The COVID19 pandemic is disrupting our work routines and rituals, and these are valuable behaviors that create connection and shared meaning which we unfortunately, took for granted. The fear of not being able to go back to normalcy and the loss of routine can result in disconnection from society and further amplify distance into isolation, as most of us are being ordered to stay home to keep ourselves safe.
It truly has been a while when we could stop by at our colleagues’ workstations, bumping into them in the office hallway, talking about what we have been up to during the weekends, or following up with a colleague about the project that the we have been working on. We may have undervalued the significance of such interactions with our colleagues until we have found ourselves working from home for too long. Humans are born as social creatures; we need connection with a human being to fill the emotional void in us.
These precious interactions are also known as social capital where shared values are evident in individuals, allowing us to work together as a group to achieve a common purpose. Social capital in a person generally stems from kindness and empathy, where one would go above and beyond to support others with mentoring, guidance, and knowledge. These forms of generosity allowed us to build a base of goodwill and familiarity through these informal social interactions.
However, the sudden shift to an indefinite remote work environment has changed the nature of social capital in many industries and it might not necessarily be for the better. Though virtual meetings have increased tremendously to create a sense of connection, it also led to a steep increase in isolation and disconnection.
Since the pandemic has repositioned our ways of working, what could be the fate of employer-employee relationships?
Miscommunication occurs frequently when the intended message is not successfully relayed across the team. Remote teams that rely on chats and emails are more susceptible to miscommunications, as communication is not being exercised appropriately. One thing to take note of is that effective communication relies heavily on non-verbal cues, and most of them cannot be translated correctly and succinctly into words.
One way to solve this is to take full advantage of technology and make use of the various modes of communication that are widely available – instant messaging applications, emails, chats, video meetings, and voice calls. Since a simple punctuation mark can be miscommunicated, it is vital to identify the right channels to use for different purposes.
For instance, teams can utilize video calls when it comes to brainstorming activities when interpersonal interactions are being prioritized, whereas disseminating lengthy instructions can be done via emails. When an employer provides clear guidelines on which communication tools are being used for each specific purpose, employees are able to keep their communications compartmentalized.
Remote working requires both employer and employee to be more digitalized, both parties need to come to an understanding that there would be fewer physical interactions in place, and when it becomes a norm in the workplace, both employers and employees may find it hard to transition to a fully virtual state in such an abrupt timing.
As trust requires time to build, employers may have a sense of distrust among their employees. Though digital tools allow employers to keep a close tab on their employees, micromanaging them and watching their every move at work continuously will unlikely boost productivity, efficiency or motivation. Employees would feel stressed out as they could not perform their work at ease.
What a manager can do is to delegate tasks accordingly, give employees a timeline and practice effective communication which would lead to better employer-employee relationship.
Employers should cultivate more empathy and trust towards their employees by being transparent and readily available to them. This means having the ability to respond to employees’ needs and concerns within a respectable time frame. Employers can also take the initiative to start off an informal conversation with their employees before a meeting as this will allow them to feel more connected, thus creating an inclusive work environment.
Remote working also leads to a lack of collaboration. This happens when employers do not actively engage in conversations and they avoid sharing their ideas with their employees, or dismissing employees’ opinions and voices. This may cause their employees to hold their tongue and not give necessary feedback that is vital to the company’s operations, as employees may feel undervalued for not being included in the decision-making process.
The strategy to tackle this issue is fairly simple and straightforward, employers first have to instill self-awareness in them to realize that they are not empowering their employees to “speak up”. Employers can start to initiate interaction by having team meetings, where everyone shares their interests outside of work, and from there, employers can start to discuss what is on their minds regarding work, then giving their employees a platform to speak on work issues, including them in decision-making processes and this will create a more conducive environment at work.
Employees often require the need to feel “seen” and “heard” to remain productive, hence it is crucial that employees know that their employers are paying attention to them. A strong organization with a clarity of purpose equipped with a well-defined culture will invariably cause a dedication of both employers and employees to strengthen ties and building good rapport in times of crisis.
