OBJECTIVE VS SUBJECTIVE VS HOLISTIC LEADERSHIP

ST Jimmy | Wednesday, May 08, 2019 | | 0 comments




OBJECTIVE VS SUBJECTIVE VS HOLISTIC TRANSFORMATION LEADERS

{Foreword: In my previous corporate attachments, I took interest to observe the mindsets of corporate leaders responsible for laying corporate paths toward earmarked business destinations. I noted the details into a dossier for my learning curve. Except for the few borrowed quotes recited at the ending portion, the contents of this write-up are not extracted from any other printed material, book or platform speaker, but based on my observations. I hope my sharing now may help readers, who are key officers, to reflect on the contents and relate to their respective present work scenario in terms of practical relevance.} 


“Transformation” has become a popular buzzword in the modern business era. Many corporations resolve that making continual transformative changes is the only way forward to keep in potent competition. A common label given for handling such assignments is business strategy management. Another jargon called “disruptive innovation”  - i.e. creating entirely new initiatives targeted to displace established competitors in market share –  has become coveted trends.

It is a norm for large corporations to engage "specialists" in leading a team to identify shortcomings and strengths of the company structure, gaps needed to be filled up, potential areas for positive development, and recommend the right strategic action plans for propelling transformative changes. The team should function under the auspices of the chief executive, with the mandated blessings from the board of directors. Without the full support of the chief executive and the board to the transformation team, no forward thrusts could materialise.

From my observations, I can categorise three common mindsets of leaders involved in strategic or transformation endeavours: * Objective, ** Subjective, *** Holistic. Invariably, each mindset is underpinned by their respective previous work exposure and/or academic discipline. The success rate of a transformative endeavour rests very much on how it is massaged by the project team, with the guidance of the leader. To elaborate, see the trichotomy below.

*OBJECTIVE MINDSET LEADERS

Micro view span, looking only at hard figures and facts. Efforts are directed at drilling the hard figures and facts to drive goals/targets without recognising other related aspects. For instance, if upfront profit margin of a product is found to be below expectation, the leader would not hesitate to recommend hiking the product price to cater for higher profit margin without studying whether the move could dampen overall sales volume. Likely rigid in dealings, lacking fraternity, prefer not to deliberate with relevant counterparts on firm conclusions already formed. Point blame to other counterparts if assigned objectives fall behind. Will not decipher whether reasons given by related parties are valid for not meeting expectations. Will not recommend to lower set goals during rigid periodic review of progress against the objectives.

Example: Leaders with previous work involvement or academic discipline specialising on figures and facts, including documenting audit findings. May be regarded as fundamentalists. Mainly keen on identifying shortcomings measured against the objectives. Related ancillary elements surrounding the situation are normally ignored. Insistence on bringing in the figures and facts according to the company’s objectives regardless of everything else.

**SUBJECTIVE MINDSET LEADERS

The humane type. Prefer the broad/macro picture. Consider the work atmosphere, employee morale, causes/rationale having impact on figures and facts. Prefer focusing on recommendations to cater for improving these underlying factors than pounding on fulfillment of results. Amiable and amicable in interaction style. Believe in congenial work relationship via spirit of mutuality with peers. Have open dialogues in meetings. Show understanding to relevant counterparts who have plausible excuses for not meeting objectives. Advocate the philosophy of giving benefit of doubt as all parties deserve a second chance albeit unable to meet set objectives. The original objectives/goals become secondary priority after weighing the prevailing circumstances that have negative impact on results during periodic review.

Example: Those engaged in human behavioral science or psychology like counselors; macro analysts. May be regarded as generalists who have a broad understanding of other related aspects, rendering importance to the underlying circumstances that impact the business progress levels. Propound to manage the “macro source” (prevailing circumstances) instead of tackling the “micro end result” (hard figures and facts).

***HOLISTIC MINDSET

Adopt an all-encompassing view on both the hard figures/facts and prevailing circumstances (human factors and environment/atmosphere) before mapping out the directional approach for action plans. Strike a balance formula, with slightly heavier weightage given to the area manifesting wider gaps. Blend of micro and macro perspectives when tabling recommendations. Assess the situation first before deploying the contemplated communication mode befitting the issue. Stern to handle glaring negligence, amicable to help alleviate minor shortcomings, generous to accord recognition to achievers.

Example: Those with previous experience in cross-segment accountability who ultimately become corporate planners, management consultants or strategists. Regarded as intercessors – draw conclusions based on composition of figures/facts and underlying factors (human factors and environment/atmosphere). Also reflect themselves as pragmatists – guided more by practical considerations than by ideals. Balance between objective and subjective considerations – whether weighted more to the objective or subjective side, it will depend on the symptoms. This is the holistic approach. 

MY OVERVIEW:

Now, which do you think is the most workable? To me, logically it is the holistic mindset. The other two are one-sided extremes which pose risks to sustainability of wholesomeness in a corporation. Without wholesomeness, business cannot be as enigmatic as what the corporation covets to be; on the contrary, stifling hurdles may emerge.

