i) Scenario 1
“I want 100% accuracy on the cashflow forecast.” She said.
(I saw Wxrren Bxffxtt kneeling in front of me… begging for numbers.) For that instance, I totally lost in my train of thoughts when I heard what she just said.
(100% accuracy forecast, if I could do that, will I still be sitting here talking to you and be your subordinate? 100% accuracy, I would be one of the billionaires in the world already!!) I smirked in my money mind while putting up my straight face looking her way, through the video conference camera.
Being in finance department, it is norm to prepare a bunch of forecasts, estimations, and even budget; in short, put down in numbers the best estimation one has for the future outcome. Such reports might be doubled; especially when a company was not performing well.
“We based on the information and document to support our estimation on upcoming collection and payment total. We can’t be accurate at all time; but with this practise, we could give our best estimation on how our cash balance might be. We could then plan ahead. Reduce as much surprises as possible.” I guided my team in preparing cashflow forecast file, since a year ago. And now, this new CFO quoted her request, a God-level of forecasting skillset.
I didn’t share this ‘new’ request to my team. I just reminded them to continue stay alert to take in latest information into our forecasting work. That’s ‘best estimation’ that I comprehend and practice.
ii) Scenario 2
Sometimes, she could be very helpful, sometimes, she picked bones from a bucket of eggs. What I salute to her would be her workaholic behaviour (but I didn’t want to be one); and her well-versed in excel formulas and ability to prepare power point in a short time (I was weak in all those skillsets).
“I didn’t know how that happened.”
“I don’t know how local tax works.”
“Mr. xxx under-estimate the cost for the project.”
Slowly, I got to see her true-self, bit-by-bit. When issue or things happened, she would quickly made herself cleared from the responsibilities. Stay in a safe zone and pin-point the mistakes to others.
(Err… Is that what a leader should demonstrate? A mistake done by our team member will be equivalent to a mistake done by the leader; responsibilities will be on the whole team. Instead of we done it wrongly, you quoted the person’s name loud and clear, and pushed all the blames to him. Oh… wow!)
Even the former CFO, would go to local site to meet the tax agent to further understand the local tax regulations and the sort. (You really opened my eyes, Ms. Ni!) I didn’t pin much hope on such superior to be the back-bone of our team. (I’d better work at my best to keep our team in good shape and reduce as much risks and mistakes as possible.) Tired just by the thought of it.
iii) Scenario 3
“I don’t need an assistant.” This declaration was made loud and clear to me.
Today was the first time we met (through video conference); an introduction meeting with my new direct-report superior, the CFO. She has just relocated from a country, based at the other half of the globe to Asia Pacific region. The former CFO has left the company in short notice. I didn’t know what happened to him. Ever since then, I had been working all on my own without much support from a superior. I was so glad that my team members and I have worked as a team, to self-learn to handle and complete the tasks sent our ways, at our very best, throughout that one and a half years.
Now, finally someone in the group has been assigned to take up that empty COF role. Here she is; being my direct-report superior – Ms. Ni.
First thing she said to me was this… “I don’t need an assistant.” (So, what would my career future be? Forever at the same position? No more career development then. Would any superior supposed to act like this? Are we as the superior supposed to develop our team and build their knowledge to take up more new tasks, and levelling them up if there is any chances? Although I know, in reality, not many superiors would be so generous. Selfish in oneself kicks in.) I thought to myself. I didn’t give any feedback to her declaration phrase there but let her lead the discussion. I just wanted to end the meeting as soon as possible.
(It’s a waste of time to talk to a low-EQ people like this.)
iv) Scenario 4
“You don’t need escorts.” (Pfft!! I nearly choke when I heard this ‘reason’ came from her. For one that hold the title of CFO… Luckily, I wasn’t drinking any water at that moment; else I’d have to wipe my keyboard and monitor screen.)
Never in my career life had any superior gave such low-EQ reasoning. Well, one or two might have said something sarcastic but not as lame as this one. This year, there was a finance visit to neighbour country in my work plan. I wanted to visit one of my subordinates there, in person. Sometimes, face-to-face meeting can get a better understanding on the local needs (if any) and build better work-relationship with overseas’ colleagues. Coincidentally, this site has a new General Manager (GM) onboarded as replacement to this role. Our Regional director and Operations director already had a plan to visit that site, in next two weeks. So, I asked my superior if I could just tag along to visit that site and perform my planned finance visit and tasks with my team there.
