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Saturday, July 13, 2024

Strategy, Hands-on Approach, and Growth: How William Cheung Gets Down to Business

Last updated Wednesday, June 12, 2024 09:36 ET , Source: William Cheung

William Cheung, with over 20 years of experience in risk management, corporate governance, and personal injury, shares his secrets behind strategic and success-driven leadership.

Sydney, Australia, 06/12/2024 / SubmitMyPR /

There are as many leadership styles as there are leaders, with each one adding a unique value to the table. For William Cheung, an expert in personal injury claims, risk management, and strategic governance, leadership starts among employees—with a hands-on approach to work, understanding the needs of workers, and nurturing companies’ human element. With that philosophy guiding all his ventures, William has excelled in various roles in polarizing sectors, from workers’ compensation to animal rights political parties.

William Cheung

At the core of William’s strategy lies planning and future-driven decisions. That approach enables him to not only curate evidence-based roadmaps but also ensure all unexpected situations are met with a team prepared for any challenge. “Business is full of twists and turns, and we need to know how to deal with them,” he adds. “Everything is about the future and learning how to do better.”

When hiring staff, William often leads with a question: Would you roll your sleeves up and help implement changes hands-on? As he emphasizes, with a small team, engagement and dedication are crucial. That philosophy applies to the leadership as well, including him. “I might be a leader, a senior manager, or an executive. But when it comes to it, I am always ready to get to work even if it means getting my hands dirty,” William supplies.

To foster a culture of excellence where each employee actively and willingly contributes to the company’s growth, William focuses on recognition and offering opportunities for improvement. Leveraging his over two decades-long experience, he is committed to teaching employees the skill set he built over the years, allowing space for personalization according to specific needs and unique strengths. “Employees need to know how to operate when leaders aren’t around. Whether it’s for the company’s benefit or for workers to gain knowledge and receive more fulfilling opportunities, continuous learning is vital,” he adds.

By working alongside employees, William was able to understand the challenges and needs of workers first-hand. Then, analyzing these problems from a leadership point of view, he curates strategies and invents solutions that scale businesses and foster a thriving environment. In creating plans, William also leverages his PhD in Psychology, delving into the depths of the human mind to streamline workplace operations.

While satisfactory pay is a basic requirement that enables employees to maintain a decent quality of life, William emphasizes that personal satisfaction and growth are just as important. For that reason, he leverages every failure to the company’s benefit, teaching transferable skills to uplift staff, keep high retention, and nurture every firm’s most important asset—employees.

Unlike most companies, William advocates for workplace freedom, leaving the doors open for people to leave if they desire. “It doesn’t matter if you chain them,” he stresses. “Ultimately, people want three things out of a job: money, knowledge, and skills. If one of them isn’t fulfilled, employees will eventually feel dissatisfied, which will reflect on the company’s results. Sometimes, values just don’t align, and it is better to let people leave rather than forcing a professional relationship.”

With over 20 years of experience, William Cheung remains at the forefront of the corporate revolution. With hundreds of satisfied clients and tens of industries he thrived in, William stands as a leading voice in the corporate sphere, aiming to inspire others to follow his human-centric route. “Though some may not agree with the freedom, I will always promote it,” William says. “Taming someone to one place is never the answer; it will kill creativity in employees, therefore hindering the company’s growth. To understand that mindset, leaders must return to the starting point and be unafraid of tackling challenges head-on.”




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