CEO Sabeco: Leaders find it hard to see their own ‘blind spot’

Mr. Bennett – CEO Sabeco said that most managers are very fierce at work but it is difficult to see “blind spots” in their decisions.

At the recent Vietnam HR Awards Forum organized by Talentnet, Mr. Neo Gim Siong Bennett, General Director of Saigon Beer – Alcohol – Beverage Corporation (Sabeco) recounted the corporate governance process after the new shareholders. completed buying 53.6% of shares and taking control.

“We take over Sabeco with a massive centipede system of 44 member companies and 15 investments. Many of these companies have been listed on the Ho Chi Minh City Stock Exchange, Hanoi and in other businesses. Beer and beer such as mechanical engineering, packaging, transport … with very complex management structure, “said Bennet.

The most burdensome task of the new management is to promote the existing brand value, streamline the operation process and reorganize the personnel system at the same time. The restructuring was done by Sabeco in the spirit of respecting and reconciling the diversity of age, nationality, interests … of nearly 8,000 employees.

Recalling that time, Mr. Bennett said, he himself studied color psychology to divide employees into 4 basic groups.

The color red stands for people who are resolute, have the vision and the ability to drive the organization. The weakness of this group is their filial piety which makes them easy to be arrogant and impatient when things are stressful. Blue represents the perfectionist group, who works with care, has a mathematical mindset but is afraid of being criticized. Green represents trustworthy people who handle things very calmly and think in a team style. Yellow is creative people, good communication skills, so they often resolve conflicts.

“We all fall somewhere in these groups and have about two dominant colors. For example, I lack blue, green and excel in red so I’m very aggressive at work but sometimes impatient. rings, “Mr. Bennett admitted.

According to the head of Sabeco, most of the management levels will be red because they often make important decisions that affect the operations of the business. However, because of their consistency and even being conservative, it is difficult for them to see their own “blind spot”.

The diversity of personnel is also easy to create conflicts and internal conflicts. Working process can change employee’s instinct color, but positively or negatively, it will depend largely on the leader’s “tinting” strategy. Therefore, the higher the rank is, the more it needs the spirit of marketing and rainbow thinking to receive and cooperate with many different personalities.

Sabeco’s board of six, according to Neo Gim Siong Bennett, comes in different colors. “The difference helps us to argue, criticize and look at multi-dimensional issues before making a decision. Sabeco leaders in addition to running the job must also learn to listen to employees attentively rather than fleetingly. This helps us better manage our personnel, “he said.

For example, when preparing for a sales-heavy project, it will localize and prioritize blue team employees because they can do this well.

Sharing about the recruitment, Sabeco’s leadership revealed that the first thing he asked the leaders of the departments to perform was to evaluate the candidate’s core competencies such as the ability to work in groups, know how to create value for the team. The company … before the attitude.

“Every employee has the motivation to want and not want to work. We try to find out what they want and the responsiveness of the company, thereby creating an interactive opportunity to help them grow. The Sabeco executive board is also willing to tell our employees what to do, how to direct the future so that they can see the road ahead, “said the Singaporean businessman