How do you avoid being a Banana Manager?

[Banana Manager]

For the benefit of non-asian expats: A person of Asian origin is called a "banana" because they are yellow outside but white inside. Needless to say it’s not a compliment!

I'm at my wits end and hope someone with similar experiences can perhaps show me some light at the end of the tunnel. I can't speak Chinese and enjoy more westernized (if u can call it that) pursuits.

Since my arrival I tried to implement a very open mgt style, as I strongly believe that communication is very important. I have tried to encourage and instill other corporate cultures, and interacting with the whole team to find out their opinion and what would suit them. Though I am a banana I do have an understanding of my roots and culture.

However after 3 months the productivity of the team is still low. This is partly because the team is very uncooperative as they view me as a “banana manager” The level of hostility has grown on a daily basis. I have spoken to them to isolate and solve that problem. They don’t need to like me personally and should focus on performing as an employee of the company. My efforts have been fruitless.

My COO is aware of the situation and has instructed me to give them a formal warning about their negative work attitude and fire them if necessary. From the snr mgt perspective what is most important is the bottom line.

Personally I don't know whether it is the team, which is not performing, or myself? I do not want to fire people because of my poor mgt skills and am actually getting a lot of flak from snr mgt for protecting the interest of the team who dislike me. Any Asian expat out there who have experienced racism from Asians?

[Abdur]

I am another Banana here. Listen to your senior managers and take charge of the situation before it gets worse- then your management skills will come under scrutiny. You will need the senior managers to be 100% behind you and so get the trust part sorted out (validated?) before you embark on firing, etc.

Another point: You will remain a Banana here no matter how hard you try to integrate. Accept it for what it is worth and move on. Trying too hard to assimilate may get misconstrued and is often perceived as a serious weakness in managerial skill set.

[richardr]

Wow! what an interesting thread. never heard that phrase before.

[Jo]

This is what I do...I meet with my team at least once a week together to thrash out probs...issues and such...work issues come out first...then the people issues come in and intermingle with it.  I realise it's different workstyles, and prejudice sometimes come into play.  I have been accused of being too "angmo-ised" with my style..that is, open style, you can walk in and out and discuss probs..sit on my table and discuss probs..just shout at me when u think I am a bitch...and it doesn't quite help when loads here are not familiar with that style...I sometimes get distraught because they would rather sit in groups at lunch and winch about probs or bitch about me...so I had decided, we'll all do lunch together at least once a week...buy in sandwiches, sit around my very huge meeting table and have food fight if we must.

The camraderie I try to build is slowly beginning to grow...the culture of openness is beginning to be something of a norm...and the staff are beginning to be more job focussed...

Last month's team-building excercise or offsite as we call it...is great..it helped that we realised each other's strengths and weaknesses and tried to work with or around it.

It takes time...what's more important is u don't change yourself to please others...just be yourself and you will be appreciated with time.  I rule my day with this maxim everyday.."to govern my life, my work and my relationships with the goodness of my heart always.." makes me sound like Mother Teresa...but it's just a basic human respect I try to give my fellow colleagues and in turn, with time..I will receive the same.

[BoardManager]

Management skills and staff problems are not unique to any culture or skin colour. It is quite universal, and hence one has to be skilful and adept to be able to navigate - between (more) senior management, line management colleagues and subordinate staff. There are many pitfalls along the way, naturally. It is easy to be down and out : if one is not over-overloaded with one's work and responsibilities, then one could be disheartened by the lack of apparent results, or with the lack of positive feedback from staff and management, or it could be that staff end up discouraged, frustrated and de-motivated. In many ways we end up the loser.

It is in this context that we have to show our mettle. To be effective, successful, able to command respect from across the various levels, and yet not attract too much envy. Whether banana or rambutan, we all have to stick at it. I know it is easier said than done.

One key thing I personally advocate is to be a people-centred person. Let your staff see you as a person, genuine in most ways, that you care not only to get the job done, but about them as a person and as a team member. Again, tough act : no prejudice, no favours; firm and fair.

Above all, be true to yourself. That way, one can sleep peacefully and not be too perturbed about work and results.

[banana manager]

Things are continuing to go downhill as certain team members have informed me during our meetings that the have gone directly to the COO for decisions. As he doesn't know the whole process, his decisions have been contradictory to mine.

I am not angry but I am very sad that the team does not seem to have a clear understanding of professional and also social ethics. I never understood why people engage in personal attacks. This is a job, its not personal.

I don't ever want to run my department through fear but by cooperation and respect. Because of my democratic and open mgt style I appear to have dug my own grave as the team seems to only know how to perform under nazi treatment meted out by the other snr managers.

I have problems sleeping at night not because of them but because of myself. I see this as a big failure on my part. I guess like in a relationship, one has to decide when is the time to give up and move on. Thank you for everyone's advice.