Wholesomeness in any business corporation comes about by maintaining the right composition of three core elements – objective results, human factors and business/work environment. Depending on the overall situation, the balancing scale may tilt heavier to one element. Let me elaborate by citing a simulated case below……

A financial solutions service corporation, after having changed the entire technical systems, is now bogged by glaring mismatches in customer portfolio values, data updates and remuneration payments to its sales force. Obviously, the change process was erroneously executed besides suspecting the compatibility of the new technical engines. The sales force members face a deluge of complaints from their clients. Meanwhile, they feel frustrated for receiving incorrect remuneration payments. If the mismatches are not quickly resolved, they will become demoralised, which in turn will trigger downslide in sales performance. Instead of drumming hard on achieving the objective sales scores for now, the top management’s immediate concerted attention should be directed to tackle the underlying crux causing the debacle, i.e. rectifying the new technical flaws. At the same time, forward thinking leaders may introduce a customer loyalty initiative that accords a token of appreciation to complaining customers; and perhaps sales members may be granted an “inconvenience allowance” for representing the company to handle dissatisfied customers. Such initiatives are aimed to placate dissatisfied customers so that they do not exit, while also sustaining the morale of sales members for continual pursuit of new business.

The holistic direction relating to the above simulated case leans more to the environment (technical issues), yet with due consideration to the human factor (morale of sales team) and tries to maintain the objectives (sales figures) by recommending novel action plans to manage the situation with customer loyalty initiative and inconvenience allowance to the sales team. Holistic leaders tweak a situation and re-make it for turning negative vibes to positive. They know how to balance their attention between objective results, human factors and environment. They practise sustainable management by taking the encompassing, longer tenure view when proposing solutions. End result: Positive company image as a healthy entity to work in, that cares for the workforce in addition to pursuing progressive business growth.

In comparison, an objective-minded leader would continue to put dire pressure on the sales people – sales members and sales officers – to fulfill the targets at all costs. They do not take cognizance of the low morale and technical hiccups contributing to the adverse situation. I have had heard such leaders who said somewhat like this to their subordinates: “It (fulfilling the objectives) is your job. I don’t care how you do it, just make sure you do it. No ifs and no buts!” Sounds familiar? End result: Objectives may be attained for some while, however not for long. Exasperation and exhaustion in the present manpower – probably causing some good personnel to leave – may likely stall business growth in the longer run.

What about the subjective-minded leader? Probably, he may recommend to significantly reduce the original targets by attributing the human issue and poor system support as caustic causes drastically affecting the objective results. To him, priority should be veered to solving the human factor of low morale and environment of technical anomalies. They feel compassion overrides compulsion as the bastion for company survival.  End result: Business growth will be stifled as the drive for meeting original objectives takes a far hind seat. Unconsciously, complacency will slowly creep in due to the absence of compulsive push. Ambitious or assertive personnel may leave as they feel the work atmosphere is too mundane when there is no significant progressive growth.

Prudence is essential in order to mete out the right balancing act holistically for tweaking objective results, human factors and environment. A holistic leader treads prudently before drawing conclusive solutions to issues. In a way, he intercedes between the objective and subjective overviews. Holistic prudence is normally acquired via series of work experience in various segments. That is why revered transformation protagonists are those who have had been involved in fields like marketing/sales, operations, strategy, special initiatives, customer services etc.

CONCLUSION:

Objective-centric leaders who only want to see intended results achieved without considering the actual circumstances will drive subordinates to hapless anxiety. Subjective-centric leaders, being too amenable, will not be effective results achiever. The holistic ones are those who cater for lasting sustainable transformation directions, thus catering overall wholesomeness of the entities they serve. Only empowered holistic leaders can efficaciously drive a major change execution - whether innovative improvement, overhaul or transformation. 

HOLISTIC LEADERSHIP QUOTES:

·         “Management is doing the right thing; leadership is doing the right things.” (Peter F. Drucker)

·         “A leader is the one who can outline the broad vision and the direction, and say here’s where we are going to go, here’s why we need to go there, and here’s how we are going to get there.” (Mike Huckabee)

·         “True consistency, that of the prudent and the wise, is to act in conformity with circumstances and not to act always the same way under a change of circumstances (John. C. Calhoun)









SALES PEOPLE'S KEY FUNDAMENTS

ST Jimmy | Saturday, January 05, 2019 | | 0 comments




((Foreword: I wish to dedicate this write-up specially for contemplation by sales leaders in the financial solution products industry. From my many years of past involvement working with sales force members in this sector, I have documented a personal file containing my observations on vital aspects sales leaders ought to focus on for supporting their sales team members. I believe the points would facilitate as food for pensive thought regarding their leadership role.))

The job of a sales member in a financial solution products industry is two-fold: (1) promote the products to potential clients in line with meeting new business targets, at the same time providing solutions to financial needs. (2) Service existing clientele to ensure existing business continues to stay in the books. But when it comes to a sales leader, what would be the description of his key role? There are many notions - perhaps perceived on broad context – like manage team for sales results; set directions for team to abide; guidance and counselling etc. Such descriptions are in one way or another correct, however superficially in generic definitions. Why do I say so? Well, let me paraphrase by way of these questions:

What specific aspects should sales managers focus on in managing (team for sales results), setting directions and guiding/counselling? I guess the specific answers are not easily forthcoming, right?

Many sales leaders perceive the superficial or broad parameters for deployment of their tasks. And very often, they could not make much headway repeatedly in team results measured against team goals. My simple explanation for their uneventful venture is – they fail to recognise three key fundaments which must inhere in their team members in order to be efficacious.

I categorise the key fundaments (for development of members) as:

# SOURCE:

The larger the pool of identified potential prospects, the better are the chances of reaping good sales scores by a sales member. How do potential prospects come about? Answer: From personal contacts - such as relatives, friends, new acquaintances, peers in related industries, former academic mates, social clubs/associations etc - and referrals (recommended leads from existing contacts). Seasoned sales members may not have problems in prospecting. However, the newer ones may face issues after they run out of natural prospects.

Newcomers normally exhibit two concerns regarding their prospecting source, viz. (1) How to continuously expand their prospects pool so that the source does not diminish. (2) How to qualify a suspect as a (potential) prospect. Technical skills are entailed to overcome the concerns, and that is where the team leader comes in – to groom his team in this respect.

