07/06/2026
Twelve years ago, I asked a simple question:
"What makes a manager truly effective?"
Back in 2014, while pursuing my MBA in China, I conducted a research project comparing how Cambodian and Chinese employees perceive effective managers.
At that time, I thought the answer would be complicated.
After surveying hundreds of employees from both countries, the findings were surprisingly simple.
People do not remember managers because they are the smartest person in the room.
People remember managers because of how they make others feel.
One of the strongest findings from the research was that employees in both Cambodia and China highly valued managers who:
✅ Respect the dignity and self-esteem of others
✅ Give positive feedback and recognition
✅ Stay calm under pressure
These may sound like basic leadership behaviors.
But after more than a decade of working with businesses, leading teams, and advising organizations, I have realized that these "simple" behaviors are often the hardest to practice consistently.
Another interesting finding was that Cambodian employees placed significant importance on leaders who create a family-like environment and genuinely care for their people. Meanwhile, Chinese employees tended to value managers who were decisive, strong, and future-oriented.
Twelve years later, I can see these patterns in real life.
Many organizations focus heavily on strategy, targets, KPIs, and systems.
These things matter.
But leadership is still deeply human.
People want to work with leaders who:
• Respect them
• Appreciate their contributions
• Stay composed during difficult situations
• Give them confidence about the future
In today's world of AI, automation, and rapid technological change, I believe this lesson is becoming even more important.
Technology can improve productivity.
Systems can improve efficiency.
But trust is still built person to person.
And perhaps that is one reason why leadership remains one of the most important skills in business.
Twelve years later, I still find myself returning to the same conclusion:
People may join companies for opportunities, but they stay because of leadership.
