For Eric Chong, running a successful business is important, but what matters more is the chance to use technology to improve people's lives. The CEO of Siemens Hong Kong has seen that happen specifically with the development of machines for magnetic resonance imaging and computer tomography and, more generally, through the company's focus on energy-saving products and carbon reduction. Chong studied engineering at the National University of Singapore in the 1980s and then worked for British firm GEC's health care division, involved in operations and customer service functions. Initially surprised by the sophisticated level of technology, he soon realised this was an area to build a career. He talks to John Cremer
What do you feel is the best way to lead and manage subordinates?
The top-down, directive style is not for me and it truly doesn't work these days. Instead, I aim for 'guided collaboration'. I want people to take charge and I expect them to go and get things done, but I will always give my perspective and closely check the progress. You have to find the balance between giving control to others and micromanaging, and where someone needs more 'hand-holding' I'm always prepared to jump in. To be a good leader, of course, you must be ready to use different styles at different times to set the direction, give people confidence, and get them to achieve what they can.
Which period of your career was the most challenging?
The transition from engineering to sales wasn't easy. Being an engineer, you have a certain way of doing things, which is to look at the inside - the nuts and bolts - of a machine. But when you go into sales and marketing, it is about looking at the 'outside'. Customers are more interested in what a product can do for them, not how it works, so you need the skills to present a convincing argument and persuade. Engineers learn from first principles and follow logical thought processes. But in sales, I learned you can't just say, 'this has three bolts, the other guy's has two, so we are better'.
What would you say is the toughest part of your job?
It is attracting the right people. We see a lot of bright and talented candidates out there, but the question is will they really make the grade with us? We set high standards and expect recruits to be forward-looking, results-oriented and innovative, and to understand the demands of a high-performance culture. At the end of the day, that is why we are where we are today.