Techniques on converting personal affiliations (including existing clients) to centres of influence (COI) will be handy for securing referrals. A COI is a contact who is willing to provide names to the salesperson asking for support. Bear in mind nobody is ever ready to offer referrals unless he understands how the salesperson concerned would approach the referrals. The COI also needs to know the descriptions of people who can likely be “qualified” referrals to the salesperson. Hence, this involves a process for “educating” the intended COI so that he voluntarily refers the right “candidates”. Training on this process forms part of the development programme to a team member, which invariably lies on the shoulders of his leader.

Leaders should also coach members, especially newcomers, on methods of networking – or should I say, the art of expanding/building contacts. Sales people must be extroverts, simply meaning they must break away from the inhibitions that hold them back from reaching out to strangers, like other participants who attend the same social functions. It should be their instinct to strike up an interesting conversation with a new acquaintance at the slightest chance. Sharing captivating “stories” should become a habit of sales people. Successful scorers have the knack to win over the friendship of new acquaintances, hence stretching out the contacts network, which then constitutes the prospects pool. Such skills are not natural personality traits but are endowed via training, coaching and guidance by sales leaders.

Any name, or acquaintance, or referral remains as a mere suspect before being qualified as a potential prospect. A set of criteria helps to assess the potential level of the individual, such as current financial situation and needs, age group, health status (if for life insurance products) etc. A needs analysis tool facilitates the assessment in a structured manner. Seasoned financial solutions salespersons have already been tutored to be well familiar with the perusal of such tools.

The techniques for propelling a continuous build-up of contacts, for identifying potential prospects from the plethora of contacts and for converting prospects to clients will not be assimilated by newcomers without proper guidance from their leaders.

# ELEMENT:

Element, in this context, relates to personal calibre of a team member. Being conversant is only a small spark of personal calibre. What makes the difference is being conversant with charisma to convince his prospect “buy” him first in terms of trust. Can he enigmatise the other party? What level of professionalism and knowledge are being transmitted by the member to the prospect during discussion?

Encouragement on personal development - encompassing personality elevation such as knowledge, presentation eloquence, conduct, judgement, characteristics - forms a vital push factor for moulding up a sales member. Again, this is where the leader comes in – to render mentoring. Apart from one-on-one attention, the leader may recommend external self-development courses to his team.

Personality is nurtured, not inborn. Nurturing takes time as a serial process. Individual demeanour or mental disposition can change as the result of effective indoctrination and repetitive experiences in specific exposures, especially from the impact-felt ones. I know of previous sales colleagues, from humble origin, who were passive at the beginning. After a period of grooming, they then became assertive.

A wide general knowledge topped up with eloquence adds credits to a person’s charisma. If you are a salesperson, just imagine you were seated together with a group of politicians at a dinner function. You could expect they would be chatting about their favourite common subject – the latest political updates. Also imagine you were not in touch with the political events in your country. Would you not be left out of the conversation? Would you not feel out of place? But if you were very much in the flow of what was happening politically plus being able to engage in interactive conversation, you would be a natural participant of the prolific chat exchanges. You could warm up your new acquaintances to become your new source of contacts.

A salesperson who interacts in active dialogue with a new acquaintance may create chances of establishing fraternity between both. If he could tune into the same mental wave-length as that of the new acquaintance, the better is his probability to magnetise that counterpart “buy” him as a friend. Friendship first, business prospect later……see the link?

I always believe the overall personality in terms of charisma, whether vibrant or dull, either makes or breaks the career continuity of a financial solutions salesperson. In the business of financial solutions, potential purchasers “buy” the salesperson first before considering the recommended financial product. Again, I reiterate personality is nurtured, and the nurturing care to develop the right personality of a sales member falls on the responsible shoulders of his sales leader.

A professional financial solutions provider allots a portion of his work calendar to keep in touch with his existing clients. He takes equal pains that the people who bought from him remain as his faithful client, and not merely as customers holding his product. His faithful client will only turn to him – and no one else - in event of need for new financial solutions, but his product customer probably considers other providers when planning additional purchases in future ………. this is the practical difference between “client” and “customer”. A provider cannot convert his new customer to client status if he fails to render continual impactful after sale services to the latter.

Committed sales team leaders frequently monitor service call activities of their members, like when the latter should conduct review of possible change in needs pertaining to clients. For example, a bachelor who bought his first life insurance plan a few years ago may just have gotten married. So, it is time for the sales agent to conduct a situational needs review for adequate cover on the couple. The service call grants opportunity for upselling or cross-selling. Another example: If a mutual fund investor has gained substantial asset value growth in his current portfolio, discussion should be held with his agent whether to lock in the gains by redeeming the returns and then either put into a bank to earn fixed interest or invest in safe government-backed securities. Such are important service calls.

Clients satisfied with the continual services of their providers will stay with the latter faithfully. Loyal clients represent the solid business cum income foundation of a financial solutions provider, especially so relating to products that facilitate regular deposits, like life insurance recurring premiums or regular top-ups into mutual funds. The regular contributions remitted by long-staying clients constitute revenue accumulation to the company represented by sales team members who in turn earn recurring emoluments.

His overall image in terms of calibre and level of professionalism counts a lot as to whether a financial solutions provider can sustain well in the business. Image in this context relates to offer of the right recommendations and rendering satisfying after sale services. Leaders aptly play their role to remind subordinates in this respect. They come in to help consolidate the rounded calibre of team members.

