Dear Editor,
One is alarmed at the recent development regarding the management of the most historic industry existing in this country. Apart from the fact that the new Board of GuySuCo announced by the Minister, with but few exceptions, know much less more about sugar than the managers whom the Minister is reported to have indicated would have ‘a direct line of communication between the Board of Directors and the Estates’ management….”
Words cannot express the fathomless stupidity of this organisational mis-construct – which is compounded by the inference that there is limited trust in the Chief Executive Officer. By now those who manage comparator organisations must also be bemused at the prospect of their being so ignominiously bypassed, moreso for advice to be sought from persons who are mostly newcomers to their respective Boards. In the instant case it has never been the experience of GuySuCo’s Estate Management to bypass their CEO, and consequently would be most reluctant to create history by communicating direct with a Board who would be limited mostly in providing the (technical) advice needed – say regarding what should more possibly be substantive policy decisions. The situation is compounded by the nouveau arrivées who do not know that they don’t know, apparently like the Minister himself.
It has to be understood that organisation is not about personalities; but more profoundly about its survival beyond individuals, and therefore must function within an environment of Trust – in fellow human beings who hold prospects of having productive careers therein. Unfor-tunately we have reached a state of collective constipation in the history of the sugar industry – certainly compared to its more productive times. In the end it would appear that little thought has been given to the industrial relations implications of the proposed communication conundrum. It is also not unlikely that the unfamiliar, unwritten arrangement could create confusion (and even some disenchantment) amongst levels of workers whose experience of discipline would involve the CEO as the final arbiter. Nevertheless the assurance is hereby given that no disrespect is intended of individual members of the new Board. But at the same time neither is the minuturisation of the CEO nor the confused elevation of Estate Managers is informed by any commonsense.
At the risk of sounding to be a pontificate I submit the following quote from Stephen Covey’s “The Speed of Trust”: “There is one thing that is common to every individual, relationship, team, family, organisation, nation, economy and civilisations throughout the world – one thing which, if removed will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparallel success and prosperity in every dimension of life. Yet it is the least understood, most neglected, and most underestimated possibility of our time. That one thing is TRUST.” The undersigned would be willing to conduct a comprehensive management induction workshop for all concerned.
Sincerely,
E.B. John
Retired Human Resources Director
BSE/GuySuCo
