stalled

Its a scorching 2 o'clock. Very difficult to kepe eye opne. Seeing doouubblee. So sleepy can sleep standing.

Its been an ok soso day. Pretty quiet. But have got most of the things done. The presentation package for the Indian trip, fixed up appts for the next couple of days and even got to speak with the CEO. He was in chatty mood today, pity cldn't do the interview today. But good idea to let me ponder the questions a little on his open, and allow me to put things into perspective. What do I want to acheive? How probing shld I be? What can of image do I want to portray of him?

The man's a pretty decent guy. But is that all? People say he's got a heart. Sure he does. Others say he's entrepunerial, good biz acumen. Abba den. How else wld he be ard for more than 30 years? What's something everyone knows, but actually don't what's the headline!!?? "Lost in time?" "My way?"

That is the million dollar question.

Reality check

Idealism. Such a dirty word. Especially when working in a organisation going the dinosaur way.

Reality. Such a ugly state. Why won't the big bang just happen sooner?

I wonder. I really wonder. What would the real world be like, if everyone shared the same objective, where everyone here lived in the great GE world, where every moment of one's waking hours are used to think of ways to drive the company forward, and where every sleeping moment is spent dreaming of the next innovation. I guess the words of a "junior" employee hit the nail on its head when she observed that this organisation has grown too big for its own good.

Have you ever observed what the lizard does when its under threat? Yes, it sheds its tail! The body will scupper away, leaving the pre-programmed tail to wriggle till the duracells wear out. By then, the lizard has already left the building, leaving it to see another day and grow its new tail. Its happening here. The tail is wriggling, but the body is so heavy, the legs are not able to support the body. What's worse, each of the legs are programmed to react differently. So instead of scampering to safety, it becomes an amusing circus, a comdey of errors. Hey, maybe that's why it got itself into trouble at first eh.

Who do you blame? The legs for having their own agenda? The tail, for not wriggling fast enough? The body, for being too huge? Or do you blame trouble itself, for the trouble it is in? Or maybe, even the environment, for if the environment was freindlier, better designed, trouble would not be there, and things would've been hankee doreee.

Know what is the 5 most common response, when new ideas are generated?

1. I am busy, I got other things to look into.
2. This will never work. The boss might not like it. Trust me, I know him, he won't buy it.
3. This is how it has been done/We have been doing it this way.
4. That guy again? Why can't he just do it our way?
5. Why bother? This is not my responsibility.

The world Dinos lived in were completely wiped out. They had no control over their fate. Of course, before that happened, many generations of T-Rexes did roam the earth. They were the kings of the universe. They were the meanest, the baddest and they made this domination known.

Will our universe collapse as well? We too have no control over our fate. Will we be able to survive this generation, despite all the half baked programmes we have? Will our fears for progress overwhelm our quest to be embrace success? Will our fear of making our ally unhappy be so overpowering that we will settle for second best? At judgement day, all will be made known. In the meantime, we remain T-rexes in disguise. Will the real T-Rex please stand up!

Rudderless boat

To conform to decorum and fulfill my faithful duties as a subordinate, reported to the boss about certain critical issues. One relates to a quotation and the other, the newsletter. The first issue is almost resolved, after dingdongs over 2 years. The second issue leaves me with no clue whatsoever what the D of M&P (DMP) expects/wants/wishes to lead the team.

I mean, my vision of the newsletter is basically to help manage information and disseminate it to the public, to allow the customers/suppliers/community to have a better impression of the company. Well, after that session, it suddenly dawned upon me why I never pursued the newsletter cause earlier. Perhaps what I learnt in school are pure academic crap. Or maybe I still live in an idealistic word that is totally out of sync with reality. Could it really be? Well, you be the judge.

Told him about some ideas the committee had, to beef up the contents. Like showcasing a case study, how we were able to contribute to the customer's success. Know what he said? You and the committee go and sweat over it lor. I am very busy with so many things, where got time to think. Woah.

Then there is his immediate subordinate. Told him what I told his boss. At least this gentleman was more receptive. But, also another blank. "Very simple, we got so many subsidiairies, just mention that we got 10 countries etc. etc. Man, I mean, what is the point then? Just tell people what they already know, or can easily gleen off the internet? Where is the value add then? So, I challenged him, buttered him up a little, "what would interest your customers to such an extent that they will sit up and immediately pick up the phone to call you and say XX, good job, I never knew that your company was so good. I want to meet up and discuss with you." His reposnse, "er, I cannot tell you now, I need to think about it."

Positive: He is willing to co-operate, and will put some thought into it.
Negative: I mean, you are the second-in-command, and you don't know what is it you have done to inspire greatness? Oh ok, we are not meant to promote greatness here, we are here to merely do our job. So, what in this bloody world have you contributed to the company's success. It should be so easy, after all we have ammassed reveunes of close to half a billion US$, and customer base so diverse. Gosh. Can you blame me for taking such a dim view of the company?

Guess there is much to be done here, to effect a radical change in the orgnaisation. The complacency and the contempt for those not in their innermost circles is so great, it'd take a strong strong man to change. It is a company wide phenomenon, from the highest echelons and permeating through to the cofffee ladies. What can be done? What needs to be done? People know it, they all feel it, and they are sure something needs to be done. This has been festering for years upon years. Nothing has been done.

Back to the newsletter. I shall not be defeated. Like a wise lady said, just do your job, and show them what you can do. Yes, with the help of the almighty, and the co-operation of the committee, I shall survive the ignomity of defeat, we shall claw through this cesspool and emerge as stinking radicals. We shall show the world that talent & opprtunities abound within this organisation that has remain untapped. Like sitting on a large pool of oil reserve, and not wanting to start drillling, in case of this and in case of that. Credit is afterall, theirs to enjoy, not mine.

all systems go?