Some leaders managing a large sales group churn out structured overview reports on customers and clients belonging to team members. They use a system to purvey details and analytical overviews of clientele files. The leaders peruse the reports for prompting follow-up calls to be conducted by respective team members. To efficaciously administer service activities of the group, the availability of relevant logistics must be facilitated by the respective leader.

# ESSENCE:

When I was a teenager, my mother frequently served me Brand’s Essence of Chicken – a small bottle containing pure extract of chicken nutrients in drink form. She professed the concentrated elixir would pep up my mental energy to prepare well for examinations. To an extent, Brand’s helped me to stay alert for longer hours when memorising preparatory scripts.

Likewise, sales personnel need the right essence to boost their mental energy - or should I say, morale – in order to keep moving enthusiastically in sales drives. Morale, whether positive or negative, is the by-product of work atmosphere. For example, an office atmosphere that conduces fraternity among team members will pep up vivaciousness to bolster performance. Conversely, an atmosphere immersed in office intrigues, or fear pressure, or disharmony, or animosity will dampen their mental spirit to render full commitment, thus negatively impacting performance.

The type of work atmosphere in a company is cultured by its top leadership, right from the chief executive officer (CEO) to the senior officers. If the CEO prefers to plant fear pressure downwards to push results, the office atmosphere will be tense, which then emits negative vibes. On the flip side, overly amiable and amicable leadership will surely convey the impression to sales personnel that the normal business as usual (BAU) sales mode is good enough so long there is some profitability, no matter in whatever quantum.

I know of a few Malaysian insurance companies operating on the BAU mode for a long time. They were established many, mang years ago, yet continuing the normal runs without noticeably innovating significant new strategic directions. Their leadership seems contented with average business scores and not disrupting the tranquil mood already entrenched in the workforce. In that kind of inherited mundane culture, their key managers in charge of sales will invariably lack the gusto to switch on the fast speed gear. A mundane work atmosphere will create mundane executives, which in turn churns out mundane sales teams – principles of the forces of attraction and domino effect.

***********

Question: Of the three fundaments, which stands out as the fulcrum? My answer: ESSENCE! Why? Reason: When sales people do not imbue into themselves a positive work morale supported by the right atmosphere, you can bet they will lack interest to pursue vibrantly ahead, thus subduing efforts to extend their contact sources and to enhance their calibre element. On the other hand, those who have already harboured a significant pool of contacts and moulded their calibre will lack the desire to plough the business field enthusiastically for sales calls. See the logic? Invariably, by not expecting to see light in their prevailing career realm soon, they either leave to join a competitor or venture to other vocations.

Setting a conducive environment that caters for the right work atmosphere, which in turn boosts the morale of sales team members, is the incumbent responsibility of the respective top management and team leaders. The responsibility must be driven from the topmost down the line to all officers managing sales teams. If the several leadership echelons play in sync to pave a culture of high morale within the company, the sales workforce can be expected to score prolific goals.

ESSENCE REINFORCEMENT ACTIVITIES:

May I exhort sales leaders to goad their team members on engaging the following “essentials”:

+ Socialise with positive-minded peers. Psychologists promulgate that a positive-minded person surrounded by negative-minded people will ultimately be influenced by the latter party’s negative vibes to a certain extent, depending on the former’s level of resilience.

+ Participate in affirmative programmes like team-building sessions, atmosphere-propped events organised by their management, industry update seminars etc – pertinent activities that uplift the morale of sales people.

+ Periodic re-energising time-off for mental reflection on past achievements and failures, prevailing strengths and weaknesses. Meditation or going for a short recluse break will be most useful for mental reflection. My favourite philosophy (quote): “Know your strengths so that you can capitalise on your strengths; know your weaknesses so that you can make some improvements albeit impossible to eradicate them totally. Capitalising on your strengths and improving some of your weaknesses enhance your overall aptitude.”

SUMMING UP:

Newcomers joining a sales team are like young lambs needing to be nourished. It is in this nascent stage whereby they either grow (in performance) or languish out of the business. During this nurturing period until they reach “maturity”, they need close attention from their leaders. Mature members, although able to fend quite independently, still require counselling occasionally. Seasoned players, being human, do face sporadic downturns because of oversights or distractions. And these are the instances when their leaders can timely offer advice to bring them back on track.

I wish to impress upon all leaders managing sales personnel one way or another the importance of recognising the three fundaments as the bastion of success to the latter party. True to some extent that the fundaments may be self-imbued; truer it is to a larger extent these are instilled by leaders into their sales force. Imperatively, sales leaders must allot a major proportion of their time to focus on nurturing their team members in this respect.

I have noticed many sales leaders prefer to focus on exuberating their personal calibre. Much time is spent to elevate themselves via academic programmes. They like to portray their string of knowledge credentials. Yes, to a certain degree, such academic achievements add value to personal quality. However, let me use the analogy of a medical professional engrossed in medical research to discover new treatment methods but without spending time to physically treat patients ……..will all the knowledge and credentials be applied to care for people in need of medical help? Obviously, no. So, the same goes to sales leaders who are too engrossed in building their self-image instead of helping their team members. Their excellent credentials do not draw in the coveted group sales results.

Of course, leaders need to continuously upgrade themselves. However, that should not be at the expense of neglecting attention on their subordinates. I would suggest at least 70 per cent of their time be allotted to support their team. I pose this question to them for ponder: Which party comes first……you or your team? Needless for me to cite my answer as you all know what I am pointing at, i.e. prompting you to be cognizant about your key role.

