When harmony trumps truth

Truth has many adversaries. Of course nowadays, fake news is the number one public enemy of the truth. Yet fake news is but one of many. 

W Somerset Maugham’s classic The Moon and Sixpence tells of Charles Strickland, for whom beauty is more important than any other human value, truth and integrity included. Thus, the shock value of the novel, both then and now.

Yet truth has another adversary: the preference of harmony in social relations; this presents a huge challenge for fast moving organizations which need to transmit accurate information quickly to get the job done and remain one step ahead of the competitors.

Eddie, VP of Asia based in Taiwan thinks that Sandra, his peer and young US-based  VP of Strategy should not meet with Mr Ocampo.

Mr Ocampo serves as a potential clients’ Manila-based CEO, who known is to be very conservative. Eddie firmly believes that much more harm will come than good from such a meeting.

Yet Sandra asked the CEO (Stan), who told Eddie, to set up a meeting between Sandra and client Ocampo.

When asked by Sandra what messages she should emphasize when she meets with Ocampo, Eddie stated that “your message should be low tone and understated, because of the complex nature of such meetings”. Sandra thanked Eddie for his input and promised to “send you my PPT slide pack for your further comments.”

Eddie is not “afraid “to tell Sandra or Stan the truth. But Eddie thinks that there is no value in doing so. Quite the opposite; Eddie believes that telling Sandra or Stan “the truth”  will destroy harmony and upset the smooth chain of command, which is far more mission critical than any bothersome fact. 

Sandra met with the client in a short and tense meeting, during which the 69 year old Ocampo felt very uncomfortable with 31 year old Sandra. Ocampo also made sure that young Ms Sandra waited one hour and 45 minutes in the waiting room.

Eddie is ok with this. He thinks he has been a good corporate citizen.

Sandra told Stan that “Eddie screwed things up, because he thought I was treading into his territory”. Next month, Eddie to going to a course on Authentic Communication, which has been commissioned by VP HR Gloria Ramsbottom, to enable better alignment between corporate and field organizations.

 

 

 

 

 

 

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Trust me and then I’ll follow the process. Follow the process, then I will trust you

Ethan, the common  boss of Mark (USA) and Eddie (Taiwan), asked me to work with these two highly talented yet chronically uncooperative executives on “better aligning” themselves to get things done without bogging Ethan down.

Mark (Corporate Strategic Account Management) told me that Eddie (Taiwan Sales CEO) refused to enter account information into the SCDB, the sales control data base. Mark emphasized that data entry is not “elective”, and Eddie is in breach of discipline. Eddie, according to Mark, does not follow process- how can I trust that he is not withholding information and other forms of local monkey business”? To Mark’s credit, the SCDB has been extremely useful all over the world, except in South East Asia, China, Russia and Taiwan.

Eddie claims that Mark is hounding him and :”throwing a book of rules at me”, rules with do not make sense because of the manner that deals are done in Taiwan. Eddie told me that he will not waste his time on secretarial duties of data entry, “but if Mark trusts me, he will know everything he needs to know, and more”.

Eddie and Mark have both been coached before, and the coach gave them 3 rules* to follow- which they did not, although they claim they did.

After speaking with Eddie and Mark, I referred back to Ethan who had a hard decision to make-does he want to sell in Taiwan or not? Because if he does, corporate process, not individual behaviour, needs to change.

Ethan dropped the mandated use of the SCDB, Mark received guidance from me on effectively managing Eddie while Eddie consulted with me on what to tell, and not tell, Mark. I back channelled all this information to Ethan, who made all the decisions, using me as a channel.

Project concluded a month ago. Sales in Taiwan flourishing. Mark was moved out of his role, which was split in half, with a dedicated Asia executive being appointed.

 

*3 rules

No surprises. No backstabbing. Consult one another before making decisions.

 

 

 

 

 

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