大咖福利影院

Wxx3 wrote:

Your above response sounds like you do understand what you need to do, so why the comment about muddling through?

If it were me, I'd:

1. Come up with a rough idea of what you want the timelines involved.
2. Discuss the above plan with some key workers and colleagues, refine it and have a framework for timelines, goals and incentives.聽 I say framework, meaning, have a good idea of possible, probably goals and incentives.
3. Meet with your entire group, ASK them about possible goals and incentives. Make sure to let everyone who so desires to have their voice heard.
While at the same time, make sure to keep the focus in the ballpark of what you ALREADY decided is possible.聽 In other words, in simple terms, if you know you want/need a goal of 50 to 75 widgets a day, week, hour whatever. Keep the discussion focused on what satisfies your criteria.

4. Take back what you've learned and finalize, again reaching out to a few key people, to get them on board.

5. Announce the results
6. Take everyone out to dinner (this should be done routinely) to thank them for their hard work.

You'll do fine.

I know what I'd like to do, but execution is the hard part.

1. Can't come up with a timeline when corporate won't give me one.聽 They can't even agree on whether they are extending my contract or not.
2. When I've asked key employees they give me a blank stare.聽 IF i get a response it's normally, yeah, I've been stressing over this and haven't thought of any ideas, then a blank look.
3. Same thing with the big group.聽 Complete silence.
3B.聽 And I have no idea what is possible because I don't trust the vague numbers China is sending me and I'm getting no support or timely responses from corporate.
4. And all this HR issue isn't even suppose to be my responsibility.聽 I'm trying to shoe-horn all this on top of all my normal responsibilities plus other items that was unplanned for and has to be taken care off.
5.聽 And apparently I cannot decide or announce any official results or get even enough money to buy a hammer unless like 20 people back in corporate to sign off on it.
6.聽 Corporate very briefly said two months ago to do things for the employees.聽 And never answered our question on what our allowable budget.聽 聽And still haven't answered.

The kicker was when I managed to get someone on the line last week and I got a "you're doing a good job, so we're to take a step back and be less involved".聽 聽How can you be less involved then zero?聽 I almost flipped a table on that.

videriant wrote:

Wxx3 wrote:

Your above response sounds like you do understand what you need to do, so why the comment about muddling through?

If it were me, I'd:

1. Come up with a rough idea of what you want the timelines involved.
2. Discuss the above plan with some key workers and colleagues, refine it and have a framework for timelines, goals and incentives.聽 I say framework, meaning, have a good idea of possible, probably goals and incentives.
3. Meet with your entire group, ASK them about possible goals and incentives. Make sure to let everyone who so desires to have their voice heard.
While at the same time, make sure to keep the focus in the ballpark of what you ALREADY decided is possible.聽 In other words, in simple terms, if you know you want/need a goal of 50 to 75 widgets a day, week, hour whatever. Keep the discussion focused on what satisfies your criteria.

4. Take back what you've learned and finalize, again reaching out to a few key people, to get them on board.

5. Announce the results
6. Take everyone out to dinner (this should be done routinely) to thank them for their hard work.

You'll do fine.

I know what I'd like to do, but execution is the hard part.

1. Can't come up with a timeline when corporate won't give me one.聽 They can't even agree on whether they are extending my contract or not.
2. When I've asked key employees they give me a blank stare.聽 IF i get a response it's normally, yeah, I've been stressing over this and haven't thought of any ideas, then a blank look.
3. Same thing with the big group.聽 Complete silence.
3B.聽 And I have no idea what is possible because I don't trust the vague numbers China is sending me and I'm getting no support or timely responses from corporate.
4. And all this HR issue isn't even suppose to be my responsibility.聽 I'm trying to shoe-horn all this on top of all my normal responsibilities plus other items that was unplanned for and has to be taken care off.
5.聽 And apparently I cannot decide or announce any official results or get even enough money to buy a hammer unless like 20 people back in corporate to sign off on it.
6.聽 Corporate very briefly said two months ago to do things for the employees.聽 And never answered our question on what our allowable budget.聽 聽And still haven't answered.

The kicker was when I managed to get someone on the line last week and I got a "you're doing a good job, so we're to take a step back and be less involved".聽 聽How can you be less involved then zero?聽 I almost flipped a table on that.

I can so relate!

My VN manager apparently hates her job? Projecting her anger onto me. I found her a narcissistic abuser, intent on causing harm. By not communicating events like that the top management will go on a drive and that my presence would be required... Me wearing no shoes meant they would drive off without me!

She wrote a rude mail, lambasting me for not eating meat etc. Such an email was meant to trigger a resignation. There are such people who are vicious & unscrupulous

Wait, until someone dictates you every breath you take. I got my ear chewed off over taking breaks with Kindergarten kids. No surprise that education sucks over here.

KruChris wrote:

Generalisations are often unfair and plainly wrong.

Let's say that "soft skills", empathy aren't qualities often found in business owners and managers. Some are bloody rude without grasping the fact of what they have "just done". It only takes a minute to make a foreign employee want to walk out of her job.

In addition, they are often rigid[i].[/i] Inflexible. Very tough when it comes to issues like learning. Got a warning email lambasting me for having taken breaks in a 90 minutes' kindergarten class. - HELLO! Their attention span is a few minutes. One cannot just learn without taking breaks. Like bodybuilders need rest between sets. Silence is part of music, as it is part of good story telling.

TBH, I found locals to be often offensive without realizing it. OP, does this sound like what you are experiencing?

"Management" is often plain stupid. In TH, some professor came up with the notion that foreign teachers want "more red tape". // One owner made me come at 10 am daily although the action would start at 6 pm. Wasting my time without pity.

Some cannot think outside the box. They only know beginners and one type of textbook. They want every teacher to spend hours on "lesson plans & slides". Don't you dare question that wisdom. Hard & painful equals good. Homework till they cry or fall asleep doing it.

CHANGE MANAGEMENT (free course online like at ) is a Black art.

Unfortunately, most ESL teachers in Vietnam are enablers. If you don't agree with their management style just walk out and find another place to teach. I think most language centers know that expat teachers (most of them) are desperate for jobs and will put up with just about anything thrown at them and will not stand up for what they believe in. The current attitude will not change until everyone starts taking initiatives themselves.