
In spite of my recovering Achilles, I managed to get out and about last month and, inside of a week, attended two events in Saigon and one up in Hanoi. As can often happen – when you’re away from your emails and your screen, and actually talking in-person with people – I was confronted with some recurring themes and lessons.
In this case, about leadership and about soft skills.
The first Saigon event was the ASEAN Youth Organization’s Re:City Hackathon: a great weekend, where Vietnamese teenagers and twenty-somethings were tasked with building commercial energy-saving ideas in 24 hours flat. A few days later, I headed to a Eurocham breakfast down the road, where two Hogan Assessments consultants pressed home the importance of workplace leadership and employee skills training. And then, the following morning, up by West Lake in the country’s capital, I listened to various HR specialists at a NordCham session, discussing why good people leave companies and how to remedy this.
At each event I was able to draw on some answers to a question that my company, Coracle Consulting, has been asking over the last 7 years: why is it often so hard for organisations to grow the leaders they already have sitting inside them?
It seems to me that Vietnam’s growth story has been creating more senior roles than there are ready people to fill them. I regularly meet companies who talk about how they promote the person who’s “already doing brilliant at the job”. That’s logical on the face of it, but the two skills aren’t the same, and treating them as one is where a lot of promotions go wrong
At the AYO Hackathon, where I volunteered as a communications coach and panel judge, there were sixty young people, aged 16 to 24, most of them with zero background in energy. Inside of their 24-hour deadline, many teams gave brilliant and wholly investable pitches to a live audience, financial projections, business models and all. I’m not sure any of the students could boast of being technical experts, but they demonstrated the importance of following a clear process, being open to learning in real time (about things like how to communicate under pressure) before then practicing their ideas and arguments over and again.
To me, funnily enough, some of these “soft-skills” are what newly promoted managers are never taught, and are just expected to somehow already have. Before promotion, your job is largely to be good at your own work. After promotion, your job can be to make other people good at theirs. You need to delegate, give feedback, have the awkward conversations, present upward, make calls with half the information you’d like, and try to get buy-in from people who don’t report to you.

All these things require skills that are not often taught in schools, nor in the workplace.
Which was more or less the theme at the Eurocham breakfast. The key note speakers, Allison Howell and Krista Pederson, walked through the (sizeable) gap between what employees say they want from their leaders and what leaders actually think they’re delivering. They also had smart things to say about AI’s disruption of leadership work, however the leadership gap was the line that stuck with me. Technical or positional authority doesn’t automatically come with the interpersonal instincts people are actually looking for.
And lastly, as speakers from ABB and Contagi explained, the very next day up in Hanoi, if you don’t fix these pieces, then people leave. The consensus in that room, more or less, was that this problem isn’t going away. If anything, it’s becoming more urgent as competition for good people intensifies.
In a recent Vietnam Enterprise Workforce Capability Readiness report, apparently 76% of companies surveyed now say they’re planning to invest more in leadership capability. Retention, succession and leadership capability get treated as three separate line items in most HR strategies. But having sat in those three rooms in one week, I’d argue all three are really just part of the same problem.
I’m not suggesting that any of this requires waiting for someone to fail as a manager before doing anything about it. Communication, presentation, emotional intelligence, negotiation, problem-solving, personal accountability – these can all be built into someone’s development from the get-go and long before they get promoted. Technical skills still matters enormously, and none of this is an argument for replacing it with “soft skills” but it’s an argument, in fact, for adding a second layer on top of it as someone’s responsibilities widen.
Vietnam has no shortage of talented, ambitious people. The opportunity isn’t attracting more of them from outside, I believe it’s helping the ones already inside your organisation grow into the roles you’ll need filled next year.
If your organisation is wrestling with any of this, then drop Coracle a line, as these issues are exactly what we’re spending our time at working on. Get in touch to share your experiences, or for a free consultation on how we could support your situation.
timbishop@coracleconsulting.net / http://www.coracleconsulting.net































