How many job change was this again?
Vivien really lost count of numbers of companies she had worked for since she stepped into working life at the age of nineteen, be it part-time or full-time job. Vivien has her current job change after three years working in a multi-national company (MNC). Now, she was offered a job by a local company; a job which is still within her profession in finance. Although she has considered a change in her profession due to tiredness in meeting all those reporting deadlines and the boresome of its routine jobs, but it was hard to make when comes to decision making.
How about a career change? No more finance or accounting-related work?
Vivien recalled the time when she seriously gave it thought of getting a job outside of finance profession.
The phrase – Easier Said Than Done – could well describe her situation when to opt for or drop the new option(s). Firstly, she needs to have the courage to act and go for the decision made. The mind readiness to learn on new work knowledge and adaptability into totally new working needs and deliverable duties. And the last but not least, she needs to face the reality for getting a lower pay than what she could earn now. Vivien gave up due to the latter. For a newbie in a job, their salary tagged along with their working experiences and knowledges. Vivien’s long service in finance department gave her a rather stable and good pay. She has some monthly fixed financial commitments that she has to meet and fulfil. She wasn’t ready to have a spending lifestyle change, i.e. same financial commitment with lower pay situation. And she wasn’t confident enough to get the job done properly with the minimal knowledge in other departments.
“I used to be an accountant too!”
The conversation Vivien once had with the taxi driver rang behind her mind. That taxi driver that came to pick up Vivien’s taxi booking reservation shared that he changed from a professional accountant to a free-lanced taxi driver, simply because he loves to drive.
Vivien: Wow, you’re so brave!
That was Vivien’s instant reply to the taxi driver on his career change decision. The happiness that shown on his facial expression emit the rewards to his courage and the decision he made for himself back then. He now enjoyed his current job and has more free time with his family while carrying out his hobby – driving!
By having so many job changed over Vivien’s career life of nearly thirty years, she met with various people. Some were her peers, subordinates, managers, management people and even directors and shareholders. Well of course they were people from different races, ages, genders, country of origin, name it. There were pros and cons in almost everything. The high and low in working life, work disagreement or clashes, knowledge-sharing and well-work cooperation among the colleagues, work attitudes in each and every person… all these formed each milestone named as work experiences of Vivien.
i) Subject 1 – Regional Financial Controller
In her previous job, Vivien carried out multiple tasks and responsibilities that she has to perform with the job title given to her and the job scopes she was expected to deliver. She discussed with her team member, coordinated the timeline, prioritize work planning based on urgency, and stayed back late hours to ensure tasks were delivered on time. But… her manager, Carol, wasn’t happy with all that. Carol somehow demonstrated to her team that she enjoyed good phrase to her name and claimed credits. As an APAC Chief Financial Officer (CFO), Carol even gave an excuse that has been the best excuses in the world – I don’t know – during the management meeting. That really shocked Vivien as Carol was made aware of and being updated about finance team’s work progress and discussion. ‘I don’t know’ successfully kept Carol at safe bay and pushed all the blames onto Vivien. Vivien was left helpless no matter how she explained what was discussed back then on those work topics. No one chose to stand up for her but better to stand as the same team with the APAC Chief Financial Officer.
One day, Carol called Vivien for a meeting at five p.m., on the day Carol landed Singapore office. Vivien was shocked to find so many people in this last-minute meeting, the Human Resources (HR) officer and the Asia Managing Director joined as well. Vivien thought that Carol was about to once again bringing up the discussion that Carol claimed she didn’t know anything during that last management meeting, with both of these two colleagues in presence or as witness. Carol informed Vivien that the management decided to let her go and she has to leave the office by the end of the business hour, which was another half an hour to go. Vivien calmly looked at Carol and never thought that this was the topic for the day. Vivien wasn’t sure if Carol was aware that she can’t hide any of her arrogant and authoritative attitude on her face. Perhaps, she did that on purpose for Vivien to see? Vivien didn’t have the answer. Vivien faced the truth and disappointed to have such a blind manager, she clarified the last salary and financial benefits she was entitled to and went to pack her stuff in her office. By the time she came from that meeting room, most of her colleagues and team members already left. Vivien only managed to say goodbye to her assistant who held the accountant post.
What? What happened? What they said to you?
