About Us

Our Vision & Mission


At Leaderonomics, we believe we are a social enterprise with a clear social mission. We are a business driven by the social purpose of transforming nations through leadership development. Our aim is to help individuals grow in their leadership so that they can make a difference in their communities.

 

At Leaderonomics, we are interested in a blended return – a return on investment that combines a financial return alongside a social and/or environmental return. At Leaderonomics, our first measure of return is a social impact return which takes priority over our financial return. To be a successful social enterprise, both measures are used to ensure our sustainability and also our impact.

 

Why Leadership?

We believe that leaders can profoundly affect the social, economic and spiritual health of the individuals and communities that they influence. We see the capacity, values and role models of leaders having deep implications on the prosperity of those around them.

 

Every person has the ability to be a leader. Our belief is that if we can help individuals grow in their leadership capacity and experience, and instill in them values such as generosity and integrity, they will be able to grow into community leaders, and we will see communities thriving on the foundation of love, with no discrimination in terms of race, religion nor wealth. And as these communities flourish, we will be able to see nations transformed.

 

Our teams work with children, youth, university students, graduates, managers and senior leaders of companies to help them grow in their leadership. Our aim is not just to grow them into leaders but they will then be able to “build communities of love” as they lead and manage different teams, functions and communities. We hope that these multiple “communities of love” will “transform nations”.

 


Why we do what we do?

about-roshanRoshan Thiran, CEO – “Almost ten years before we set up Leaderonomics, I had a burning question that plagued me – why do certain communities thrive whilst others languish in poverty and despair? I decided to explore the question with a series of experiments. What began as a small project resulted in a profound insight. It became clear that everything rises and falls on leadership. It was easy to go into a poor community and give them funds and help them with the issues they faced today. But that would be temporal relief. What these communities needed were leaders who could help them transform themselves.

Leadership was a key missing element in all these communities but there was no means to bring leadership development to these communities. My experiments also highlighted that leadership is not genetic but a learnt process, and that this process began usually in a person’s childhood and school years. So how could we go into the most rural of places in the developing world and provide experiential leadership development? Hui Ming and I, together with a few others,  pondered this issue for months and we knew we had to dedicate our lives to this vision of reaching out to transform developing nations through leadership development. We knew if we helped grow one person into a leader, he or she would then be able to transform their community and if we kept repeating this over and over, nations will be transformed. And thus the vision of Leaderonomics began.

 

about-huimingAng Hui Ming, COO & CFO – “When Roshan shared his insights on how critical leadership education was and how scarce it was in the developing world especially in rural schools and villages, we all knew that this was a calling worth investing our lives for. We are called to leave a positive legacy on this world, and what could be more important than enabling people to fulfil their potential. Many social enterprises give shoes, funding or food to the poor but those never solve the root of the issues in these challenged communities. But this vision at Leaderonomics was about going to the heart of the problem and fixing the root causes.

But there were obstacles in the way. How could we afford to bring this education to the masses, especially the challenged communities? We knew we did not want to set up an NGO but rather a model of leadership which could be replicated in all developing countries. And so we set up a social enterprise offering learning and corporate services to businesses all over the world, where all our talents and skills could be fully utilised and monetised. Then we take the funds generated from these services to be directly invested into community programmes for youth, university students and to help NGO and community leaders fulfill their calling as leaders.

We set up Leaderonomics, a unique social enterprise that funds its community programme through world-class leadership development programmes for corporates. Every morning I jump out of bed knowing that we are changing the world, one person at a time.  And we want as many people as possible to partner with us on this exciting journey.”


Our Core Framework:

SCIENCE OF BUILDING LEADERS (SOBL)


Leaderonomics’ Science of Building Leaders is our blueprint that guides us in developing effective leaders from cradle to grave. It is a roadmap which identifies key elements that need to come together at different stages of one’s life, in order to assist an individual to develop into a well-rounded leader.

Leaderonomics' Science of Building Leaders

 

This is a journey that starts from a very young age – from birth, in fact – and therefore much of the work lies not just upon the individual, but also on his or her support system and environment. As such, parents, guardians, teachers, extended families and communities have as much importance in this task as the individuals themselves. Later on in life – while family still plays a crucial role – the responsibilities are shared with the workplace, work place leaders and peers, and other relationships that the individual develops.

In what we call our Science of Building Leaders – our blueprint for developing a person into an effective leader within an chosen field – we have identified certain key elements that need to be thought through and developed intentionally at different stages in life. These are in line with human developmental stages, as well as a variety of studies conducted over the years that look at the ideal age to develop certain behaviours and qualities.

 

Our Culture


The Leaderonomics Way of Living Principles
At Leaderonomics, we have a unique culture that we call Culturonomics. We believe that culture is made out of experiences and beliefs. And so, we have intentionally worked hard to create a distinct Leaderonomics culture with our own unique beliefs that every single employee subscribes to. Our culture is based on 2 alphabets – B.E. We believe that we will go “Beyond Expectations” in everything we do. Our cultural beliefs are based on 5 key B.E. traits.

As Leaderonomers, we live by these beliefs in everything we do. Our leadership, systems & structures (processes), and even our business model and strategy revolves around these cultural beliefs.

The “Naughty But Nice” Culture

                                                  

Amidst the sounds of fingers rattling away at keyboards and the low drones of the printer, the voices of several Leaderonomers standing by the printer float throughout the Leaderonomics office. One person makes a clever remark, and in the next moment, they burst out in corporate laughter. We observe a migration of people towards the group to join in the conversation. One feeds off another, yet another feeds off the momentum, and soon, we have the entire Leaderonomics crew standing together erupting in laughing fits.

This is a typical day at Leaderonomics. Of course, on birthdays, the initiation of new employees, farewells or whenevr opportunities arise, we crank up the creativity a little. Whether it be replaying Rapunzel by tying towels together and throwing them down from the highest floors of Phileo Damansara 1’s Block E, or planning our very own Leaderonomics World Cup, we endeavour to maintain a level of jest in the workplace.

Our antics between hard work are of varying sorts. One-week day night of the week, employees turn into badminto warriors swiftly manoeuvring like slick ninjas on the court, living up to Malaysia’s reputation in the sport. We even have our own Leaderonomers FC. For opportunities to upskill or to learn new things, look no further than our Learning Fridays, which cover topics from Nurturing Creativity, Mind mapping all the way to Camera Skills and Publishing Insights. We also holiday yearly together as a group (along with our families) and our playful word fights are gold.

Fun seems to hit several birds at one go. As much as we laugh together, Leaderonomers testify to a strong sense of camaraderie, which translates to better engagement as a team to tasks, projects, and more importantly, more fervent commitment to the vision of our company to transform our nation through leadership development. Work is not all play, but we make time for it.

As Geraldine Sebastian, Leaderonomics’ first employee puts it, we implement “scheduled play”. It’s been said: a team that plays together, stays together. The Leaderonomics family holds strongly to this, as we continue surging forward in our mission to build great leaders, grow communities of love and transform nations. Below are some videos from our “Life@Leaderonomics” Series on some of the antics that go on at Leaderonomics. To view all the videos in this series, go HERE