OVERVIEW CAST ON SUBORDINATES

(Foreword: This script is mainly directed at the highest echelons of corporate officers to prompt their attention and reflection. In addition, key officers who manage large team members may also find the contents as food for thought. My account of real examples should portray the common happenings in the corporate world and the practical aspects for keeping tabs on “human management” issues, especially office politics.)

Over my long years of previous work engagements, I have had witnessed scenarios of office politics involving covert collusion forged by senior personnel below the topmost level. A few scenarios were obviously intense while the rest took the milder form of silent mutual collaborations to protect their positions. Perhaps by sharing some observations extracted from my personal archives, chief executives will perceive a wider holistic consideration what ought to be done to mitigate the possible negative elements which should not be left unchecked. On the other hand, I hope personnel below the topmost level, regardless whether senior or otherwise, would be impressed upon to avoid playing “games” for their own good.

I still recall vividly an episode which occurred three decades ago in a renowned financial services institution. It was holding a leading presence in the relevant industry in a South East Asian nation. That time – around 35 years old and eager to acquire wider work exposure – I was granted the opportunity to support a few senior subordinates of the chief executive under the company’s grooming programme. That short stint of less than two years taught me a new positive learning curve on the vital roles of senior officers…….plus discovering the negative office politics which unraveled to open conflicts later. Here is the anecdote below.

The foreign-owned financial institution had to heed the advice of the industry’s regulatory authority of the country to appoint a deputy chief executive from the local community. In essence, the inaugural local No. 2’s noble assignment was to help the expatriate No. 1 map out business principles geared towards catering the interests of the local community, including spreading out a more balanced ratio of ethnic components in its manpower structure. But the events that ensued veered more to fulfilling personal agenda than the original company mission.

The new deputy chief showed his stealthy fervent ambition to replace his superior shortly after he came in. Imbued with his former training in psycho-cybernetics, he clicked with the nationwide head of sales – another expatriate besides the chief executive – to win over the support of the sales force, under the guise of encouraging them to participate an intensive team building cum personal development programme series. I was one of the executives nominated to participate in the programme. To me, it was more of a hidden scheme to enhance personal interests of the deputy chief executive and the head of sales because the first session of the programme ended with a clarion pledge for comradeship loyalty amongst the participants, especially to fully support the two joint organisers.

Sensing something amiss, I withdrew from the follow-up sessions. On the side lines, I heard both protagonists had an understanding that if the deputy chief assumed the No. 1 position with the support of the sales force, the head of sales would be promoted to be the No. 2. Complications to the scene set in. Two other local key officers, aligned to the chief executive, got wind of the clandestine scheme and openly opposed the two joint organisers of the programme.

As the in-fighting evolved, the chief executive then stepped in to call off the subsequent sessions. His deputy, out of indignation, left to join another company, bringing along with him a substantial group of productive sales force members. The head of sales left too and returned to his home country. After that episode, the conglomerate began to lose its leading market position while the other company emerged as its keen competitor by rising in quantum leap business growth over the next few years. Yes, the topmost executive finally acted but it was a bit too late. The negative impact had already festered and harm had already set in.

I share this story to impress one point: Chief executives, take note. Do hold a proactive reconnaissance overview on your key officers. Do pre-empt measures to curb an inconspicuous agenda before it negatively impacts the positive work atmosphere in your company. Once an unwarranted vibe is not nipped in the bud but instead allowed to go viral, damage will ensue. 

Besides office politics, discreet agenda may be in the form of private collaboration between two or more empowered officers for intent of mutual self-interests, or plainly put, in the form of covered-up misdeeds. These elements, if left unchecked, are as cancerous as severe “political” in-fights between cliques. Now, let me share a true story narrated by a friend about his group managing director, revered as a sharp person who kept abreast of latest developments and facts because he frequently conducted checks on the ground.

One day, in a management committee meeting, the group MD asked his head of property why the same building maintenance contractor had been engaged for many years. The latter responded that the contractor was doing a fine job. Immediately, the chief quipped he knew two common elevators had not function over the previous two weeks, and one of the toilet bowls in the gent’s washroom nearby the customer lobby had been clogged up for a long time without being repaired. He queried why such malfunctions could happen if the contractor was doing a fine maintenance job. The department head got caught dumbfounded as he never expected the MD to know such non-crucial details. 

That story did not end there. The chief called for the files on the biennial tender bids for maintenance contracts. To his intrigue, he found the price bids of this long-standing maintenance service firm were higher than other bidding contractors, however the same had been re-selected each time based on the reason of excellent service performance. To his further intrigue, the head of procurement co-signed the approvals. Suspecting the two heads might have received kickbacks from the contractor, a probe was ordered to be carried out. They subsequently resigned voluntarily. The audit side was reprimanded for not having conducted a proper review of the tender bids. The effective overview cast by the paramount chief on the operations of the company proactively nipped a misdeed in the bud and triggered the audit department to prop up its efficiency.

Corporate leaders who hold an efficacious purview over their officers inhere some – if not all – of the following acumen:

·        BEING OBSERVANT

Prudent management of manpower is underpinned by the aptitude to be cognizant of the happenings on the ground - for example general work morale, relationship amongst officers and various segments, synchronisation etc. Awareness regarding these happenings can only come about via avid observations. The desired shape of a corporation depends on what and how its officers act out in their respective role, whether in spirit as a team or otherwise as separate individuals. And this points up to the top, i.e. what and how the topmost management observes on the happenings down the line. 

Sensing is part of observing, in fact the higher skill of observation involving instinct. Observation efforts help a leader to perceive a scenario that can be seen (superficial) whereas instinct feels the hidden elements behind the superficial developments. By observing, the leader can perceive the uneasiness of a person he is dealing with. But if he possesses the skill for sensing, he can reckon what may be contributing to the other party’s uneasiness.