Had the first meeting yesterday evening. Must admit was a wee bit apprehensive how I should handle the team. Basically quite a good bunch of ppl to work with. Afterall, I handpicked them what! Each has her own goodness and if harnessed properly, we will develop into a swell group. Of course, I am ever the optimistic as far as judging ppl, and I also choose to see the goodness in them.

My prayers have been answered. I thank the Almighty for watching over us. Faith has carried us thus far, and faith will carry us far. Now that the difficult part is finally behind us, now to labour over the nitty gritty details. Am ever vigilant over the potential road blocks, and will not rest easy till the target launch date.

Exciting isn't it. I sure hope this enthusiasm will rub off onto all the members, and it will be sustainable. "The hills are alive...."

A third beginning

At long last, a project that has ben years in the making is finally taking shape. The company has given the green light to tap on one of the most potent communication channel -- the newsletter.

In theory, any organisation would be using this effective tool to reach out to their target audience. Afterall, you manage the information and you package it to your advantage. How difficult can it be?

It seems it takes a strong strong person with plenty of guts to see this through. See, someone just reminded me that this would be the third incarnation of the newsletter. Wow! come to think of it, this has been the common response whenever this topic has been broached. The previous editions were mainly internal ones, ie targetted at staff within the company. I was involved in the second one, and it was not a pleasant experience. Plain painful in fact.

This time, it will be different. It will reach out to the world, ie, it will go out to customers, suppliers, government bodies, and of course, staff as well. I have lofty ambitions, and I have high expectations for this. But then again, I am under no illusion that it will appeal to everyone. It will carry positive news, corporate news, news about our global reach. Ultimately, whoever reads this will take home something positive about the company. Yes, that is the objective! To inform and sharpen the image and enhance the brand of the compnay.

Why do I want to get my hands dirty, and at the same time, drag 4 others into the cesspool as well? Simple. No, in case you're wondering, its nothing to do with ego. There are better ways to make myself look good. It is because I believe in the future of the organisation, and something must be done to improve the inter-company relationships. I did enjoy some measure of success in the corporate identity and umbrella branding efforts. Now to cement it further.

We are a vast group, spread over 3 continents. Therefore it is only logical that communication can break down, cultural and time differences notwithstanding. But for the people within the company to not know what is happening internally, or even treating as fact what is essentially dated or wrong information, that is something to be worried about.

I mean, one guru that I used to work very very closely with once taught me that creating confusion is one very powerful weapon indeed. I never understood it, until recently. Where your grasp of a situation is not complete, or if you don't want to be caught unawares, create your own diversions and sow seeds of confusion. That way, others will focus away from your failings, and maybe, you will be rewarded for clearing the confusion. :) Makes perfect sense now, come to think of it.

All this must change. And quickly too. If I don't seize the bull by its horns, the bull will seize me. Another of those quirky imagery I was taught from young. In any case, it will not be pretty. So I shall give it a shot. Get 2 issues out, and let the consequences overwhelm me in any way it deems fit.

In any case, the committee members have all been nominated, and some formalities need to be sorted out. The framework has been defined and now let the fun begin! I earnestly pray that this train does not get derailed. Please pray for us too.

The spirit is willing, but the body is weak

Its another angst filled day. The constant struggle to deliver within expectation is really driving me insane. It is a constant dichotomy that has evolved to become a malignant tumour.

My job is such that I am to project a true and consistent image of the corporation. It is my job to ensure that its position in the market is enhanced, or at least protected. I am to create a positive spin, within legal and moral confines, to ensure the publics have the confidence to continue that sometimes tenous relationship.

A simple job. Right?

I beg to differ. Like the saying goes, garbage in, garbage out.

Where does the corporation stand? You try to make sense of all the terminologies you learn in school. Brand positioning, competitive forces, SWOT analysis, top-down mangament, management styles, leadership skills.

At times, I feel as though I have let everyone down. I am an utter failure as a communicator, both internally and externally. Do employees really know the company they are working for? Do they know where the company stands in relation to the competition? Do the investors know where the company is headed? Are their investments secure for the foreseeable future? Are they willing to invest in the company, or increase their investment?

But is it my fault? Maybe it is. If only I had tried harder to assert my influence in the early days. If only I had been more involved in playing the popularity game. If only I had been more concerned about fitting in, to go with the flow. Alas. Who was I to think that I could change the world? Especially within the confines of a culture steeped in favouritism and where "who you suck up to" is more important than what you know. Sigh, therein lies the core problem.

I am unpopular. How can the PR guy be unpopular? The PRO is the person who brings in the business and is the one to sell the bottles on the shelves. Hell he is the one who sits on laps and sings a few songs. Its such an easy and no-brainer job. Why have him around?

This department's core fucntion is not to push bottles, for heavens' sakes. The PR department acts as the conscience of the company? Image, is it skin deep? Or does it emnate right from the deepest core of the company? It is a fine line that separates the two, but in essence they are separated by a gulf of differences. The former requires lots of positive and sometimes false spins. Its like cosmetic surgery, some nip and tuck, and wahla, you are beautiful again. In truth, image is the projection of the company's innermost believes. It too requires spin, but these are done truthfully.

You know what? I think this company is lost. It is akin to suffering from a mid-life crisis. It has lost its identity. It does not know where it is headed. It does not know what it wants. It does not know how to go about getting there. There. Where's that? Ask any 2 person, and they will give you different versions. Escalate that to 10000 employees worldwide. No wonder I am so angst filled.

Suddenly, I fathom the problem. It is crystal clear. We are in trouble. It is time to press the panic button.

Wait! where is the button? Which is the panic button? Every button is red. Every button is of the same size. And there are 30 buttons in all. Which is the Panic button?