The following thirteen deficiencies were originally pointed out by a foreigner. MI agreed with all of them based on our own personal and past experiences. Obviously, the followings are generalisations referring to the norm, rather than the totality of the private and public sector managerial population.
- Doing things together for better effectiveness do not exist in Myanmar’s managers vocabulary. They want their own doing. No discussion, no negotiation, no communications with peers, or other departments.
- Sharing and caring is deficient. There is always jealousy. Even if he cannot do half of the other person’s work done, lets criticise first, just in order to diminish his impressive accomplishments.
- Attack other people weakness(es), just to preserve one’s position or get own’s position. Instead of improving oneself, most of them tend to specialise in disparaging others, trying to attack, looking to show off own’s good for nothing achievements.
- Ego and knowledge mismatch. Never accept he still needs to improve or is lacking knowledge. That would be akin to downgrading yourself or the position that you are undeservedly holding.
- Extremely poor teamwork. Just want to boast I am Chairman this, secretary that, etc., and want to be the centre of attention and individual hero, regardless of how untalented he might be.
- Little responsibility or accountability or delegation. Any screwup is not his fault, but others.
- Indecisive and delayed response and do not consider the urgency of things to take immediate actions. Never accept that it was his mistake or take responsibility and always looking for scapegoats, trying to to avoid addressing the situation head on.
- No customer orientation. Do not accept a sense of duty or serve towards the customer and trying to be overbearing.
- No foresight. Cannot differentiate between long and short term plans. Not trying hard to have that ability either.
- Biasness and favoritism. Prevalence of subjective judgements and gossips, while trying to create own little turfs and promoting incompetent and corrupt subordinates.
- No personal sacrifice for the department, organisation or the country to be successful. Just want to sit back, relax, enjoy the position without putting in much efforts.
- Instead of being a leader, just want to be an authorised, appointed person. Instead of development standards for better performance and criteria for selection and decision making, just focusing on how to order and command people based on assumed or real authority.
- Prioritising internal politics and gossips.
Sad but true, yet a detriment to our country. As Jim Collins said, “The purpose of bureaucracy is to compensate for incompetence and lack of discipline – a problem that largely goes away if you have the right people in the first place”. The solution or part of the solution would be to ensure the competent and qualified people are placed in leadership positions in the first place, by our entrusted leaders.