For a prolonged period of time, we think of connection as a personal interaction, preferably with close proximity. However, we had it wrong big time. Connection is something everyone experiences differently. Connection occurs when one is being seen, heard, thought about, appreciated, and most importantly, acknowledged. For instance, when we produce great results on a project and having our work properly recognized and appreciated, we would have a sense of gratitude towards our managers and the company we are working for.
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This article was originally published by ZhongWai Management Magazine
The characteristics of a high-performance team are like-mindedness and interdependence.
All industries have been hit to varying degrees by the COVID-19 pandemic. For many entrepreneurs, the capability of leadership is crucial to business continuity.
With the ongoing threats from the pandemic, what are the most profound challenges for corporate leaders and entrepreneurs? What should they do and how can they make the team more resilient? In this regard, Wu Gang, Managing Director of Performance Consulting International (PCI) China, gave his answers when he participated in the “Managing the 100 Great Lectures”.
Two profound challenges facing corporate leaders now
In today ’s turbulent environment, leaders are facing the same challenges, which have nothing to do with their industry. Among them, the first challenge is: “What is the mentality to face the crisis and turmoil?”
Facing an pandemic and other crisis, should leaders’ accept fear, be suspicious, or just trust themselves and their team? Should they bear it alone or choose to depend on each other in the company? These two different mindsets and choices will determine two different outcomes. When leaders are afraid, the way ahead will be more difficult. Whereas the mentality of trust will enable leaders to see more opportunities and potential in the team. Bearing everything alone, the pressure is huge, but when the leadership teams work interdependently, more possibilities will be uncovered.
The second deepest challenge for leaders is to figure out: “Why do we exist?” Most companies or organizations know what they are doing, such as the products they produce or the services they provide, while some companies or organizations do not know what they do or what they are doing in times of deepening crisis. In this context, it is necessary for leaders to figure out “why they exist”.
A company’s mission, products, services, and business models are all clear, hence these things are changeable, and they only need to figure out the “why we exist” question. Once this is clear, the mission and purpose of the entire enterprise also become very clear, and they will know what to do and how to do in the face of crisis.
So, knowing the two major challenges under the current crisis, what should corporate leaders do to continuously improve the enthusiasm and resilience of their organizations?
2. ‘Four steps’ to deal with the turmoil of the current crisis The first step is to actively manage your mentality. An entrepreneur or leader working at this level is likely to be lonely because there are not many friends who can communicate and share their secrets. Coupled with short-term results and long-term performance pressure, all these lead to physical and mental exhaustion. Working long-term in high-pressure environments without relief will have a very adverse effect on health. Therefore, it is recommended to find an executive coach to help leaders face various pressures and jointly solve the challenges facing the current enterprise.
Working long-term in high-pressure environments without relief will have a very adverse effect on health
The second step is to solve the problem of enterprise survival. Here we need to ask ourselves “How do we sustain for the next 6 to 12 months in the current environment?” Once this is figured out, we will know what the bottom line of the company is, which is what they could bear. Knowing the company can persist for a long enough time, leaders will naturally become calmer and more stable.
The third step is to acknowledge the challenges facing the enterprise to the entire organization and leadership team, and invite the team to jointly explore future solutions. For example: “Under the current situation, it is necessary to carefully evaluate various risk situations and formulate counter measures to prepare us for a worse situation. At this point, I hope to hear more people’s thoughts and suggestions. “At this time, we need to exert the power of the team.
The fourth step, starting from the top, hold a conference on “Exploring the Road to the Future”. Use the “what if …” approach to creatively explore ways to deal with the future.
The first two prerequisites are you must manage your mentality and solve the survival problems of the enterprise before you have the opportunity to think about more things.
3. Four steps to explore the way forward
So, specifically, how to explore the road to the future? There are also four steps here:
First, set company goals. Get everyone to think about how the company responds to the pandemic and how to respond to various business changes and challenges after the “resumption of business”, so as to set the target well.
Second, create an agreement for team work. Invite everyone to think about previous successful experience in similar situations, and write their ideas on the whiteboard or any visible places to ensure that the team stays aware. Sample agreements may include: courage, non-judgement, security, trust, etc. We must give everyone the mentality of mutual empowerment to do this.