Her assistant was so shocked to what he just heard. He couldn’t believe such an arrangement was happening to the finance team when Vivien has just discussed with the team members that morning about the tasks arrangement for everyone to focus on in the coming days or weeks. Vivien can’t say much as she needed to quickly packer her things and leave in another ten minutes. That evening, some of her colleagues from other department and even cross-country dropped her a call and messages asking the same question – What happened? Why such sudden decision? As much as Vivien understood that all those were Carol’s doing and decision but nothing much she could do about it anymore.
Reality was ugly and out of hands sometimes. Face it and get moving.
Vivien spent a week or two doing nothing but relaxing her mind and body without any mind-stressing work-related topics in mind, for. She then started to look for another job after a short trip back home visiting her family.
Oh yeah, the Human Resource (HR) officer was another one too…
ii) Subject 2 – Human Resource Officer
When Vivien started to join that previous MNC company, the HR officer, Joanne, who was a local, was so friendly and approachable. Time was all one needs to see the truth of a person or a matter. Slowly, Vivien got to know that Joanne was actually the wife of the local General Manager (GM), a.k.a. lady boss. Vivien wasn’t sure and didn’t even bother to know if Joanne has any HR qualification in holding her position. But with time passed, it wasn’t hard to see the unprofessional side of Joanne. She as a HR officer, she would leave the office any time she wanted to, i.e. to pick her kids was often heard from her. She was hardly seen in the office even when she was tasked to assist laboratory test work.
New work requests were sent from head office, and trainings was conducted to all the relevant colleagues from all departments. When the topic touched on the laboratory work, after Vivien elaborated what need to be prepared and reported going forward to the team, Joanne quickly interrupt the training by saying that she couldn’t do that as she was busy with HR matters.
But you’re also handling laboratory work.
Vivien replied her and Joanne stayed quiet. That was the work arrangement given by the management onto Joanne for her to assist laboratory work due to HR tasks weren’t heavy. And Joanne accepted it. So, simply said, both HR and laboratory work shall be Joanne’s responsibility. New work requests were to be carried out by each and every employee, no one was exceptional. It was neither for Vivien nor other colleagues to listen or accept her excuses as such. If she can’t deliver the tasks, management team was the one she should highlight and discuss with.
Towards the year end, the decision of bonus was finalized. Official letter was given to individual employee with high confidentiality. Out of nowhere, Vivien heard Joanne’s loud voice echoing through to her finance office.
Wow! you’ve got a huge bonus this year, huh? Should treat me for lunch then.
Joanne said so to a colleague that was sitting in open-concept office workstation.
Shouldn’t this topic be confidential? If you want to talk about it, keep it at a tone that only both of you could hear. And on top of that, not every employees entitled to bonus. How could you as the HR said it out loud, just like that? Have you even considered the feeling of the colleague that you were talking to and other colleagues that overheard it?
After lunch break, Vivien saw Joanne passing by her office, she then called Joanne into her office. Vivien shared that she overheard their conversation this morning and reminded Joanne in a polite way that she shouldn’t have held such conversation openly as she held the position as HR, and furthermore, their discussion topic was sensitive. Joanne replied “Oh.” and then left Vivien’s office.
With such kind reminder in a polite tone sent to HR officer, it brought reverse impact instead. Joanne started to show her work attitude and biasness towards Vivien. She no longer greet or hold any small chat with Vivien thereafter. Vivien witnessed her change. Vivien continued her finance work without giving much bother about Joanne’s attitude but Viviene would voice up if Joanne crosses the line as HR office and professional work ethics.
One incident triggered Vivien to point out the issue of Joanne. Vivien has been working late, almost every day, in the office; and she asked for the spare key to the office gate. At that moment, Vivien has to trouble the operation team member to help unlock the gate for her when she was about to head home. But, out of expectation, Joanne replied Vivien with an official email that employee has to leave the office on time and no key will be given to Vivien. This email from Joanne had actually caused work disruption to other colleagues as well, for they have to stay back to attend the conference call conducted by overseas’ team and sometimes, they, too, have to stay back to rush up some urgent work matter. A few of the office colleagues were given a spare key except for finance team. Rounds of discussion with Joanne still arrived at the same answer – no key will be given.
Vivien was pissed off as she has mentioned to her manager that due to her knee pain, she would rather stay back to complete the work than carrying laptop home, every day. Her manager approved it. Joanne didn’t bother such work arrangement shared by Vivien. Vivien replied in email that she complied to working hours and stayed back was all for work needs. And Joanne as the HR officer wasn’t often not found in the office during office hour. Vivien asked for Joanne’s reconsideration on her request for a gate key.
