I believe constructive feedback and regular communication is crucial when working as a team to achieve goals together. It helps to create a common synergy within the team to overcome business changes, especially during these highly dynamic disrupting technology times.
Small teams could apply agile/scrum to achieve this, while larger teams/companies make use of town hall or MD message as a tool. However, for effective communication, feedbacks should be done both ways, top-down and bottom-up. It would be valuable to the management to receive feedback regularly to reflect upon their decisions and actions.
Dear xx,
This is my email to you before we finish off Q1, generally, similar to the MD message, I think it would be fair that we should reflect our ideas/suggest to you as well. Upon working with you and knowing your style, I hope you understand my faithful intentions. Below are the main areas I have observed.
Brand awareness and recognition: 9 articles in 13 years: this is terrible! This shows that our predecessors has no marketing penetration idea/direction at all. - WIP
Our XXX and HR: We are still doing things that were designed for a smaller company. The mindset or working practices are still set at maximum capacity. To enable growth, they need proper tools, I’m glad to see greenhouse in HR. It is a good example that should be rolled out to other areas, good move. - WIP
We sell talent, we need talented people. Sourcing isn't that hard nowadays, however, convincing and winning them over is war. A good T&A is rare and hard to find, we have one, don't lose him. If our T&A goes back to what it has been over the last decade, then it's a sinking ship. - WIP/Needs high attention.
Project X: As one of our most important project today, it is deteriorating. Not only will it have an impact on the project, but it will also affect our reputation to XXX, the XXX industry. The project team's moral is slowly dying down. - WIP/Needs high attention.
Our KM: It's acceptable for people to resign, but the knowledge should remain as company asset, we have no mechanism to capture and utilize it. Proposals and PPT are just tip of the ice-burg, the details inside is the real KM, this is crucial because we sell how to solve problems, we shouldn't keep re-inventing the wheel. - Needs attention
Collaboration across BU: Referring to your KO mesg, BI's solution and delivery intersects with all BUs, it is important and we (especially BI) know what's going on and what's about to happen in every BU/Project as a whole. We've discussed why information doesn't flow - this has to be solved - Needs attention
To solve and overcome these situations, we all have to help. However, the cause of this, the blame is always up top, right, the management. If we had good management, we would have overcome our competitors by now.
This lesson is similar to our clients, they can't grow with the 1st generation style of management, they have to transform and make way for the 2nd generation management and put the right man on the right job.
From my experience, To be 1 in 3 years is doable under your leadership. It's a good timing to reform, utilize our core values and empower our people to be innovative and to be able to unleash their maximum potential to help Abeam to be 1 in 3 years.
This change, has to be decided/executed by you. However, as your team, I put my trust in you with full support and believe that you know best how to overcome this matter. If any of these aren't clear in anyway, or should you like to discuss more in details, I'm more than happy to come around and have a chat.
Best Regards,
