Human’ Values & Committment
“I was enlightened through precious experiences of the seniors, the light of aspiration, rising up and conquering”
In 7 years, Mr. Nguyen Cao Tri, the CEO of Ben Thanh Land – a real estate company has achieved considerable achievements for not only guiding this company but also developing and promoting successfully his biggest project named Riverside Palace. From the company started with only 7 people, Mr. Tri and his colleagues has incessantly determined and contributed to the company. As the company has developed rapidly and transferred to the bigger cooperation, Mr. Tri understands that his team is required to establish a new way to collaborate and interact to each other. The CEO cannot manage everything if the whole cooperation does not think together and think in the same way. His success is to build an organization culture that prioritizes the commitment of employees and cherishing the human’s values. With only 30-minute conversation with Mr. Tri, I was totally convinced by his fervent argument and vision. Here are some precious lessons that I want to share.
Attitude is the most important value.
“There are three factors to value an employee which are knowledge, skills and attitude”, said Mr. Tri. In an interview, a company normally will examine how excellent candidates could be, what they had achieved when they were at universities. However, attitude is the most essential value indeed. Attitudes influence behavior and can have a huge impact on how much people are committed to and engaged in their jobs (Pearson Canada, 2013). A smart organization will be able to understand the employees’ attitude towards the company and how they put their hearts to the business. Skills can be trained but the attitude!
“Human’s value is the greatest value!”
This message sounds theoretical but that is what Mr. Tri wants to communicate. Human performs the accumulation of experiences throughout time. Human also represents for the knowledge gathering while working in the company. Human is the organization “property”. Human is the trademark. A good employee will make his customers figure out and remember the values that he brings to them. In the perspective of Ben Thanh Land, the company asserts the human is the most valuable element. Nonetheless, Ben Thanh Land does not promote for any specific individuals. While contributing to an organization, there is a requirement of co-ordination, support and team spirit between people. Every person can do his best at one thing and own any particular weakness. To build a cohesive team, the organization needs to distinguish people who will fit best with the company’s values and cultures (Mind Tools, 2013). In addition, the biggest training from the organization providing to the employees is not through any courses but from their daily work. People learn from the specific tasks, from the achievement and from the failures.
CEO’s characteristics and organization culture
Figure 1: Reproduced from maximizesocialmedia, 2012.
To communicate the organization’s values to the employees, there are several ways a leadership could do. In prior to Ben Thanh Land Company, Mr. Tri decides to be the role model for his team by showing how he works everday. The leader needs to perform his attempt to make the colleagues follow and comprehend what their CEO wants from them. Actions speak louder than words. As a CEO, he just cannot speak to supply concrete guidance to the team. The leadership is the one who even has to work harder than most of the people in the company and that is how he communicates the organization’s values to inferiors.
The founder always has a substantial influence on the organization’s trait. His impact to the company can be through characteristics, thinking and performances at work. Mr. Tri claimed that a CEO can be a trademark symbolizing the company. And sometimes, the product also is the element defining the organization and its leadership. For instance, Apple’s products indicate the creative feature and the pioneer Steve Job. To construct and maintain the organization culture, a good leader needs space to innovate, think, and strategize (Walter, 2013).
However, Cooperate culture is not all about the leadership (Keane & Casul, 2010 & 2012). In relation to the Ben Thanh Land Company, beside the importance of human’s value, the organization’s culture is also about the relationships with partners and clients, the correlation between leaders and inferiors, company’s strategies, vision and mission. Culture is a wide category, which changes throughout the development process.
Cooperate Culture and Employees’ Commitment
Figure 2: Reproduced from caloriaimprove, 2012.
Working is just a part of a human life. In an organization, people are often connected together because of their tasks. Business is merely a trade. People can be satisfied with their work while some are not. The main purpose of these individuals is to earn for living. However, the culture of cooperation is the reason that inspires employees having a strong attachment to the team. Mr. Tri understands this point as trying to create a culture that his colleagues feel conformable with and have a sense of belonging to the company. Talking about business is talking about relationships and a great relationship allows great work to blossom (Solomon, 2008).
Consensus is the secret key value.
Among this competitive market with the open door policy, under any circumstances at any unpredictable time, the consensus of leader and employees will help the company to compete and survive. More than the self-determination of distinctive individuals, the encouragement from the leadership connects and boosts the team to endeavor and overcome hard situations. Moreover, the leadership needs to show their inferiors that how the whole company will go through and portray the team’s future since the leadership’s roles are dealing with changes and setting directions (Kotter, 1990).
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Proof of life taken by Thanh Nha, 2013
calorinaimprov 2012, ‘The Commitment Diet – Anyone can do it’, images, viewed 6 September 2013, < http://www.carolinaimprov.com/2012/02/to-be-successful-at-anything-we-need-to-commit/>
Keane, A & Casul, M 2010 & 2012, ‘Lecture 7 Organization Culture’, course notes for COMM2385 CLIENT MANAGEMENT, RMIT University, Melbourne, viewed 6 September 2013, Blackboard@RMIT.
Kotter, P, J 1990, “What Leaders Really Do”, course note for COMM2384 Client Management, RMIT University, Melbourne, viewed 7 August 2013, Blackboard@RMIT.
maximizesocialmedia 2012,’ 7 Traits of Highly Successful Social CEO’s!’, images, viewed 6 September 2013, < http://maximizesocialmedia.com/social-media-consulting-7-traits-of-highly-successful-social-ceos>
Mind Tools 2013, ‘Understanding Workplace Values – Finding the Best Cultural Fit’, mindtools, viewed 6 September 2013, < http://www.mindtools.com/pages/article/understanding-workplace-values.htm>
Pearson Canada 2013, ‘Values, Attitudes, and Their Effects in the Workplace’, pearsoncanada, viewed 6 September 2013, < http://www.pearsoncanada.ca/media/highered-showcase/multi-product-showcase/showcase-websites-4q-2012/M03_LANG1160_05_SE_C03.pdf>
Solomon, Robert, 2008. The Art of Client Service, Kaplan Publishing, New York.
Walter, E 2013, ‘8 Life And Leadership Lessons From Arianna Huffington’, Forbes, 9 March, viewed 6 September 2013, < http://www.forbes.com/sites/ekaterinawalter/2013/09/03/8-life-and-leadership-lessons-from-arianna-huffington/>