[Abdur]

Some will always go to your superiors for whatever reason and they have those rights if your company has open-door policy. Sounds as if you are taking some things personally - and if you are, this will become a living nightmare... I have learned the hard way. Your situation is not unique. One angle to this is not managerial, it has more to do on how to deal with difficult people. There are few who will always be difficult to manage: They lie, manipulate, whine, back stab, sweet talk and what not. You can pretty much do anything, including pizza nights, but never can earn their love or respect.

I would lay down the rules and enforce them. BTW, in my honest opinion, Nazi style is unlikely to be effective and I won't even try. I would discuss workplace interpersonal and relationship issues with my manager if they start to overwhelm me. Those who have been around long are likely to know "tricks" that work well. Bottom line: It is a job and I certainly will not lose sleep over it.

[This message has been edited by Abdur (edited 15-02-2001).]

[This message has been edited by Abdur (edited 15-02-2001).]

[Korporat-Slave]

Banana -- I faced the same problem with my project team members (Being a banana myself, I know the kinda problems that you face!)

My populist approach was mistakenly seen by them as being soft and weak. What I would suggest is for you to assert your authority. That is what my colleagues and my boss told me to do when I told them my story. Nothing went on when I was pally-pally with them. Only when I sort of say "you do it or else" in a professional manner, things start moving again. I see that the Singaporeans here are like that anyway, very strict and direct when it comes to business matters.

Pally pally populist approach wouldn't move things far, unfortunately. That is one of the things that I miss around here - the good-natured folks who can see a corporate goal and stop focusing on individualistic goals. I'm not generalising here, but from my own observation, a lot of Singaporeans tend to be very individualistic.

[IC]

Just out of curiosity Board Manager, are you a banana yourself? Are you the same person who gave those fantastic advice on ways to eliminate fungus on clothes?

[Toast]

Banana Manager, you are already TOAST.  You must be strong and forceful as a leader but not mindless about it.  the damage is done.  The only way to salvage the situation is to ensure with your bosses is that YOU still have AUTHORITY and lower levels MUST be referred to you or they continue to usurp your authority.  You may now HAVE TO fire some of them in order to assert yourself and then hire others to replace them and get going again with a new clear charter.  And... you'd better make haste for as time goes on YOU will be the one to go - not them and then they win.  

[PhilM]

Banana (sorry only name you gave)

Having read your posting carefully whilst I accept being a "Banana" may have something to do with your current problems, the real problem may well lie in your own actions. You write, and I quote:-

"Since my arrival I tried to implement a very open mgt style, as I strongly believe that
communication is very important. I have tried to encourage and instill other corporate
cultures, and interacting with the whole team to find out their opinion and what would suit them".

You then go on to express your disappointment that after three months you are not seeing results, well ask yourself this:-

1. Did you find out how your predecessor ran the department.
2. Did you then go on to find out why he/she ran it that way
3. Did you study the existing corporate culture in your Company
4. Did you check out the real skills and ability of your staff.
5. Did you sit down with each member of staff and discuss their personal targets as well as the ones set by the company.
6. Did you take time to prove your own abilities or simply start making changes from day one without any rationale understood by your staff.
7. Did you set a time target to achieve the corporate culture changes you want and was it realistic, three months seems short.
8. Finally did your boss ask you to change the way your department was run and the corporate culture??

I could go on but I feel that is enough to consider. In a new job there is always the temptation to put your stamp on the post by changing things - the "New Brush Sweeps Clean" syndrome. Normally it is a far better idea to ease yourself into a new Management job, take time to get to know how and why the Company as a whole operates the way it does, and how each member of your staff operates as an individual, within their work group, with management, and in the company as a whole.

Over the years when I have been running courses for Managers I have always started off by giving them a few definitions of the word Manage as it relates to business - administer, chair, conduct, control, co-ordinate, cope with!, execute, guide, lead, mould. I then go on to explain to them that whilst their staff may be responsible for their actions and results,  as a Manager you are ACCOUNTABLE for those actions and results. In other words any failure by your staff becomes your own failure unless you use good management skills to negate and change that persons actions.

Having said that you can only "Manage" people if they are of a calibre and quality to be managed. That is where understanding of your staff comes in and where you have to be tough. If the person is lacking in skills or the correct attitude, but can be trained - then persevere and train them. If a person is not skilled, or has a bad attitude,  and  has no desire to change then damn well fire them immediately.

You have now reached the stage from your postings where you are in danger of burning your bridges at both ends. It appears from your own comments you do not have the respect of your staff who go over your head; likewise you may have lost the respect of your superiors by complaining to them about the very  staff you are paid to manage. It is decision time - either buckle down and put things right or move on having learnt a tough lesson!

[banana manager]

PhilM, Thank you for your advice. It is certainly a fair assessment of the situation.
You reply though has pretty much hit the nail on the head, as the core of the problem lies with the corporate culture, which is instilled from the top (COO and CEO) If they have half of your understanding of how to run an organization, no one in the company would have to suffer.