Joanne realized that her words in that email wasn’t professional as she was taken over by her own anger even though the fact she stated was all truth.
Joanne’s work relationship with Vivien turned sour, right after that. Two weeks after that, the local GM happened to have a quick chat with Vivien after office hour. After a short chat on some leisure topics, the GM apologized to Vivien for his wife’s way of doing things. Vivien returned with a mild smile. She mentioned about her knee pain to him. But… that was pointless anyway. Vivien, who was still not being given a spare key, left the office in the evening with the help from the operation team in opening the locked gate for her. That situation went on and on until the day Vivien was asked to leave the company by her manager, a year later.
Vivien: I just came here to work and not for any office politics.
Vivien once said so her lunchmate cum colleague, James.
He quickly replied that those who mentioned this were the ones that caused the politic most of the time.
Vivien went into silence after hearing his statement.
Was he bias or what?
Vivien tried to comprehend his comment and if that statement also applied to herself but she couldn’t find any. She really has zero-interest in meddling in any office gossips or support anyone’s bias treatment towards other colleagues or in the work-decision making. Reasonable was one of her work principles; responsible, respect, team work, honest and some other positive values follow thereafter. A little gossip heard over the lunch break can be merely an entertainment to Vivien’s ears but that’s all. She would rather view or assess a matter and work decision from a rational point of view. Vivien still couldn’t agree to that statement from James till this day as that wasn’t apply to everyone.
iii) Subject 3 – A Team of Three (A Leader and Two Juniors)
Back to Vivien’s new job, she was tasked to lead a team of five and directly reported to the local CFO, Willem. Willem gave a brief walkthrough to Vivien on the finance team’s overall duties and team structure. All the handover tasks were assigned to the existing Senior Finance Manager who was serving his resignation notice, in just two more weeks. Vivien learned as much from this predecessor since she was totally new to this business sector. She was then left to handle the post on her own. In the shortest time, Vivien tried her very best to understand each of the team member’s job scopes, and get along with the team.
Two of the junior-post team members shown their work attitude without any hesitation. What they demonstrated was one that was in need of the basic work ethical training even though they have been working in this company for nearly three years.
Terrible staff…
Vivien scheduled a finance meeting with all team members and Willem as well. Those two juniors rejected the meeting invitation and stepped out of office when the meeting was about to begin, without giving any reason. They went off to take a long coffer break. And the interesting fact that Vivien discovered was Willem allowed and pre-approved their way of doing things. He answered on their behalf on all the work that was related to them. The remaining three team members were the ones that gave their best cooperation to Vivien as well as Willem. They understood the value of team work.
For better understanding on each and every team member’s work and attitude, all Vivien has to do was observe their daily work pattern, and how they respond to communication with colleague, be it the way they speak in person or reply an email.
After two months, those two juniors proved themselves as hard to work along with and non-cooperating team, be it within finance team or with other departments. Vivien brought up this issue with Willem during their 1:1 meeting, aiming to solve the issue for better work efficiency. To Vivien’s surprise, Willem mentioned that it was all Vivien’s personal issue that she was to negative thinking. He advice Vivien not to send email or work message but to bring her laptop to those two juniors’ work station and ask them in a pleasing tone instead.
What?!? Email and message are not accepted as work instruction and work communication? Manager has to please the juniors in order to get them to do the work? Are you okay, CFO?
Vivien couldn’t understand the reason behind Willem to allow such thing to happen within the team. All other three team members also facing work-communication issues with those two juniors. Even though they asked the politely in person, those juniors would either giving them a blank face in return. No respond as if they were deaf and mute. The frustrated team member would return to their work station and continued to struggling themselves in finding a work solution.
Willem: If we change them, can you get me replacement at the same salary rate as theirs? Their salary is low and we should close one-eyes on their way of doing things as long as their deliver their daily core job function as payment operator.
Why must we allow the employee to act this way? If they can’t perform, not cooperative, not taking work request but still showing their attitude at work; why must we keep them? There are a bunch of candidates searching for a job in the market. A low salary is not an excuse for he or she to use and give a low-quality work to the company. Who can deliver the work, stays. As simple as that. Were they having a special bond or something with Willem? Were they relatives to Willem? Why would he protect them to this extend? I don’t know.
Vivien replied all these only in her monkey mind as it was pointless to tell someone with such a mindset. With such an unprofessional advice given by Willem, Vivien and the rest of the team members have no choice but to get their job done without any cooperation from the two juniors.