The sensing instinct is not genetically inborn. Rather, the ability is honed via sufficient hands-on experience in managing people. Sensing entails interpreting the various demeanours as manifested by subject persons during discourse; such as tone of voice, manner of expression, body gestures, consistency of statements etc. A leader with vast experience in deciphering demeanours of subordinates while communicating with them can feel their probable intents. The instinct escalates above mere observations of what could be seen; sensing penetrates into the real factors behind the scenes appearing on surface. 

·         FACTUALLY SHARP

The real story narrated by my friend, as depicted earlier, serves a good example of a factually sharp corporate leader. Mentally sharp leaders have already cultivated the habit of often inquiring into pertinent facts. Inquiry includes reviewing reports, random spot checks and requests for frequent updates from various segments. In other words, a factually sharp leader habitually extracts important details. They are inquisitive. Easy-going officers who do not fancy facts and details do not make sharp leaders. 

·         ANALYTICAL

Analysis goes hand in hand with assessment. When one analyses a situation, he has to assess whether the situation is in good shape or otherwise. For example, after having analysed that a conflict does exist between two department heads, an assessment of the intensity will be needed before deciding on the type of interceding action. Perhaps, judgement (who is right, who is wrong) may be necessary. Without proper analysis, there will not be correct assessment and sound judgement.

Ample social exposure combined with hands-on experience on the ground underpins analytical prowess for perceiving real work environment or work-related issues. A dynamic chief marketing cum sales officer, for example, knows his sales team members’ mental frame because he moves around with them. Occasionally, he conducts joint field calls with them. He can analyse who is really committed to the job, and who is not. He maintains full purview of his jurisdiction and his team. 

·         TACTFUL MODERATOR/STABILIZER

Firm leadership does not mean unwaveringly nailing down hard on controversial subordinates. It should only be applied on incorrigible dissidents who cause disruptions to existing harmony or positive work atmosphere. In any large organisation, some discords amongst employees are inevitable. A wise leader will endeavour to manage personality differences within tolerable limits, with the intent to turn the situation around. He deems such mismatches as substance for healthy deliberations.

He endeavours to intercede on issues, perhaps mediating with opposing sides for arriving at agreeable joint consensus. To him, the moderating approach caters for stability in overall work relationship. Needless to say, ample hands-on experience on people management serves as the basic ingredient to be an effective tactful moderator. 

·         DISCRETIONARY DELEGATION OF DUTIES

No top leader of a large corporation can control his entire realm alone. Neither can he possibly have his hands directly on all important matters that require his attention. He needs to delegate some of his duties to subordinates. However, he should delegate with discretion by retaining at least an overview instead of full scale delegation. He must still cast his sight over the latest developments pertaining to the assignments delegated to subordinates.

Discretionary delegation includes assigning responsibilities to a subordinate who is not just reliable in execution, but undoubtedly trustworthy (faithful to the tasks) too. No wonder some top notch corporate chiefs appoint an able personal assistant of their preference – as the reliable representative to faithfully follow up on updates of tasks delegated to other subordinates.

·        SELECTIVE REWARDER

Special recognition to those who have dedicated sincere efforts to serve well faithfully is aptly due. Rewarding model employees spins two positive outcomes: (1) Retention of good team players. (2) Instituting an atmosphere of healthy internal competition cum motivation.

To hit his targeted objectives, it is imperative that the chief concerned retains some reliable and trustworthy subordinates intact, for working in sync with him and others in the team. He ought to specially reward subordinates who exhibit faithful commitment to contributing toward the team objectives. Key criteria: Reliable, trustworthy, team consciousness, team mission orientated. Those who focus on excelling individually but not singing the same tune set for the team by the leader may not deserve special recognition.

The culture of rewarding deserving players based on a fair and equitable formula will motivate team members to strive their best. Ultimately, it will create a healthy competitive atmosphere.

CONCLUSION:

Wise leaders deploy a combination of the hawkish (stern) and dovish (cordial) approach to cast an overview on their subordinates, depending on the prevailing situation at hand. If the situation embroils in noticeable negatives, then the hawkish view would be befitting. On the contrary, for minor issues, the dovish discourse in the form of advice or counselling should be engaged. Prudence entails the holistic and macro overview, considering all related aspects, including the peripheral ones, for arriving at the right decisions.

Take the instance of a sales orientated organisation. I always say sales leaders should not readily attribute the poor performance of a sales subordinate to the latter’s lack of keenness. Perhaps, the subordinate lacks confidence or skills, hence needing more guidance than reprimand. On the other hand, if a sales subordinate has been instigating other team members by feeding negative inputs to the group, then drastic action will be appropriate.

I end my script with the following self-composed prose for readers to ponder on…….

# A shrewd opportunist in an establishment always pretends to serve as advocate to opposing cliques without them realising his real motives. When discord seems imminent, he comes out to volunteer his sentiments……as his hidden scheme to fulfill his personal agenda. In the end, he alone wins. Beware of such shrewd office opportunists.

# The best way to confirm a person’s true traits is to recall and analyse his past deeds, behaviour and demeanour. If a particular trend is noticeable, that reflects his inner character. 

#  Delegation of authority without discretion results in relegation. Relegation without consciousness leads to abdication. Abdication is the product of subordinates’ insubordination to the head who initiated the act of delegation.

# A corporate leader weighs two considerations – humane consideration vs official consideration. Sound leadership keeps a balance of both. Whether the balance should be skewed more to the left or to the right will depend on which side has more merits to leverage on, according to the situation that warrants so.

3 November 2018