As meritocracy is highly valued in today's world, seniority takes a back seat in most organisations. It no longer matters how long you have been with the company, but how far your capability can take you.
A young American born Chinese manager, in his early 30s, has been recently transferred from the U.S to head the Business Development Unit in Singapore. The team comprised of three local fresh graduates, one American, and one slightly above 40 Indian.
This Indian colleague has been holding a senior post in the company (ABDEF Pte Ltd) in Mumbai, India for ten years before being transferred to Singapore whereas the young American born Chinese manager has only been recruited a couple of years ago. Being a responsible, efficient and motivated worker, the young manager rose quickly to top management level.
This Indian colleague was initially supposed to lead this team in Singapore however due to his lack of motivation and his rather poor leadership and people-to-people skill; he was 'downgraded' to assistant manager. Since the day the young manager took his post, this Indian colleague has always been giving various sorts of problem to this young manager from a small issue of clearing the leave to constant delays in submission of projects. Furthermore, this Indian colleague often withdraws himself from his team during lunch breaks and gatherings. Thus, it is very difficult for the manager to use the 'soft-approach' way to rectify this Indian colleague's work ethic issues.
What should be the best approach to rectify this problem?
UCS1001 MME Tri2 2023-24 Dynamic Thinkers
3 weeks ago
Dear Jaenette,
ReplyDeleteThis is an interesting scenario. I like the way you set it up as a problem solution situation. I'm just not sure to whom the call for a solution is being posed. Are we readers supposed to imagine that we are the young Chinese-American manager? It's also not clear to me if every member of the team is supposed to know that older Indian fellow was demoted. Maybe you can clarify these points.
One language issue can be resolved like this: This Indian colleague was initially supposed to lead this team in Singapore; however, due to his lack of motivation and his rather poor leadership and people-to-people skill, he was 'downgraded' to assistant manager.
Thanks for your effort!
Hey Jenn,
ReplyDeleteI think the problem here is mostly with the Indian person. He needs to come to terms that a younger more capable person is above him, and that his demotion/ downgrading is a way for him to recognise his faults and improve them such that he can work his way up.
What his colleagues can do, and the young Chinese American is to still show that they respect him for his years and seniority. They could ask him for lunch and still seek his opinion in their work such that he does not feel overly engulfed by everyone else.
I think for the older generation, it's very difficult for them to understand this when they've been hogging the position so long. It is thus very important that we upgrade ourselves continuously.
Hi Jaenette,
ReplyDeleteI agee with what Jane mentioned. Maybe the American manager could have a one-to-one talk with the Indian man outside the office to find out the reasons why he is acting that way and to truly concern.
Just want to bring up this phrase, "and one slightly above 40 Indian". I think "and one Indian who is slightly above 40" would sound better. =)
Dear Jaenette,
ReplyDeleteI agree with your heading that there is no ‘I’ in a team. Members of a team are supposed to work together so as to come up with better solutions and suggestions. No man stands alone.
From the Indian colleague’s point of view, I think that he must be feeling unhappy with his demotion. I mean, who likes to be demoted?! I kind of understand how this Indian colleague is feeling. However, there is always two ways to look at a problem; being optimistic or pessimistic. I feel that the Indian colleague can be more open and look at this problem from a bigger perspective. He can ask himself questions like, ‘Why did the management demote me and promote someone else? What went wrong?’ I think that it is really important to self reflect when things are not going as expected. It is up to the person’s own initiatives to realize the mistake and not to wait for others to correct oneself. And upon realizing the mistakes one has committed, it is again important to make sure that you do not repeat the same mistake.
I feel that the Indian colleague should not have made things difficult for the American manager. After all, it was not the American’s decision to demote him. Also, if I were to Indian, I will not risk my job just to get back at the American manager as it is not worth it.
From the American manager’s point of view, I think that it is important for him to make the Indian colleague realize that it is not his idea to demote the Indian colleague. If I were the American manager, I will convince the Indian colleague with my actions to prove to him that I can handle this position much better than you (Indian colleague). Actions speak louder than words!
Hope my suggestions are helpful, Jaenette! Cheers!