Again, use brainstorming to produce ideas. Once the idea generation phase is completed, as a team, you need to discuss and review these ideas as a whole, decide which ideas can adopted, or if they should continue to explore more. The company is not a leader in a single word, as an executive team or a core team, they need to explore the future path together.
Through brainstorming, fully capture team ideas and lead everyone to discuss
Finally, develop an action plan. Be clear on details such as the task owner, target completion time, and how the team or the leader himself (CEO) understands the key progress and status.
4. On the verge of using the crisis to create a high-performance team
When we know the two major challenges faced by current entrepreneurs, and how to improve the enthusiasm and resilience of the organization, it is then very important to build a high-performance team amid the crisis.
In fact, there are two elements that drive high performance. One is that the team or organization has a mission and dream. The individual’s mission and values are connected to the team or organization. The other is that the leader can establish a team to monitor the current performance.
Many leaders are conscious, but it is difficult to start something from themselves. It is also impossible to expect the team to work hard independently. Everyone should be made aware that work is a life skill.
The characteristics of a truly high-performance team are having the same goals, like mindedness and interdependence. “Interdependence” is the complimentary team members’ skills and responsibilities.The first step in creating a high-performance team is to create a team work agreement. The work agreement refers to the rules that the team members should follow when working together before starting work. Only by communicating well in advance can we ensure the maximum efficiency of teamwork. Problems can also be solved quickly.
There are five steps to creating a team work agreement: i) Leader questions. For example: “In the future, how should we work together?” “What are the events that will affect our work rhythm? What are the mentalities that we should adopt in facing the challenges?” Etc.
ii) Through brainstorming, fully capture team ideas and lead everyone to discuss. “Which of these are applicable only to individuals? Which are applicable to the entire team?” “Which are necessary but not yet involved?” Here we want to allow everyone to express their opinions.
iii) Leaders supplement their requirements. “This are some of my ideas. Let’s take a look. Where do we need clarifications and where do we need revisions?”; “This agreement is an agreement that we all abide by, so please be sure to put forward the ideas in your heart”. This is where the leader needs to invite everyone to put forward their own requirements with the mentality to explore more together.
iv) The teams’ discussion forms the final text, which is then officially released. “How do we fully implement this agreement? If these agreements are damaged, how should we respond and deal with them?” After the agreement is determined, how to implement it is very important.
v) Review regularly. “Where do we do well in our agreement? Which ones can be better?”; “How have we done to ensure that the agreement is followed by everyone?”. The agreement will change, because people and situations will change, therefore it should be reviewed regularly and adjusted on-time quickly.
In short, the leader first needs to ask questions, and then the leader guides everyone to express their ideas, allowing everyone to fully participate in the discussion, then the leader puts forward his own requirements by asking for opinions, and finally the team forms a final agreement and which will be officially released and implemented. After being publicly released, it must be reviewed regularly so that there can be continuous revisions and improvements.
It should be noted that a working agreement can only make a difference when it is established through full participation of the entire team, and with the mechanism of independent decision-making, as opposed to the kind of agreement made from top to bottom. As a leader, you may have questions: “What if my requirements are different from those of the team?” Here, the leader is required to adjust his mindset. That is to choose to trust his team and just be like-minded, it is only then that everyone can rely on each other.
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This article was originally published by 中信出版集团 (ID: citicpub)
A sudden pandemic and it’s continuous changes have evolved into a global public crisis. In addition to the capital market, which has been deeply affected, there is also an industry that has also experienced considerable fluctuations in this pandemic. It is — China’s manufacturing industry.
In this crisis, we are seeing two extreme sides of the Chinese manufacturing scenes. On one hand, the manufacturing industry is showing the speed of China and the superb efficiency where an automobile factory turned into a mask factory. On the other hand, massive delay in production leads to the departure of foreign funded factories and rising costs. Also the uncertainties in production schedules has resulted in loss of orders.
According to reports, although the work resumption rate in Yangtze River Delta and Pearl River Delta has reached more than 90%, there is very little real work, especially for export-oriented industries, which are hardly receiving orders due to foreign pandemic conditions.
If there is a word that can describe the current situation of China’s manufacturing industry, it is ‘pressure’, and a tremendous amount of pressure!
But in times of trouble, there are opportunities.
How does a car factory turn into a mask factory in just 76 hours?