Vivien even managed to read the character Willem carries through their daily work correspondence. Willem would stay silence in the management meeting but say negatively after the meeting with finance team and those colleagues from other departments that were close to him. He could not hold his behaviour from adding foul words in his conversation with almost anyone (except in the management meeting with the higher ups).
Would the E.Q. training course fix his issue?
Vivien wondered.
Whenever Vivien sought for clarify and work direction for finance-related issue, Willem would reply her as follow (added with foul words if it was a verbal reply):
“Go ask someone else.” (As long as don’t ask him for work direction.)
“Just follow the practice in the past. No changes should be made. If it was wrongly reported, keep the same way reporting it.” (Even though knowing the past practice was incorrect or wrong.)
“We should work as a team. Why are you keep coming back to me?” (A gentle reminder on the possible outcome of the work arrangement would often lead to a negative accusation from him.)
Vivien was speechless to receive such a reply from her manager, the head of finance team, the CFO of the company. Vivien asked valid questions, in a proper professional communication wordings and tones seeking for a solution to finance’s matter but that was what she would receive in return. Was work discussion not allowed? But funny thing was when one of the former accountant acted her own way seeking an advice from the authority helpdesk without consulting Willem in advance, Willem vented his anger and accuse him for doing things without his permission and he expressed his disappointment to the whole team.
Can anyone tell me why can’t Willem stick to his decision? Can he stop flipping his minds and words, from time-to-time?
Vivien kept having headaches and experiencing dilemmas at work when dealing with her superior, Willem.
Another extreme work attitude in Willem was witnessed by Vivien, over time. At the board meetings or any official discussion the top management team, any topic that shown an error made within the finance team, Willem, the CFO, would respond in split second – “I don’t know. I never heard of such thing until now.”
Vivien who also sat in those meetings was stunt to hear such statement from Willem.
How can he claimed that he didn’t know anything? He was discussing about it for days and we have been updating him on the progress of the situation. Wow! I do know that ‘I don’t know’ is the most irresponsible excuses for one to use yet still mostly used by most people. But for caliber top-management team such as Regional Financial Controller and CFO, are you sure you should say the excuses? Shame on you. A professional is expected to understand the regulations and requirements in his or her job and responsibilities. If anyone doesn’t know, he or she is expected to go read, learn and understand it. Ignorance such as ‘I don’t know’ is not an acceptable excuse in their position.
Both Vivien’s superiors (the former and the present one) demonstrated the same irresponsible attitude at the management meeting, just to keep themselves safe and clean. All the blames were on others or Vivien to bear.
A year later, there was a change in management team; a new CEO joined the company. His very first speech to the employees of all department during the meeting was : We are not a charity body. The company operates to get a profit. Without any profit making, you and I won’t be getting our salary and bonus, agree? Work efficiency and team work are the critical value to achieve that objective.
Vivien fully agreed to his statement and she foresight the change in finance team’s job scope as well since the new CEO was striking for work efficiency (fast yet quality work) to the management and good services (fast yet quality respond) to the customer. During lunch break, Vivien shared her views with the three team members hoping that they could adjust their mindset and readiness to adapt in the new work arrangement and/or new timelines (if any) from the new management.
Willem didn’t call for a meeting with all his finance team but only invited those two juniors to his office. Later days, he mentioned that he reminded those two juniors on the likely working patterns of the new management team and they are to catch up on their work deliveries.
The following questions popped up behind Vivien’s mind:
1) Aren’t they supposed to deliver their job as stated in the job scope and prompt reply to customer’s enquiry email, everyday?
2) Why did you only inform those two juniors? How about the rest of the finance team members? Shouldn’t they be informed as well?
At times, Vivien sunk herself into a deep thought. I do my work, I act and respond without much biasness in the mix, I act the way I should (based on my job responsibility and as a person I should be), I say the truth, I speak ethically and in the normal tone at work (not the pleasing tone though).
So, why would the other party acted so weirdly? Why would they show their true colours/real/rude side to me? I don’t want to see those. I have never asked them to show me their real personality. Keep those to themselves as they are NO BODY to me. I couldn’t care less. Please leave me alone.
As if I was just sitting there, being myself,
and they started to act…
and their dramas began…
Or perhaps, Vivien was over-thinking. She might not be the only audience that those people intended to show themselves off to.