I end this article by sharing the following quotes in relation to the three fundaments:

SOURCE:

·         *What a salesperson knows and how much he knows about his business is important; whom he knows and how much he knows about whom he knows is even more important.
  (My self-composed quote)

·        *Networking is more about ‘farming’ than it is about ‘hunting’. It’s about cultivating relationships.
        ( Dr. Ivan Misner)

ELEMENT:

·        *You don’t close a sale, you open up a relationship if you want to build a long-term successful enterprise.
 (Patricia Fripp)

·        *Don’t sell life insurance, sell what life insurance can do.
  (Ben Feldman)

ESSENCE:

·       * A team leader must inspire or his team will expire.
 (unknown source)

·        *Motivation is the art of getting people to do what you want them to do because they want to do it,        (Dwight D)

Happy leading.








OVERVIEW CAST ON SUBORDINATES

ST Jimmy | Saturday, November 03, 2018 | | 0 comments





(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




GERMINATING A CORPORATE WORK CULTURE

ST Jimmy | Tuesday, June 05, 2018 | | 0 comments



Let me begin by posing this reflective question to corporate leaders. Which stakeholders in your company germinated the prevailing work culture in the first place? Your answer: The employees at large because they represent the majority in the company? Do I hear an unequivocal yes from you? Well, I beg to differ........that work culture is not created by the ordinary workforce. The ensuing elaborations will explain the contentions of my views.

I believe you have had seen the popular comical photograph of three monkey - the first from the left side with hands closing both eyes, the second one covering both ears, the third pressing tightly its mouth. The caption expresses SEE NO EVIL, HEAR NO EVIL, SPEAK NO EVIL. Obviously, the cheeky apes are connoted as imitating the gestures of their trainer (not shown in the photo). What they observe, they follow.


Related to this parody, a venerable mentoring guru left a lasting impression in me. During a pep talk organised by me for senior officers of a corporation some years ago, he propounded that humans - just like monkeys, also of the sapiens kind - are prone to copy work habits of their leaders according to what they observe. He cautioned his audience to be mindful of their disposition (actions, behaviour, countenance, interaction style, attitude etc) as "monkey see, monkey do."

For example, if a high rank officer is frequently not punctual for meetings, be assured his subordinates will follow suit because being late becomes a norm. And if a leader exhibits the "business as usual" (BAU) work attitude, surely his subordinates will nonchalantly do the routine, with what they have, from where they are, instead of energetically pushing further ahead proactively. What they observe, they follow.

I know of a long established international financial service player which underwent a culture shift emanating from acquisition of another large player and change of management team. Previously, there was a spirit of fraternity whereby top executives, including the chief executive officer (CEO), and management personnel had close interconnections with the sales force. Sales force members could approach officers to discuss issues. However, the new management practised rigid bureaucracy by applying top-down directives without any prior deliberation. Sales force members no longer could have easy access to backroom officers for discussion on service issues because of the new closed door administrative policy. The assertive management expected the counterpart party to adopt its directive, i.e. they should solely focus on selling, and if they failed to meet their minimum production requirements, they would be terminated without hesitation.

The same atmosphere subsequently infiltrated all segments. Department heads and sub-heads became bureaucratic in dealing with both staff and sales force members. Decisions were executed by the book unilaterally - no leeway for flexibility. The silo culture crept in. The previous friendly fraternity and mutual help across departments morphed to the individualistic state. Extension of assistance to another department or segment ceased although inter-related by functions. I was dumbfounded when an officer once painted to me the silo scenario there with this prose: "You are you, and I am I. You do your thing, and I do my thing. I am not in this world to meet your expectations, neither are you in this world to meet my expectations. And if at all by chance we agree with each other on an issue, that will be a miracle."

Up till the time I wrote this article, the restructured corporation still failed to achieve its desired top rank status (by new business revenue) in the industry despite having been merged from two prominent players into one entity at high acquisition costs some years ago. The unfriendly bureaucracy, lacking synergy among internal stakeholders, posed as the main contributory factor causing this snag. It was the top executive level, not the employees, that spawned the mindset and behaviour change depicting the revised work culture. The employees observed, then emulated what the top leaders did........the case of monkey see, monkey do.

I remind top corporate leaders to review their disposition, demeanour and actions portrayed to their employees. The latter will copy the same characteristics for carrying out their course of work. If you, their leader, is passive, be rest assured your immediate downline officers will also be passive. If you talk with a condescending tone, be rest assured your direct subordinates will cascade the same manner in communicating "at" (not with) their subordinates. Whether the environment in your office is positive or negative depends on your image conveyed to your people.

I knew a few key personnel and department heads who gave directives and critiques to subordinates but not playing any hands-on part to drive initiatives jointly with their respective team. When results turned out well, they claimed personal credit for effective leadership; when flops occurred, they pointed at their subordinates. No wonder the blame game and indignant feelings enveloped the work environment. I also knew high turnover of staff spun off because of general poor morale. I am sure you agree with me this is pathetic. I will comment more about pseudo leaders fond of passing the blame to others at the later portion of this write-up.

Allow me to share my own testimony. In my "developing" years attached to a renowned financial service institution, I had to be nimble with up-to-date facts and figures constantly regarding my jurisdiction. Two CEOs, in their successive tenure over two decades from 1980 till 1997, expected all managers to keep track on relevant developments, including daily business scores. Because they were facts and figures orientated, the sales director who supervised me acted likewise. Frequently at random, I would be asked to report the latest new business scores and short verbal narratives on updated sales activities. The managerial intricacies cast from the top groomed many branch managers to be meticulously proactive to acquire important details at their finger tips. We also inherited the trend encouraging hands-on involvement with subordinates and peers in order to keep abreast with updated developments.