Due to the escalating pandemic spread, masks became a tight supply commodity. To meet the large demand for supply, many factories turned into mask factories. Automotive maker SAIC Wuling, not only manufactures the Wuling brand masks, but also goes one step further and invented mask production machines.
Automaker Wuling turn it’s auto factory into mask making factory to help ease a tight demand in market supply
Wuling brand mask packaging with the wordings ‘Whatever the people needs, Wuling will produce.’
Why are the car factories, diaper factories, mobile phone foundries, shoe factories, which are all seemingly unrelated yet are all able to switch to mask factories in just a few days?
Wu Ling brand mask
Before answering this question, let’s look at a small example.
Prior to the pandemic, global mask production was 40 million, of which 20 million were produced in China, 10 million in South Korea, 5 million in Japan, and 5 million in other countries.
When the pandemic hit China, most factories were shut down due to the Spring Festival. Faced with a surge in demand, mask factories in South Korea and Japan should accelerate the production of masks, but in fact, the production of masks in Korea and Japan was also late. Why is that so?
This is because almost all the nasal bridge strips required for masks in the world are produced in the PRD region of China. Without a nasal bridge strip, a complete mask cannot be produced at all.
Above: the nose bridge strip is almost only produced in China
There may be questions such as the since the nose bridge is such a simple accessory in the mask, therefore why can’t South Korea and Japan produce this?
But this is not the case, the reason is that the nose bridge strip is too simple and cheap.
Well, the logic behind doing business is to either sell at a high price to make a profit, or to take a small profit and sell more. The nose bridge strip is obviously the latter. And when it comes to volume, it depends on the market size. Which country in the world can scale with the Chinese market?
Therefore, Chinese nose bridge manufacturers can keep the prices extremely low and the market competitiveness is strong. Japan and South Korea can’t make money making nose bridge strips, and naturally they won’t do it.
China ’s super-large scale has created a strong cost control capability, with a “cost black hole” effect, that is, those extremely basic parts may not be available in other countries, but it will certainly be available in China, and it is also the cheapest!
Masks, in many people’s perceptions, are products with little technical involvements, but the production of a mask ranges from the most upstream oil, to the separated polypropylene, spunbond, melt blown cloth, to the bridge of the nose and ear bands, to the sterilization rooms. There are dozens of industrial chains involved in the process of making a mask. Additionally, they need the support of logistics, plant, power and other infrastructure.
Behind a small mask is a huge modern industrial system. From upstream to downstream of mask production, this supply chain is complete in China.
On 2nd March 20202, the China News Network published a piece of news which says mask production in China broke it’s own record with 1 billion pieces produced per day.
Why, during the epidemic, almost any manufacturer can be transformed into a mask factory overnight, making the production capacity of masks soar in a short time to more than 100 million per day?
Speculations of a shift in China’s manufacturing industry, is this a false proposition?
Discussions about China’s manufacturing shift have been ongoing. For example, Samsung closed its Chinese factory and moved to Vietnam, Apple built a US $ 1 billion factory in India. With media reports of similar news, it seems that many multinational companies are gradually shifting their supply chains from China to Southeast Asia.
After the pandemic, more and more voices are beginning to worry that China will lose its “world factory” status and companies will accelerate the relocation of factories overseas.
The U.S. Secretary of Commerce even said that the Chinese pandemic would help manufacturing return to the United States.
So, in recent years, has China’s manufacturing industry migrated overseas (Southeast Asia, especially Vietnam or India) on a large scale? Is the status of Made in China no longer guaranteed?
In order to clarify these issues, in 2019, Mr Shi Zhan, Director of the Center for World Political Studies and the author of “Overflow” and “Pivot”, and his team conducted an in-depth research on Vietnam, visited local industrial parks, the Chinese Chamber of Commerce, and visited the local entrepreneurs, grassroots officials, scholars and also consulted Vietnamese economists.
From the perspective of Shi Zhan, the transfer of China’s manufacturing industry is actually a pseudo-proposition. Some manufacturers build their factories in South East Asia because of expansion and not a shift of business from China.
