May 19, 2020

Essential ingredients for successful people management

human resources
People Management
Bizclik Editor
5 min
Essential ingredients for successful people management

Written by Karen Gately

Karen Gately Picture.jpg



Great results are achieved when talented people invest energy and behave in ways that enable success. Your ability to develop the capabilities of your team and influence successful behaviours drives the level of performance ultimately achieved.  Successful people managers not only inspire people to follow; they effectively leverage the tools available to them to build the human capabilities and strength of spirit needed to drive results.

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Included in a people manager’s toolkit are the systems, processes, policies, programs and approaches that underpin an effective approach to human resource management. Ultimately however these tools are valuable only to the extent they are effectively applied.  While there is no magic wand to make easy work of managing, a focused, courageous, ethical and compassionate approach will go a long way to creating success.  Ten essential ingredients of a successful approach to people management include:

1.     Hire well

Look for people who are excited by the opportunity your role and organisation offer.  Hire those looking for more than a job but a career and organisation they can feel a part of.  Make sure every person you bring into your team shares your corporate values and is likely to behave in ways that enable both their own success and that of the people around them. 

2.     Set clear expectations

Clarity is an essential starting point to influencing performance.  Your team needs to understand what is expected and accepted, important and a priority.  Explain what you need members of your team to achieve as well as how you expect them to go about it.  Make sure everyone knows what success looks like and how he or she will be measured.  We live in a world that’s constantly changing – make sure you keep people in the loop when things shift.      

3.     Be observant

Contemplate how often you stop and reflect on the depth of talent you have on your team or in your business?  To what extent do you pay attention to the way people behave and the impact they have on one another.  Take the time to observe your team in action and form opinions about the success of each person’s approach. Notice what people do well and ways in which they need to improve.

4.     Coach and support

Effective performance management requires that you provide feedback, advice and guidance to enable results and the ongoing development of your team.  It is every people manager’s job to proactively guide people on their team to grow and succeed.  When you aren’t the right person to help, point your staff in the direction of where they can find the support they need. 

5.     Hold people accountable

Delegating responsibilities, appraising contributions and applying consequences are vital elements of holding someone accountable.  To hold someone to account at the end of the day it’s essential you make your expectations clear up front.  Align the rewards people receive with the contributions they make by fairly appraising their performance against agreed objectives and standards.

6.     Grow your team

Deliberately grow the capabilities needed to achieve your strategic objectives both now and into the future. Place priority on business needs as well as each individual’s career aspirations.  Know what specific areas of knowledge, skills or experience you need on your team and set about developing them.  Provide honest and constructive feedback with respect and sensitivity.

7.     Create a healthy workplace culture

Building a cultural environment that inspires engagement and enables success is only possible when the people in charge choose to really make it matter.   There is no point espousing values you don’t apply and setting behavioral expectation you don’t enforce.   The ways in which every member of your team behaves create the culture in your business so choose carefully what to accept and encourage. Reward and recognise behaviours that enable team success and address conduct that is not aligned with your business values.

8.     Encourage strong relationships

Appreciate the impact relationships have on the happiness and success of people at work.  Observe the strength of your own relationships as well as those of your staff. Take steps to influence strong relationships people have with you, their colleagues, customers and anyone else they regularly interact with through their work. 

9.     Inspire performance

Give people reason to sign up for the mission to influence the decisions they make about the depth of energy they invest to achieve an objective. Creating a compelling vision for the future, one people want to be a part of, will go a long way to winning their buy-in and long term engagement. 

10.  Communicate

Provide your team with regular and up-to-date information about important objectives, strategies, priorities and progress.  Make sure you communicate the potential and actual consequences of decisions reached and proactively influence their awareness and understanding.  Leverage the full potential of your team by not only listening to their ideas but also acting on them. 