“He (the new GM) will be overwhelmed.” This was the first reason she gave to reject my request. (‘Overwhelmed’?!? He is so fragile? Since when she cares so much about colleague’s welfare?) I was so surprised by that. “My visit there would be working more with the finance girl. As for the new GM, it would be just a high-level briefing on finance matters. Won’t take too much of his time.” I replied.
Then, came that childish reason – “You don’t need escorts.”
(Dear Gods and guides, what do you want me to learn from this character? You sent her here in my life for a reason, right? Haven’t I ‘seen’ enough the ugly-sides in humans? What’s more to ‘see’ in this one?)
Before I brough this topic to discuss with my superior, I did have a quick chat with the Regional Director if that’s okay for me to join them visiting that site to carry out my finance assignment. “Sure. Why not? This would be your first visit to that site and you can have the chance to bid farewell to the current GM as well.” He said after considering my question.
“Sigh…” and here, she rejected my plan. (With the reasons that she quoted, I think I had said enough. I don’t see any room for further clarification or negotiations.) I knew my plan to tag-along onto this business trip with my two other colleagues, won’t work; so I stopped this subject of discussion.
At first, I was so pissed after that discussion. But… after a few days, I gave some time to think it through, calmly. (What made her said that? Could it be that she felt insecure that I might outshine her? That I might build a better work-relationship with the two directors in that 3-day business trip?) “Ha!” I laughed. (I don’t like politics in workplace and not intending to have any bad work-relationship with anyone. I am to work and earn a living. I get my job done and go home on time. As simple as that.)
After sorting things out, and clam my emotions, I felt relief and not so angry at her reaction. I felt proud of myself. For a CFO to stay cautious of her own team member who only holds a title of Finance Manager.
I heard from the Regional Director that he did mention to Ms. Ni that he intended to develop me to be the Assistance CFO, to support Ms. Ni. They had that discussion when Ms. Ni has just onboarded and reported to work as CFO, APAC. She would be dotted-line reporting to him.
Frankly, when I heard what he said to me… I screamed in my mind at that moment. (Dear boss! First off, thank you for seeing the capability in me in taking up the role as Assistant CFO. I was really flattered! Second, I think you might have said it at the wrong timing though… She has just onboarded, not even ‘warm her seat’ – that’s an elaboration in mandarin that one has just taken up their new role in a short period of time – and here you go, telling her that you wanted to level me up as her assistant? Aren’t you, literally, put me on the chopping board for her to chop me? Well, I mean, if one holds pessimistic mindset, she might find me threatening her position, as if you’re asking her to leave soon. But if she is positive-thinking person, if I could level up and become her assistant, she might have concurrently levelled up to the next career ladder as well.) This conversation flashed back in my mind. (Now, I could clearly tell, she is the former – the pessimistic type.)
I continued drinking my coffee; enjoyed the cosy Sunday afternoon. (What a waste… I could have some fun if I could join those gentlemen in that business visit. Now, I’d have to visit that site in a month later, all on my own. Well, work is work. Just get it done then.)
Meanwhile, the rebellious in me has somewhat ignited by her reactions. (Alright, I would continue to be my best self and accomplish the tasks I have committed to render for this job. Keep on shining, Me! No one can hold me back.)
In Mandarin, there’s a phrase that goes “蛟龙得云雨，终非池中之物”. If translated into English, it would be ‘A caliber dragon (person) will fly to the sky when rain clouds come, it (he) won’t be forever tied-up in a small pond’. (I believe in this saying. Just you wait.)
One might think that I was arrogant. But if you do have the capability and talent to do the job, and other can see that in you and give you the opportunity to show your work, surely you would shine and level up. Don’t under-estimate yourself!
Not everyone is ‘blind’ and be easily fooled by one’s manipulative words. I can see through her actions, surely there would be others that could as well.
Just You Wait! (smirk)