First of all, it must be acknowledged that a certain amount of production capacity has indeed gone to other countries. However, the transfer of this small number of factories did not begin in the last two years, nor did it begin during the pandemic period. In fact, this happened much earlier.
Because many upstream brands do not want to rely too much on a single factory, in simple terms, they don’t want to put all eggs in one basket. For manufacturers, this transfer is part of a long-term and reasonable strategy to increase efficiency and reduce risks.
After this pandemic, more foreign companies may want to averse the risk of focusing production solely in China, hence it is practical to spread production or related operations over multiple countries.
Foxconn’s factory in India
This is a realistic problem that the Chinese manufacturing industry will face, but the impact may not be very significant because what can be transferred out are the first and second-tier contractors. Operations that are further down the supply chain will be harder to transfer out. Lower operations in the supply chain are more specialized and more dependent on the collaborative needs in the supply chain network. They cannot be moved out unless the entire network is transferred out altogether.
Are there countries that can take over the entire network from China? In recent years, there has been a sudden rise of various manufacturing hubs across South East Asia. What about Vietnam?
In the first quarter of 2019, US imports from Vietnam soared 40% year-on-year, while Vietnam’s GDP grew by 7.9%.
In addition, Vietnam has ample population, cheap labor, ports, and low tariffs. It seems to be a good place to build factories and trade.
But if we look deeper, we will find that Vietnam is still China’s largest import market. This means that most of the “Made in Vietnam” raw materials are not produced locally, but shipped from China.
For example, when producing a sofa in Vietnam, 90% of the leather material comes from Jiangsu, 80% of the sponge comes from China; more than 90% of the plywood used in the production of furniture comes from Linyi, Shandong; 60% of the hardware supporting the furniture comes from China, which are imported and processed into hardware locally in Vietnam.
Due to the inability of the Vietnamese industrial chain to be self-sufficient, during the pandemic period, most of the factory’s stocks of auxiliary materials were only enough for production in January. Previously, due to insufficient raw material inventory, 16,200 factories in Vietnam had suspended operations.
So why doesn’t Vietnam produce raw materials itself?
This is because it does not have heavy industry systems such as metallurgy, steel, chemicals, materials, and energy production. The heavy industry system consists of high investment, low profits, and a very long payback period. It is difficult to develop without the government massive capital investment and support.
From a micro perspective, Vietnam’s labor market is also very different from China’s.
The Chinese have become accustomed to large-scale population migration, and a large number of migrant workers have come to work in coastal areas from inland provinces. Vietnamese people are generally used to looking for work near their hometown, and not many people will move across to other provinces to work. In addition, compared to Chinese, Vietnamese are not very aggressive in the pursuit of career advancements.
Samsung factory in Vietnam
Although Vietnam has a sufficient labour supply, human resources are still a problem due to the lack of high-quality workers. Also, the productivity of Vietnamese workers are too low .
Although manufacturing seems to be prevailing, Vietnam has a huge gap with China in terms of population, economy, high-quality infrastructure, the scale of outstanding engineers, and the scale of qualified college students and skilled workers produced each year.
Some companies have moved back to China because of the poor quality and production efficiency of Vietnamese workers.
When asked “Is Vietnam likely to replace China’s World Factory status?”
Felix, Dean of the Institute of Economics and Policy of Hanoi, Vietnam, responded firmly:
“This is impossible! Vietnam is too small. The best we can do is to find Vietnam’s comparative advantage in our economic ties with China, embed ourselves in a suitable position, and take advantage of China’s tailwinds. “
Therefore, the prosperity of Vietnam’s manufacturing industry is not driven by the outward migration of China’s manufacturing industry, but the external diffusion of China’s manufacturing industry, or “overflow”.
That is, China “outsourced” some of the assembly links in the supply chain to Vietnam, leaving domestic space to industries with higher added value.
The unparalleled supply chain system that supports China’s manufacturing industry
When it comes to China’s supply chain or industry chain, it’s actually not a chain, it would be more accurately referred to as a network. Only by truly understanding this network then can we understand Made in China.
The network, as its name implies, is a large network with multiple “nodes” that intertwined.
The strength of China’s supply chain network is not only due to its large scale, full range and fast logistics, but also because of many outstanding supplier companies in China, which can produce extremely high-quality parts and semi-finished products at lower costs. These “intermediate products” are not only sufficient in China, they can also be exported to the world.