I work in an organisation, which is run like a traditional Chinese business, I personal feel there are many advantages to that model but the company seems to only have the bad ones. While the snr mgt are traditional they wish to go into the global business hence they need an individual like me with global experience and also technical know-how. Sad to say they probably could only tolerate a "banana" and not a full fledge ang moh.

I agree with you and I am not mitigating my responsibility and know full well that as a snr manager I am accountable for the team's action. My problem is does that accountability include how my COO and CEO manages the company?

The answer to the questions:
1. Did you find out how your predecessor ran the department?
He never ran the department, everything was in total chaos but he got on well with the team as they were in cahoots together.

2. Did you then go on to find out why he/she ran it that way
I believe because he was a relative of the company and was not really interested in the company at all.

3. Did you study the existing corporate culture in your Company

If I had to put a word to “corporate culture” two words popping into mind would be cronyism and chaos.

4. Did you check out the real skills and ability of your staff.
I actually implemented the first job assessment the whole company ever had. That included identifying their skill sets, career objectives, training needs, on-job training. I proposed to the COO that this be done on a 6-month regular basis, as it would be a good basis for remuneration review.

5. Did you sit down with each member of staff and discuss their personal targets as well as the ones set by the company.
I tried as above but they were not interested. The gist of their response was that just tell them what to do and they will do whatever they can. They are waiting for the next relative to be the senior manager and have already appointed my succesor already :>

6. Did you take time to prove your own abilities or simply start making changes from day one without any rationale understood by your staff.
The first thing I did when I came into the department was to listen. Understanding the past, present and future direction of the department and the staff was very important for any planning or restructuring. The COO wanted me to perform miracles immediately but I told him point blank it doesn’t work that way.

After the first month, I implemented not so much of changes but communication channels and methodology for the team in area of our operations. I do admit to them it must have been massive changes.

7. Did you set a time target to achieve the corporate culture changes you want and was it realistic, three months seems short.

I was not task to change the corporate culture but to increase performance of the team. In advert ably of course when one looks at ways of improving performance, trying to instill a strong corporate culture is important. The changing of corporate culture should come from the top and joint effort among all senior management. I proposed to the COO that they hire a third party to look into this as part improving performance. Was informed that its not necessary and all the are interested in is performance.

Tried making them understanding by explaining the impact of corporate culture on performance. This was not accepted and I was pretty much told point blank that this is not they hired me for.

[PhilM]

Banana Manager,

You seem to have walked into a hornets nest - I wonder how much of this your knew when you accepted the job! At least you are facing up to the problem openly and not in denial.

If you would like to discuss the problems person to person over a drink, I and my wife will be at Trader Vics, New Otani Hotel, Clarke Quay from 7.30 onwards tonight . I can tell you my experiences as the lone Westerner in a Chinese/Japanese MNC!!

SORRY - Heicki just called to tell me they are shut for a large private function tonight. Drop me an email if you want to meet tomorrow evening.

[This message has been edited by PhilM (edited 16-02-2001).]

[Drum]

Hi Banana,

What a problem ! I have spent about 8 years out in Asia either running companies or being the only foreigner (westerner) in the company.

There has been some great advice given. The advice on weekly team meetings - where you lead and establish respect is very practical. I use it as well - it works as long as you are prepared to get your hands dirty and learn what your colleagues do on a day to day basis.

However, I have always worked in an environment with support from the top. If this wasn't forthcoming I would walk away. Unfortuntately I think you are in this position. I would prepare to leave - but not before asking for clear support from the senior managers (and looking around for a new job). If the management do support you - then give it another 3 months to work. Otherwise get out straight away.

Good news is that Singapore is desperate for good managers. So finding a new job should be quite easy.

Good luck !

[nualum]

As we see in this case, using an open, democratic management model may not be so easy in Singapore. About 20 years ago, a Dutch social psychologist named Geert Hofstede did what may be the most ambitious and respected cross-cultural study ever. He was able to study management employees all across the globe in IBM, if I remember correctly. What he was studying was international differences in work-related values. One of the cultural dimensions he measured is called power distance. Cultures which score high on the power distance dimension see hierarchies as natural and good. Concentration of power at the top of the hierarchy is likewise natural and good--as is deference to that power natural and right in subordinates.

On this dimension, out of 39 countries, Singapore had the fifth highest score--behind the Philippines, Mexico, Venuzuela and India.

This study is over twenty years old, and Singapore has undoubtedly changed a great deal in that time. However, the real point is that you are almost certainly swimming against the cultural tide. The problem is probably complicated by being a Banana. As being of Asian origin, the Singaporean employees might expect that you know and share their values. On the other hand, they will have trouble placing you in their scheme of things. With a European or American, their expectations are different--and the employees think they understand these foreigners and their strange ways. This is not to say that they automatically fall in line with the Western ways.