VN Newsletter25

7/30/2019 VN Newsletter25

1/11

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


2/11

26th year, no. 6

The 25th Dutch Vietnam


"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.


3/11

36th year, no. 6



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


4/11



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.


5/11

56th year, no. 6



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


6/11



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.


7/11



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.


8/11



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.


9/11



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


10/11

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:

[email protected] or

[email protected]

The 25th Dutch Vietnam Management

Clients & Associates

Loek Hopstakens 5 major services


11/11

The DVM Supporter is published by Loek Hopstaken.

Email: [email protected] or

[email protected]

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



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

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