Professor Phan Van Truong was born in 1946 in Hai Duong. He is a senior expert in the field of international negotiations and an advisor to the French Government on international trade. He was awarded the Knight's Medal by the French President in 2007. He used to lead at Alsthom Power, Alsthom Transport, Suez, Lyonnaise-BOT, Wah Seong. In a recent sharing session, Professor Phan Van Truong had the opportunity to recount his thrilling leadership time at the multinational energy corporation Alsthom Power.
Management turns ordinary employees into extraordinary people
"The person's left side is all plastic from being crushed by a metro train," the professor said.
When Professor Phan Van Truong (then Deputy General Director of Alsthom Power) saw the man's ability and called him over, this person looked like a "resilient horse" saying: "Leave me alone."
But the Professor said:
– You don't have a left leg, I called you out.
This person was very surprised. The professor continued:
– Because it is extraordinary not to have left hand and left foot but to exist to this day, I need extraordinary people.
Hearing this, this person was very touched, and immediately agreed to cooperate. Later, that disabled person devoted himself to helping Alsthom Power win a mega project worth billions of dollars.
“Governance is motivation,” Professor Phan Van Truong
The professor said: "From very ordinary people, even incompetent, I turn them into heroes."
Normally, I only withdraw from one employee about 60%. But people with high motivation can get 120, 140% from their energy capacity.
“On the contrary, if we do not manage well but manage, those same employees can become mediocre, if not sometimes incompetent people,” said Professor Phan Van Truong.
According to Professor, in large companies, there is often a situation where people are "in the closet" because of this: They are very talented but do not want to cooperate, they themselves are discouraged and do not believe in the leader, leading to not contributing. What to get for the team.
From turning an ordinary person into an extraordinary one, the art of management can help an ordinary team "do terrible things in the world," the professor added.
When we have that person's energy and capacity, people are ready to work in groups, ready to exchange. That is, my company not only has many good people, but also a team that is twice as much as three times the previous group among unmotivated people.
If you don't manage but manage, the team has "no matter how many people it is, it's not enough"
Professor example:
When a team of 10 people complains of a lack of people, it is often because 10 people cannot work together. It took 60% time to fight.
When managing, if I say 10 people is not enough, I add 3 more people, becoming 13 people but never enough, still feel lacking.
Professor Phan Van Truong said, when there is a shortage of people and more people, the leader of that team is more interested in hiring people, because then people go into a vicious circle. They think that the more people they have, the bigger their position in the company. "That is, bureaucrats feed their own bureaucracy," said the professor.
Meanwhile, according to the Professor, good governance is like climbing a mountain: An 8-person climbing rope is just right. But less than 8 people is not enough, more than 8 people is superfluous. Because less than 8 people are not enough because they have to bring a full pot of pots and pans with food and drink. If there are more than 8 people, the climbing rope is too heavy.
Good governance is about setting up the right team. The fastest climbing team is the one with no shortage or excess
Management is very easy, the professor said, “Just sit there, then call someone in, I'll let you be an assistant, you do what I control, keep control of the exit and the entry. The company year is five not, good years bad years. In general, hybrid."
The low leader wins from time to time. Good managers are invincible, Professor concluded.
