c.j. is the world-class sales, leadership and experiential learning consultant who have helped international companies achieve quantum improvements in sales profits in China and beyond. So far c.j. has helped:

• International automobile companies such as Schaeffler, Aptiv and Brilliance BMW to communicate and lead across cultures
• Leading chemical companies such as Air Products, Evonik and Axalta to generate more sales throughout the Asia-Pacific region
• Global IT companies such as Google, HP and Sophos to improve their cross-regional and cross-functional leadership and management team development capabilities.
   

At the same time, c.j. is accredited in various assessment tools such as Certified ScrumMaster, the Cultural Navigator, TTI DISC, OD-Tools Motivation Questionnaire, Belbin Team Roles etc..

c.j.是 一位值得您信赖的销售领域的咨询顾问，曾帮助许多跨 国企业获得了在中国及其他区域 销售业绩方面的显著突破。 c.j.曾帮助：
 

•   全球汽车行业佼佼者如 舍弗勒、安泼福 及 华晨宝马 进行有效跨文化沟通和领导力
• 世 界领先的化工企业如 空气化工(Air Products)、赢创 及 艾仕得涂料 的亚太区销售团队在项目销售上去的更佳业绩。 
• 国 际知名IT企业 如 谷歌、惠普 及 Sophos 如何地在跨区域及跨部门更好地 进行合作
   

 

In this VUCA (Volatile, Uncertain, Complex, Ambiguous) era, how should the team deal with the following challenges?
身处VUCA (震荡、未知、复杂、模糊) 时代，团队该如何应对下列各种 挑战？

Leaders reside in an increasingly challenging world. Being sufficiently agile in the complex, digital environments we inhabit is both desirable and necessary.
领导者们身处日益充满挑战的世 界里。在复杂、数字化的环境中 保持足够的敏捷是我们向往的， 也是必要的。

Here are some issues we face:
以下是我们面对的一些困惑

• If plans cannot catch up with reality, why do you still plan?
  如果计划没有变化快，为什么还 要做计划？
• How much authority and empowerment do we need to give our agile teams? 我们应该给敏姐团队多少权限？
• How do I balance between delegation and control?
  我该如何在授权和控制之间取得 平衡？
• How to optimise the perormance of agile teams?
  如何优化敏姐团队的绩效？

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