Culture setting does not rest on the CEO of a corporation alone. CEOs come and go. If the duty lies solely on the CEO, then each chief may try to establish their own preference, which then means continuity will not be in place. To ensure continuity, particularly relating to corporate governance, the right culture should be determined by the board of directors too for long term prevalence. Their apt role is not just to attend monthly meetings and give comments, but also understand the dynamics of the organisation under their purview. This calls for some form of direct involvement to spearhead directions.

Seemingly positive cultures disseminated from the top may slide to adversity if not well balanced and instituted prudently. For example, many top managements are fond of exerting high pressure to drive results. By being too forceful, they create fear. Would that be positive or negative? By micro view, it is positive if the fear pressure could spark immediate coveted results. But by macro view over the longer run, that could spin various negative side effects. Employees may ultimately face anxiety, or turn a deaf ear to the taunts, or become rebellious, or be antagonistic; or the worst scenario, ushering good employees to leave and join competing companies. No doubt the stoic ones may perform well under pressure, however these personalities are few.

Here is a classic example whereby unreasonable fear pressure finally sounded the death knell for a leading communication cum mobile phone giant early second decade of the 21st century. Afraid of losing leading market position, its top management hit hot nails into the middle management. The aggressive behaviour of the No. 1 executive, who often raised his voice angrily, subdued subordinates from voicing out the truths on impractical projects while compelling them to work their hearts out. They felt pointless to offer comments since their supremo refused to hear negative feedback albeit plausible. Contrary to the false notion that all were progressing in good order, product development in fact degraded. Eventually, the erstwhile giant phased out of the market without the competitive edge it once possessed - the negative impact of fear work culture.

In my view, some form of pressure may be required to goad employees nimble on their toes. Why? A laid back mentality gradually engulfs an organisation when a relaxed work atmosphere prevails over time due to overly amiable top management style. The BAU or "let it be" attitude becomes the phenomenon if pressure from the top is visibly absent. Undeniably, excessive fear and work pressure driven from above is counterproductive. However, unrestrained congeniality in an organisation is also counterproductive. It is a matter of striking a balance between the two extremes to conduce a positive organisation aura. A very laid back culture needs more pressure screws tightened. Conversely, employees feeling the brunt of excessive work pressure ought to be loosened a bit from the pressure screws. The right call rests on the top management based on correct analytical observations.

Another long-term negative impact ignited by the fear pressure factor is the "fire fight" condition. Scrambling to complete assignments quickly at the expense of paced prudent pre-assessment on viability of any initiative normally leads to repercussions. Impromptu impulsive acts do not allow sufficient time to examine all related perspectives necessary for ensuring effectiveness and efficiency. I know of companies facing countless data mismatches after system migration implementation because their management hammered hard onto their technical personnel to deliver the works within short time frames. Thereafter, the technical teams spent endless drag times to patch up discrepancies whenever complaints on mismatches cropped up. They have already assumed the mindset of "quickly complete first, settle the errors later" for future IT system projects.

Now, on the negative leadership mentality of "pass the buck" or pass the blame management style. Some so-called leaders readily shift blame down the line when a fault materialises. Worst is, they claim they are not aware of the fumbling issues. One morning, I was taken aback when reading the lead story of a local mainstream English newspaper. A senior minister of the (erstwhile) government declared that advisers appointed by the cabinet should bear the full blame for any fault derived from their advice. He was quoted as blurting out: "The downfall of a leader is usually the result of his advisers. The formation of a nation does not depend on kings and political leaders, but also by the advisers to leaders." Huh?? Should not the leaders who appointed these advisers be equally blamed? No wonder many senior civil servants under this previous regime could still sit firmly despite episodes of highlighted debacles occurring within their jurisdiction - by diverting the responsibility and accountability to their juniors, just like what the senior minister encouraged so.

Although top leaders play the main part as protagonists for culture setting, employees at large of a company bring to work their own traits inhered from their social and communal exposure. For example, Westerners may be more upfront in speaking out compared to Asians who are less expressive. Top executives need to be cognizant of such varying traits before mapping out a cultural change strategy. A trait that is acceptable in one social or communal group may be abhorred by another group. Mismatch of traits is a hurdle to overcome by the management concerned before a culture change can successfully take place.

Moulding a new corporate culture normally goes through an initial period of tribulations, more so when two large companies merge as one entity. The process requires sheer patience, determination, prudent planning, unrelenting communication, counselling, monitoring, encouragement and at times admonition where necessary. Cultural transformation cannot evolve via quick winds of change. Tedious - often also trying - incessant efforts may likely encounter some bane elements before reaching the boon stage. Bear in mind the long term benefits that come after successful entrenchment of a positive work culture, versus the short term trials experienced at the beginning of implementation. Whether the intended culture is an inaugural one (of a new institution) or a turnaround (of old culture), the right process entails intricate sequential steps, per my suggested outline below:

1) First, identify the desired organisational values and behaviours to be instilled into the employees.

2 Board directors together with the chief executive and other key officers map out the strategies for driving the assigned values and behaviours.

3) Board directors and top executives commit to playing the role model, earmarked for emulation by employees.

4) Take note of the communal trait disparities among the existing workforce.

5) Top management officers jointly map out the desired structured procedures for promoting the desired culture. The plan includes the communication approaches, training, counselling, monitoring, governance framework guidelines and devising methods to manage trait disparities.

6) Tailor a conducive platform to allow discussions and inputs on the intended culture by employees. Incorporate inputs that are valid for shaping up the culture.

7) Incorporate compatible rewards for employees who achieve positive results via conspicuous assimilation of the culture.

8) Selective recruitment of new personnel. Engage candidates whose profiles befit the parameters of the culture.