Today, more than 70% of global trade is semi-finished parts.
In China, there are many small towns that we may not have heard of, but each are expert producers in certain fields.
These small towns are often the production bases of a certain product or an industry in the country or even the world. They are all nodes on the Chinese supply chain network. Thousands of nodes are linked together, forming a network like Lego blocks, and supporting the huge network of China’s supply chain.
Nearly 1/3 of the world’s guitars are produced in Weifang City, Shandong Province
Nearly one-third of the world’s and almost half of the country’s swimwear are from Xingcheng, Huludao City, Liaoning Province;
1/3 of the national badminton and supplies to the world are produced in Jiangshan City, Quzhou, Zhejiang Province;
More than 85% of the country’s steel tape and more than half of the world’s steel tape measure are produced in Shaogang Town, Yucheng County, Shangqiu City, Henan Province;
More than 70% of the national and more than 40% of the world’s decorative oil paintings are produced in Shenzhen Dafen Oil Painting Village;
70% of the world’s lighters are produced in Shaodong City, Hunan Province
The list can go on, there are too many things beyond our imagination.
Maybe you will doubt that these are low-tech products which are nothing great. But if you think about it, you can buy a 5 meter long steel tape measure for 3 or 4 yuan on Taobao. After removing the profit of each link, the production cost of the steel tape measure generally does not exceed 1 yuan.
The production of steel tape measure does not have any technical element to it, but the ability to control costs is not due to the “low technology” factor. The production of steel tape has a complete and mature supply chain system behind it, with an extremely powerful upstream and downstream supporting capabilities. Thus, every step can be meticulously divided and interlinked to make the finished products
Without this supply chain system, steel tape measure can still be produced, but the cost cannot be controlled so low.
Although now China’s labor and land costs are no longer so advantageous, these industries still have strong cost control capabilities.
In China, Apple’s supply chain is almost within a 24-hours driving distance; however, many parts of Foxconn’s factory in India still depend on shipments from China thousands of kilometres away. Therefore, although Foxconn is actively building factories overseas, 75% of its production capacity is still in the Mainland. This strong competitiveness reflects the strength of the entire system.
Foxconn’s factory in China
It is almost impossible to transfer out any of the manufacturing supply chain system, because no country or region in the world has sufficient production capacity and market volume to undertake the scale.
Therefore, Shi Zhan said, “Which country overseas has the pre-requisite market conditions to undertake such a large-scale supply chain network transfer? In an era of economic globalization, if you only transfer factories without the supply chain network, it will not constitute a substantial transfer.”
It is not difficult to transfer a factory, but it is not easy to transfer an entire manufacturing eco-system. The devastating impacts of this pandemic on China’s economy is unquestionable, but yet no other countries have gained the ability to take on China’s manufacturing network ecology.
In fact, in the long run, if China’s manufacturing industry wants to move up the value-added industrial chain, it is also necessary to transfer out part of the production links with high labor costs and low profits.
The pandemic has brought all industries across the country to a standstill. It is not easy for any industry to move from stagnation to recovery. The pandemic may have crushed out some businesses; however, market demand still exists and has not disappeared.
These collapsed companies still have their assets, equipment, skilled workers, engineers, and managers. As long as the demand is still there, these companies will be absorbed by the surviving companies, which will rebuild them to be even better than before.
For businesses that have to shut down due to the pandemic, the entire process is very harsh. Yet the collapse of some businesses doesn’t mean that China’s manufacturing industry has collapsed.
Under an ongoing pandemic, any information can affect our judgement. To an individual, it is hard to judge something that is continuously changing, when the dust settled our judgement will be clear.
https://wisenetasia.com/wp-content/uploads/2020/03/China-manufacturing-plant-with-small-flag.jpg405608Diron Chuahttps://wisenetasia.com/wp-content/uploads/2021/05/Logo-232-x-82-e1620661363308.pngDiron Chua2020-03-29 14:32:032020-03-30 19:40:29Will China Lose it’s ‘World Factory’ Status with Shrinking Global Demand Threatened by the Coronavirus Pandemic?