About the author

Karen Gately is the author of The People Manager’s Toolkit: A Practical guide to getting the best from people. A highly regarded leadership and people-management specialist, Karen is the founder of Ryan Gately, an HR consulting and Leadership development practice. For more information visit or contact [email protected] 

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Jun 13, 2021

Seo JungJin: Who is EY’s World Entrepreneur of 2021?

Kate Birch
3 min
From just US$45,000 capital in 2003 to a world-leading biopharma giant with revenues of US$1.69bn today, Seo JungJin is crowned EY World Entrepreneur 2021

Seo JungJin, founder of biopharma firm Celltrion, which most recently developed an antibody treatment for COVID-19, has been named the EY World Entrepreneur of the Year 2021, becoming the first South Korean in the award’s 21-year history.

Regarded as one of the world’s most prestigious business awards program for entrepreneurs, the EY Entrepreneur of the Year celebrates visionary and innovative leaders from across 60 countries who are transforming the world and fostering growth.

JungJin, who is now honoroary chairman of Celltrion Group, was up against a worthy cast of entrepreneurial competitors, taking the crown from among 45 award winners across 38 countries and territories.

Speaking during the virtual event, JungJin described his own interpretation of entrepreneurship as something that brings together “a group of people toward a common vision, embracing challenges as opportunities and committing oneself to contribute to the greater good”.

Why was JungJin crowned King Entrepreneur?

A South Korean native and now 63 years of age, JungJin founded biopharmaceutical firm Celltrion in 2003. In the nearly two decades since its founding, Celltrion has lived up to its goal of advancing health and welfare for all by developing ground-breaking drugs to treat autoimmune disease, various forms of cancer and, most recently, COVID-19.

The company, which JungJin started with just US$45,000 and five of his colleagues, has since growth to more than 2,1000 employees with sales permits in more than 90 countries and revenues exceeding US$1.69bn.

According to the panel, JungJin’s story is a shining example of the power of an unstoppable entrepreneur to change the world with the pandel moved by both his incredible story and his purpose-driven leadership, innovative mindset and entrepreneurial spirit.

Described by the chair of the EY judging panel Rosaleen Blair as “representing everything an unstoppable should be” from taking on the world’s biggest health care challenges to consistently creating long-term value for his company, JungJin’s story is one of incredible tenacity and perseverance that the judging panel felt most represented the entrepreneurial spirit.

“He’s taken breathtaking risks, both personal and professional, to found Celltrion and grow it into one of the world’s leading biopharmaceutical companies,” says Stasia Mitchell, EY Global Entrepreneurship Leader. “His passion for creating affordable, life-saving health care and flair for tackling global problems has led to many treatments that have helped millions of people worldwide and was especially evident this past year through the creation of a COVID-19 antibody treatment.”

How did JungJin get there?

JungJin's entrepreneurial journey started at an early age when he worked as a taxi driver to get himself through Konkuk University in Seoul, South Korea. After studying industrial engineering, he rose through the ranks of Daewoo Motor Co. before losing his job amid the carmaker’s financial troubles following the 1997 Asian economic crisis.

Following this, JungJin started collaborating with colleagues to explore business opportunities in different industries, though none delivered lasting success. The turning point came after he attended a talk hosted by renowned scholars, which inspired him to focus on the biopharmaceutical sector.

And so he founded Celltrion with just US$45,000 of his savings. The launch of Remsima, credited with being the world's first antibody biosimilar, quickly moved Celltrion up the ranks of the country's fairly underdeveloped pharmaceutical sector. Celltrion followed this success with the launch of drugs for breast cancer and lymphoma that today are being used worldwide.

With ambitions to be the world’s first in different areas, Celltrion has pioneered numerous uncharted areas to great success over the past two decades, most recently responding to the global pandemic by successfully developing an antibody treatment for COVID-19 and working to ensure a timely supply of the safe and effective treatment.

“When I first started, my vision was to help patients gain access to safe, effective and affordable medicines and thereby enhance the quality of people’s lives,” explains JungJin. “The success of Celltrion has enabled me to expand on this while finding new ways to fuel my entrepreneurial drive.”


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