9) Be prepared to embark on tough decisions that may be unfavourable to some personnel. Administer actions to weed out unhealthy practices although preferred by employees. Formulate a plan to tread on this with prudent discretion.

10) Face up the possibility of losing some business scores temporarily for the sake of gaining firmer stability in the longer run. E.G: To phase out improper fire sales and misleading techniques for the sake of ethics and sounder business footing, the board directors and CEO ought to expect there may be a temporary drop in topline (gross sales revenue) but with anticipated better bottomline (profits) at the later run. Over the longer tenure, the overall growth covering both topline and bottomline scores could escalate prominently because of a healthier sales culture.

I now sum up this write-up by sharing a few quotes........

# An organisation that values certain character traits like accountability and integrity, perseverance, grit and curiosity has to build a culture in which employees can be guided along the way to behave in this manner.
(eva.christodoulou@leaderomics.com)

# When you are inspired, others around you will sense it by the way you work, provide guidance, implement ideas and lead. Others will feed off your enthusiasm  and this would cause a resonance of the similar energy throughout the team.
(nithiaroshan@leaderomics.com)

# Bear in mind that a corporate culture is often the by-product of what the company's leadership is like. So, leaders need to embody the change first before they expect their employees to pattern after it.
(Adrian Yap -editor@leaderomics.com)

# When an organisation tolerates small breaches of rules, unethical behaviour can snowball.
(InTheBlack magazine - May 2017)

# Rather than focussing on the numbers, we really focus on the behaviour.
(John Murray - head of enterprise risk, retail and compliance, AIA Australia)

# Boards should be held accountable (for corporate governance); they appoint the CEO, they are the guardians of the culture.
(Dr. Attracta Lagan - principal with Managing Values)

# If fear can spur people and teams, it can also cause them to shut down.
(Tyrone Carlin - CPA Australia)

# If employees think it will be futile to speak up, they won't use their voice.
(James Detert - University of Virginia)

# These days we often communicate 'at' others by e-mail, posting on social media, and text message, rather than communicating 'with' others by an ongoing, real-time, face-to-face conversation.
(Samantha Hardy - principal at Conflict Coaching International)




LISTENING, DECIPHERING & INQUIRING SKILLS

ST Jimmy | Saturday, February 03, 2018 | | 0 comments



I begin this article with a thought-provoking story relating a revered philosopher, considered a sage in ancient Europe around 400 BC. The story goes like this ………….

One day, one of his mentees anxiously approached “S”. The mentee expressed, “Sir, in case you have not known already, I want to tell you what I just heard about “P” (another philosopher of the same era who was competing against the teachings of S) from my friends.”

S immediately cut in. “Hold on! First, I like to ask you three questions as a filter test.”

The mentee was bewildered. “Huh? A filter test?”

“Yes, First filter test, on truth. Can you vouch what you are going to tell me is true without any doubt?”

“I can’t say for sure,” replied the mentee. “I just heard about it from two friends who said they had heard from a source.”

“So, you don’t really know whether what you heard is true or a false,” retorted S. “Now, the second test, this time on goodness. Is the talk about the person something good?”

“No, on the contrary……….”

S cut in abruptly again before the mentee could complete answering. “Hmm, sounds you want to tell me something bad about another person although probably may be false.”

The mentee’s countenance radiated embarrassment.

“But you may still pass the test though, if you can pass the third filter, on usefulness,” continued S. “Is the information you want to share with me any use to benefit my work?”

“Er…….not really…….”

“Well, if the subject you have in mind may be false, is bad about another person and of no use to my work, why tell it to me?”

His mentee then walked away in silence, feeling dejected.

This story shows why S was a sage revered for his righteous philosophies. But it also explains why he never knew P was flirting with his wife, to secretly elicit materials from his work archives with intent to counter his teachings.

Perhaps, a slight twist might have been added by the narrator of this story. Yet, it presents a valid truth applicable to people holding leadership roles.

May I summarise the moral of the story for the benefit of readers who are leaders, as follows:

(       * Have an open mind to listen, despite the possibility of hearing unfounded information.

(    *Listen first, then decipher whether what is said is pertinent.

(    *Not necessarily leaders deemed to be astute are perfect and always right. They also misjudge at times.

(    *Sometimes, rumours may indicate signals of possible developments albeit not entirely factually true. Leaders should be willing to listen, then check for validation. And if found to be valid, the information will be useful for gearing up preparations to handle the imminent developments.

Many leaders hold the notion that their leadership role mainly involves providing advice, making decisions and paving directions. They are somewhat right regarding this perspective. Conversely, however, they overlook the vitality of listening. They fail to recognise that due diligence given to listening forms the basis for averting adversities.

Had S the philosopher been willing to listen to his mentee, he would have discovered the hideous plot of P and his wife. On one hand, he demonstrated wisdom by not engaging in vain talk. On the other hand, he missed the chance of discovering a truth which not only would adversely affect his immaculate image as a philosopher, but also would engrave the stigma as the cheated and clueless husband.

There is a difference between being wise and being prudent. Wise individuals tend to act according to their profound guiding principles. Prudent individuals open their ears to receive valid inputs from other stakeholders for incorporation with set guiding principles before deciding and acting. Good leaders exude both wisdom and prudence, i.e. manifesting wisdom at the wholesome level, thus averting possible risks and flaws.

Interactive listening facilitates the listener to decipher the validity of a statement or said happening. Truths are difficult to elicit from counterparts without the skill to decipher efficaciously. The “art” entails making scrutinised observations while interacting (with a counterpart) and listening.

