivities of some
people (status, family ties, bosss friends).
D. restructure what needs to be restructured and weed out the unproductive or sick ele-
ments of the corporate culture (both negative & destructive beliefs and the people who
hold on to those and keep resisting necessary change).
E. Dont expect this to be successful in two weeks. It might take two years. Or more.
Success!
It is far more important to study people than things.La Rochefoucauld
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Major Services + Client List + Mini Catalog
106th year, no. 6
The following services are in high demand:
1. Management Development programspurpose: to train
managers to qualify for higher positions, to develop soft
skills, and to increase their value to their organizations
2. Seminars & Lectures in the fields of Human Resource
Management, Leadership, Strategy, Public Relations and
Business Communications
3. Business courses: HRM; Efficiency; Presentation Skills
4. Personal Coaching of entrepreneurs
5. Business Consultancy (Management & Leadership; HRM
systems; PR; Strategy; internal communications)
In Vietnam: a.o. business field
Tan Thuan IPC (HCMC) Industrial development
HCMC University of Technology Master of BA program
RMIT (HCMC campus) Communication program
Royal Business School (public courses) Courses & seminars
Vietnam Airlines (RBS; ISM) International airline
Vietnam Singapore I.P. (SPECTRA) Industrial park
Petronas Vung Tau (SPECTRA) Chemical factory
Nike (Tae Kwang Vina) (SPECTRA) Shoe factory
Le & Associates Training & consultancy Training House Vietnam (Sacombank) Training & consultancy
Ministry of L.I.S.A. (RBS) Civil Servants
SONY Vietnam (RBS) Consumer electronics
CapitaLand Vietnam (SPECTRA) Real estate
Institute for Potential Leaders / PACE Courses & seminars
Dalat Hasfarm (Agrivina) Pot plants, cut flowers
Hoanggia Media Group Key to Success TV Show
Fresh Green Earth Hi-tech agriculture
Unique Design Interior Design
ERC Institute Vietnam Vocational training
Golden Alliance Vocational training Schoeller Bleckmann Vietnam Oilfield Equipment
De Heus Vietnam Animal food
Centre for Tropical MedicineOxford Uni. Clinical research
Khue Van Academy Courses & seminars
Training House Vietnam Courses & seminars
Asian Institute of Technology (AIT) Business consultancy
In The Netherlands, a.o.
ING Bank Financial services
Philips Electronics
Heineken Brewery
Yamaha Musical instruments Voerman International International relocations
Damen Shipyards Ship repair wharfs
Wittenborg University of Applied Sc. IBABBA, MBA
MINI CATALOG
WORKSHOPSA workshop is a 2-4 day group
activity with a defined purpose,
where theory, practical exercise
and exchange of experiences are the
main ingredients. Areas: HRM, PR,
Communication, and Management.
Team Engineering
Interpersonal Communication
Commercial Communication
Public Relations
Presentation Skills
Organizational Design
Cross-cultural Communication
Time Management / Efficiency
Recruitment Skills
CONSULTING
Consulting is any specified expert
activity to help solve a defined
problem. This can take the form of
coaching, but also, conducting a
research. By definition, it is tailor
made. Areas: HRM, Strategy, PR.
Personal Coach
Business Coach
Moderator Mediation
Executive Selection
In- & External Surveys (such as
360 Feedback)
SEMINARS
A seminar is a 3-4 hour interactive
transference of core know-how,
including practical assignments.
People Management
Emotions in the Workplace
Strategic Thinking
Business Ethics
The Allround Manager
The Allround Communicator
The Soft Skills Program
On demand
Investments (ex. 10% VAT / 25% PIT)
Workshops: US$ 1,200 per team / day.
Consulting / Coaching: US$ 100 / hour.
Seminars: US$ 550 850 per seminar
(except for the Allround programs).
Lecture: US$ 250 per lecture.
Train the Trainer: US$ 1,200 per day.
Prices may change due to inflation.
Contact me for longterm cooperation:
The 25th Dutch Vietnam Management
Clients & Associates
Loek Hopstakens 5 major services
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The DVM Supporter is published by Loek Hopstaken.
Email: [email protected] or
Mobile: 090 888 9450
Assistant: Ms. Vo Ngoc Lien Huong
Email: [email protected]
Mobile: 090 888 9451
Profile: http://www.linkedin.com/in/loekhopstaken
Who is Loek Hopstaken?
1951: born in Haarlem, The Netherlands
1971-1972: travels: Europe & Asia
1972-1975: Amsterdam City University
1976-1977: travels: North & South America
1977-1993: career in banking: NCB,
Postgiro, Postbank, NMB Postbank Group,
ING Group, ING Bank
1979-1982: Business Administr. studies
1983-1988: Project Manager
privatization process Postgiro to
Postbank (field: P&O / HRM)
1989-1993: Project Manager merger
Postbank & NMB Bank followed by merger
with NN becoming ING Group (fields: PR,
Marketing, Total Quality Management)
1991: founding Hopstaken Bedrijfsadvies
1991-present time: career in training and
consultancy, coaching & mediation
1993: left ING Bank
1996-2000: Business Club MC (50 meetings)2003-present time: combining training,
coaching & consultancy with teaching at
international business schools (IBA/MBA)
2005 + 2007: Professor appointments
2007-2008: visits to Vietnam: lecturing,
consulting, surveying, delivering courses,
workshops & seminars
November 2008: establishment in Saigon
2008-present time: delivering lectures,
seminars, coaching, workshops & training
courses, mediation; overseas business trips
2010: Examiner VTV1 Key to Success Show2011: Chairman Advisory Board ERC VN
2012: Chairman Academic Board ERC VN
Full CV: mail [email protected]
11
The 25th Dutch Vietnam
Management Supporter
6th year, no. 6
WakaWakaTechnical details
Size: 12 x 8 x 2.3 cm.
High-tech innovation sunboost technology
provides for:
8 hours of bright ambient light, or
16 hours of decent reading light, or
80 hours of night safety light
All on one day solar charge.
Durability:
3+ year life of (replaceable) battery
10+ year solar panel and LED lifetime
Affordable for families living on US$ 2 /day.
Extras:
auto energy saving mode
fits on a bottle
SOS emergency beacon (press 3 seconds)
You can buy a WakaWaka for US$ 29 via the
website. The proceeds go to distribution of Waka-
Wakas to people who dont have electricity.
When a company buys at least 5,000 WakaWakas
to donate the price is US$ 9 a piece.
The new 2013 model will contain a usb connection
to charge a mobile phone.
Screw it, lets do it!Richard Branson