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