To validate the real essence of cascaded information or statements, observing the “body language” of individuals in the interaction process may be needed. The ability to interpret body language is a handy asset which leaders should aspire. I, myself, attended courses on body language and applied it in my discourse with various stakeholders during my tenure in previous corporate engagements. I am an ardent observer of this phenomenon.

A person’s body language is depicted by gestures, postures, countenance, voice pitch, verbal speed etc. Body language involves gestures of the eyes, face, arms and the rest of the body stance vis-à-vis the environment he is in. Body language prowess helps to extricate more information not verbally said upfront but unsaid inside the mind and heart of a counterpart, which in turn adds weight to sound judgement for meting out the right decision or action regarding an issue. Polished leaders are profound thinkers, penetrative listeners and extractive decipherers.

How does a leader detect whether a subordinate or peer is stating true facts or otherwise? Well, that will require some inquiring skills. Let me relate a true story. Many years ago, I was invited to witness how my superior managed out a subordinate who had been lagging far behind the monthly targets on new agents (doing sales) recruitment. Before calling the subordinate for dialogue, my superior examined all trail reports pertaining to recruitment activities over the past 12 months, viz. the register containing names who received invitations to each month’s career orientation programme (COP), names of enrolees, names of actual participants who attended the sessions, names of confirmed candidates who signed up the agent’s contract after the sessions. He then listed down the numbers on a piece of paper.

I still remember the gist of the dialogue on that “fated” date, somewhat like this:

SUPERIOR: “For the next COP, how many people do you think will enrol?”

SUBORDINATE: “Err…about 100.”

SUPERIOR: “How many invitations have you sent out?”

SUBORDINATE: (Silent pause)……”120.”

SUPERIOR: “How many do you expect will really turn up for the COP?”

SUBORDINATE: Err……….say, 80.”

SUPERIOR:  “And, how many minimum new recruits are expected to be contracted thereafter?”

SUBORDINATE: (Long silent pause)…………………”Well, 50.”

SUPERIOR: “You are confident of your figures?”

SUBORDINATE: (Silent pause, with face gazing downward)…….”Yes” (in subdued tone).

SUPERIOR: (Took out his paper and referred to it). “Let’s see this list that consists details of your past 12 months experience. The number of sent-out invitations, with the support of agency sales managers, averaged around 100 per COP. Past statistics show about 50 enrolled for each session but fewer than 30 turned up as attendees. And only 5 to 7 of the attendees finally signed up the agent contract. Tell me, falling on your previous scores as shown in this finding, how can you ensure you will be able to recruit 50 new agents from the next COP? Share with me your plan what you are going to do differently in order to achieve the figures mentioned by you just now?”

SUBORDINATE: (Long silent pause and looked dumbfounded. He never reckoned my superior would scrutinise the records on the scores of his past recruitment tasks.)…………………...”I will do my best.”

SUPERIOR: “Saying you will do your best is not the right answer. It shows you didn’t draw up any plan to carry out your recruitment activities in line with your targets all along. And you merely plucked unreal figures from the air when queried by me. Please correct me if I’m wrong.”

SUBORDINATE: (Total silence, with glum countenance)

End Outcome: The subordinate was required to resign, with an exit compensation granted to him. Obviously, the non-performer had not been executing his assignments seriously but instead went on carefree mode as his routine job. He was caught unprepared by the skilful inquiry deployed by my superior.

Before a leader can decipher correctly, he must first listen and inquire effectively (using the right technique). This is one skill that leaders should covet via education, practice and experience. The “art” very often engages in paraphrasing statements or answers from respondents to affirm correct understanding. It also includes observing gestures (body language) of the respondents during dialogue.

Experienced listeners can decipher whether a respondent is utterly honest or otherwise in rendering answers. For example, an immediate exclamation of “yes, absolutely!” with a radiant smile connotes confidence, in contrast to “well…..(pause), yes” (in subdued tone and nonchalant demeanour), depicting uncertainty.

For effective leadership to materialise, the leader concerned ought to know the situation and events prevailing in his territorial realm – or ground feel, so to speak. Such cognition depends very much on the knack to solicit correct pertinent information via interactive listening, which invariably connects with proactive, skilful inquiry.

Interactive listening, deciphering and inquiring constitute the elements. Practice and experience emanating from acquired knowledge on the three elements represent the combined essence. The elements coupled with the essence form the potent force for drawing out truths from counterparts. See the holistic link?

SUM UP:

Leaders who only focus on paving directions will not be stellar until and unless they also exude keenness to listen interactively, which incorporates deciphering and inquiring process too. Without going through due diligence to pick up this “trick of the trade”, a leader may make decisions and directions based on incorrect perceptions, thus resulting unfavourable consequences. Worst still is a leader who shuts his ears - just like the analogy of the philosopher, he will be totally unaware of what is adversely happening on the ground around him!

I end this article by sharing the following quotes:

·        There’s a misconception that listening is a passive act……but focused, intensive listening is more like a form of “martial art”. (a former professional hostage negotiator – quote published in a management magazine)

·        We should never pretend to know what we don’t know, we should not feel ashamed to ask and learn from people below, and we should listen carefully to the views of the cadres at the lowest levels. Be a pupil before you become a teacher, learn from the cadres at the lower levels before you issue orders. (Mao Tse-Tung)

·        Be a good listener. Your ears will never get you in trouble. (Frank Tyger)

·        Seek first to understand, then to be understood. (Steven R Covey)

·        You should learn to hear with your eyes, also listen with your mind when interfacing with the person you are dealing with. Don’t just register what the other party says upfront, but also perceive what is not said verbally by deciphering his body language. (my self-composed quote)


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