Prince thought of Advice...

When you intend to provide advice to your fellow peers, colleague, family or your superior, there is one rule to follow, which is to understand the position of your target. Prince has a problem persuading his superior, and sometime, has to succumb to their autocratic ruling, the reason behind is because prince adopted a modern and aggressive management thought with a high level of undependability, although sometime may not be perfect in its nature, but always contradict with those with traditional approach. Furthermore, traditional management approach doesn’t easily accept the modern management advice, especially advice from those young and coming executive. They believe that young executives are always bound their own experience barriers.

Prince finds it quite challenging to create the synergy with traditional management team; in fact, it has created many conflicts and difficulty in the reformation process. Either to conform to their value, or to cultivate the new value, none of the above is accessible. The reason, is because new management team always face difficulty in dealing with the traditional management team.

Prince realizes that stubbornness does not always penetrate the traditional management approach, however, if it does, in most cases, it will be difficult to look for a change management, and further, they are simply waiting for the doom to arrive in their culture. Meanwhile, it is good to believe that nothing is impossible, although synergy is vital for the change to take place, however, it never happen thoroughly, because practically, changes in paradigm will need aggressiveness and sacrifice, there is no way synergy can occurs all the way till the end of the paradigm change.

It is like the merge of two different companies, or two different kingdoms running with different management style and culture. It will eventually result to bloody war. Synergy can only cover the outlook of the war, it tends to give outsider the impression of peaceful integration, as a matter of fact, internally, cold and bloody war every where. This has been a norm in most of the merging incident, and political issues in transition period is the strongest ever been.

If new management were to plant the changes, professional advise will never appears in their mind, because they (traditional management) usually adopt the norm of business model such as heavy cost saving, deprivation of employee benefit, and many more which makes them filthy rich. Another major fall back will be the prolong of the expansion timeframe, you may come across many real life example of traditional business model, who spent year to expand, at the end, swamp by the wave of external environment changes, and market shifting from one paradigm to another which eliminated most traditional business before they are able to grow big.

Traditional business management will always remain in the struggling period, with sluggish services to customer, minor attention was paid to employee benefit, risk averse and most vital, being influenced with autocratic management styles, has not enable them to catch up with those predator in the market, worse still, they are always in the ‘prey’ position.

There is always a way for a will, even though traditional management tack along with fall backs, but if their ‘will’ to change is stronger, can out beat their own obstinate management concept.

Delegation is vital in one management; leader needs to know how to delegate their responsibility to their subordinate. Once delegation is done, set yourself a timeline or reporting policy so that subordinates can update you the progress of your project, instead of tailing your subordinate from time to time that would make you a lousy boss after all.

Trust, management without trust is management without peace. If you don’t trust your employee, then you will deprive them, if you don’t trust them, then don’t hire them, since you have hired them then you should trust them, there’s always a controversy in relationship between superior and subordinate. They claims to trust but in fact they don’t, to certain extend, they still tailing their subordinate in whatever project shall they undertake.

Open minded, traditional management must accept to change along, they must look at the big picture, the macro view with define objective, as long as the objective is met, they should not be any intervention in the progress, unless the route goes hair-wire, then intervention is necessary. However, it is a very subjective issue to discuss ‘hair-wire’, to some lousy superior; even a small mistake would lead them to perceive you as incapability.

Understanding of the changes necessary for the benefit of the company is very important, traditional team must understand that they needs to be indoctrinated with the modern management ideas in order to shift to a new paradigm. On the contrary and practically, traditional management may accept indoctrinate but being skeptical in term of execution, which is, many day to day operation decision-making is still based on own old value. They realize they have to change and understand that acceptance to change is important, but they can not bear to perform upon what they have realized. It makes the creation of synergy almost impossible to happen.

To avoid such a problem, traditional management team needs to ‘mind their own business’ to certain extend, meanwhile, new management team needs to constantly report their progress in meeting to clarify all their doubt.

Change management always come with a cost, and a choice, each choices have its own fall back and benefit. New management teams can terminate as much employee as possible and re-recruit a new group that matches their expectation and objectives. It certainly enjoys a higher percentage of success rates in over turning the company from bad to good and to the best. The second choices which appears to be lengthy, and time consuming is to merge the new team and old team, without terminating any of the employee, instead, to train them up to meet new team expectation, in the process, those who are still unable to meet up with the standard or unbearable with the pressure, will eventually leave. Apparently, it is a slow killing process, compare to the new one because those who can not perform will eventually leave, perhaps, the turn over rate may be lower than the first choice.