• Facebook
  • LinkedIn
  • YouTube

©2019 Dale Carnegie & Associates, Inc., All Rights Reserved.

Join Our Newsletter

Get exclusive content, tips and special offers!


In today's globalized world of business and society, organizations are made up of increasingly diverse teams of people. Diversity can refer to differences in ethnicity, age, culture, education, religion, personality as well as experience. When different people of varied backgrounds come together, teams can become more creative, innovative and progressive. However, it is also inevitable that with differences come friction and conflicts, especially if communication is lacking.

Inclusion is about understanding, accepting, supporting, valuing and ultimately respecting our differences. When organizations are inclusive, people are empowered to speak up and make a difference. Yet, while more companies adopt diversity and inclusion strategies and institute new programs to achieve these outcomes, leaders consistently do not listen to their employees. This was highlighted by a Dale Carnegie White Paper that pointed out that one of the biggest leadership blind spots is the failure on the part of leaders to truly listen, respect and value employees' opinions.

Click below to

Diversity & Inclusion

Like it or not, the millennials are amongst us.
At work, in various social settings, at home, in public... They are everywhere.

Instead of avoiding Generation M, or worst still, typecasting them, why not get to know them better?

Are they more similar or different from the rest of us who are from other generational groups? How will their behaviour and working style affect the way we work? Should we treat them differently just because they are millennials?

Click below to


How to know them well and bring out the best in them?

Earth and Space

In a world characterized by disruptions, change hap-pens more frequently with more unsettling consequences. The business reality of banking in Thailand today is that more than 200 branches are closed while existing branches are refurbished to sport modern interior and futuristic architecture. For some of the top banks, accepting the disruptive transformation of the market means preparing the workforce to cope with future business challenges through increased investments while lowering the headcount and resource allocation in other departments. The demands of excellent business performance and lower operations costs are made in a competitively integrated market with fluctuating values. Only the strongest will survive in the current world of business that is trying to cope with volatility, uncertainty, complexity and ambiguity (VUCA). To do so, many organizations choose to focus on their people and strengths in order to survive and thrive.

Click below to

Thriving in a

VUCA World

Computer Programming

The digital age has brought with it many conveniences. Online shopping, on demand ride-sharing, virtual payment systems, Internet banking, cloud computing… The list goes on. Such conveniences come at a price, though. Brick and mortar shops risk irrelevance with consumers going for online options, for instance. Even the disrupter itself can be disrupted, like how ride-sharing firms have been nudging each other out of markets and territories in the race to increase revenue and reduce costs in an ever-increasingly competitive and crowded marketplace. 

In this inaugural issue, captains of various industries will share their perspectives on the latest developments and coping mechanisms in this age of digital disruption. 

Click below to

The Digital Disruption


Leadership is like the proverbial story of a few blind men touching an elephant. Touching its trunk, one of them would think that an elephant is long and thin. Another, touching its belly, would say that an elephant is big and round. Yet another, feeling one of its legs, would claim that an elephant is firm and stout.

All of us have some opinion about leadership. Some of us say leaders must lead the charge like Alexander the Great on the battlefield. Others may think that leaders should view the proceedings behind the frontline, like Winston Churchill, so that they can see the bigger picture. Who’s right? Is any one wrong?

We are better informed than the proverbial blind men since we have all experienced leadership in one way or another. Some of us could even be leaders.

The reality is that there are many styles of leadership and many different types of leaders. In this third edition of the newsletter, we explore the multi-faceted nature of leadership through the perspective of those who have been walking the tightrope that Alexander and Churchill once did.

Click below to

The Many Faces of