After seeing operations and business leaders across East Asia, I’ve learned one survival skill that has allowed me to grow a network of companies I want to work with, and that’s being a chameleon. Because right now for example, there is a significant communication and cultural gap with the projects and people I’m working with. I instinctively become the person my leaders are comfortable with even if it means doing or not doing something they will negatively respond with. Typically in US or Canada, it’s easier for me to find a fit but it’s actually harder now so I have to be even more malleable to accommodate (within reason).
I don’t mean bending my principles,my work ethics, or anything dishonorable... those are non-negotiable. But I mean more along the persona, tone, and attitude I project. As long as I can comfortably shapeshift easily and reasonably – I’m game. I do this because leaderships respond differently to the range of operating styles because not all leadership(s) are wise or open-minded. They have no reason to accommodate because they built their business and success with their specific style before I arrived. This is how I check my ego. This leads me to some hard truths I have to remind myself on regardless of the way we work together:
1. I don’t need to like them
Bosses are coworkers with power. Whether I like them or not doesn’t matter. However in most cases, THEY must like you. Part of my job is to be the person they’ll respond to, the persona that will get me what I need to move the project or business goal forward. They might even know I’m putting on a front and it doesn’t matter as long as their response drives results, it’s worth it. I know it sounds crazy I have to do this for the best interest of their own business but remember not all leaders are aware of their own response mechanisms.
2. The boss and their core skill
Most leaders from my experience are there because of one core skill, and often it isn’t leadership. Usually bosses with leadership experience are hired externally in very large organizations, and the ones promoted internally or entrepreneurs are typically former engineers, salespeople, product experts, or something who suddenly find themselves managing people without ever being trained in coaching, communication, or conflict resolution. Sometimes I’ll report to a brilliant technical mind who has no clue how to lead a team. That’s usually where I come in: I could be hired for a specific title role but one of my responsibilities is usually to bridge gaps between so their strengths don’t drown under their weaknesses.
3. My needs aren’t their priority
This is specific to small to medium sized organizations. I go into every one of these projects and businesses knowing my needs to get things going is rarely at the top of a leadership’s list, even with the verbal promises they’ll make. Leaders here often operate with a short-term, self-interested mindset. And by no fault of their own! They’ve only known how to chase immediate metrics like month end or quarter end KPI’s. They’ll talk about long term targets and goals but rarely will there be a strategy plan put on paper they will follow. They will almost always play catch-up with themselves. This is where I put on the persona of assisting their short-term win with my project needs. My job is not to disagree with their operating style or teach them anything; it’s their business afterall. My job is to make sure I insert my operating needs into their goals and vision conversation, whether it’s long term or short, or how narrow their focus might be.
4. Most leaders are emotional
Don’t be fooled by the public interviews or the stoic stage talks they perform: leaders aren’t logical robots. They’re emotional; and their stress leaks like when you pop open the hood on a high horsepower BMW only to see several oil leaks from the motor . A bad mood and single bad response from the top can sometimes erode the entire operating environment over time. I’ve seen leaders project personal issues, political pressure, or burnout straight onto teams. They will display moments of stubbornness, being condescending, and both occurrences unaware of how they come across
I will switch up my persona in those moments to quietly sift through their emotional decisions and keep the logic on the table for everyone they engage with. The advantage of me being an external contractor is I can pull leadership aside, call out the mood in private, and remind them to level out. That way, I still get what I need for my project and the team doesn’t get derailed.
5. The arrangement is not always clear
Performance alone doesn’t guarantee recognition. Office politics, favoritism, visibility games, and sometimes family relations play just as big of a role. Many leaders are more focused on managing upward to shareholders or themselves than on acknowledging the work happening below them. They are the gatekeepers: they control access to momentum, promotions, more money and recognition. This creates a bit of a blind complex with leaders whether they realize it or not. They can’t see the details of how the goal was achieved and lack the time to analyze and simply offer a pat on the team’s back with broad stroke gratitude. This usually isn’t enough and leads to low morale and that’s how good people leave. So sometimes I have to step out of my role and be on site to make the leaders look good. Because sometimes optics matter more than actual outcomes. Do I like it? No. Do I know it’s necessary long term even if I’m not there anymore? Yes, because whether that was contractually my job or not, sometimes I need to manage optics to make my job smoother.
6. Some leaders and companies pay more
I will bill more to certain types of leaders: the charismatic, ambitious empire-builders who thrive on concealment. I am always skeptical of those who project unshakable vision and confidence who are solely tasked in pulling in investors and talent who buy the illusion of infallibility AND share little to note details on operating strategy. This is where my spidey senses tingle.
My former boss once taught me to never trust a client who is too charismatic because I won’t see an ounce of authenticity and to bill the shit out of them.
The reminder
There are good leaders and good business. However, the odds of finding them in one place that can pay me well? Not easy. Being a chameleon isn’t about faking who I am. It’s about morphing into someone who can navigate the bad without losing sight of the project or business goal. I’m just surprised I could apply this even in this market where my boss and I basically need a translator to communicate. He actually avoids me most of the time and uses WeChat to communicate with me instead. BUT HE CAN’T RUN FROM ME. Muahaha.
No marketing budget? No thanks
January 29, 2024