The Indubitable Leadership Principles by Gilbert Ng

Author:Gilbert Ng
Language: eng
Format: epub
Publisher: The Inspiration Hub
Published: 2018-04-25T00:00:00+00:00

6.2 TRUST PRINCIPLE CASE STUDY II – FAST-GROWING E-COMMERCE COMPANY

Adtech, Vn. started its operation in HCMC, Vietnam in 2012 and had expanded from a team of twenty-six employees to a hundred as of the date of this research.

This initial team had a very cordial and trusting working relationship and many of the Heads of Department and Directors were picked and promoted to the current management team.

During their first few challenging years in securing businesses and stabilizing a strong footing in the marketplace, all the members were working late nights and they had a very strong bonding. There were times when if one of their members fell sick, another would volunteer to take over the unfinished task.

Their effort had gained great results and had attracted a rapid growth of a number of staffs into their organisation, where new recruits were from different backgrounds and working culture.

As the company was growing so fast and business volume had achieved an increase of a hundredfold, new recruits didn’t have many opportunities to get to know their superiors and peers better. They also had a different process of doing things, which was very obvious among the technical teams because new recruits brought their processes from their previous place of employment.

When things went wrong, no one was willing to take the responsibilities for such mistakes. Finger pointing became a common practice and everyone was on the defensive guard against one another.

Certain ‘political’ teams had formed and rumors were rampant during lunch and tea breaks.

As Adtech’s top management is a strong believer of their working culture, they expect every employee to practise their leadership principle which is to “Be Open, Transparent and Respectful”. However, the rapid inflow of new recruits and the lacking of time for the Human Resource department to instill this working culture to the new employees had resulted in an adverse situation. The demotivated senior employees were providing negative messages to the new members and staff turnover had increased from 1.5% in the past year to 20% at the current period.

Through the executive coaching sessions with all the Heads of Department and Directors, it was revealed that certain department’s promotion rate seemed to be higher than the others. This so-called ‘unfair management’ decision had caused distrust amongst the new staffs and the older team members.

While everyone was still very busy with their daily task as business was growing so rapidly, engagement with the staff members had been neglected. Whenever there were any small issues that occurred in any department, it would become a rumor and thus, it affected many members’ emotions, directly or indirectly, and the trust level broke down.

The morale of the staff was at its lowest since the business started and the top management and the Human Resource department managers were very concerned about the high turnover. They decided to implement some initiatives to overcome the situation.

One of the most effective methods was to cultivate a coaching culture where an

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.