The long-term efficacy of the session won't be determined by the guys in the room but by the one who wasn't. The newly appointed National Sales Manager (NSM) didn't grace us with his presence for more than a few minutes over the two days. The subliminal damage to the supposedly high priority given to my project is potentially fatal. As engaged as the actual attendees were, some corner of their collective brain registered the absence as commentary of sorts. When I ran into him in the corridor (the session was staged in the client's offices) he didn't look especially busy and his English was certainly on par with anyone's in the room. He declined the offer to close the session on Friday afternoon even before the General Manager, a far more assured character, jumped on the opportunity.
I'd say that he's either totally contemptuous of my project or shit-scared of his FLM's. Manipulating your new boss such that he's wary of you is a necessary skill in many organisations and low-ranking sales managers often hunt as a pack in this regard. Korean sales teams have an uber-masculine sensibility and the NSM missed the perfect opportunity to assert the necessary alpha male status by either: -
Instead he stayed in his office down the hall whilst his subordinates challenged me anyway. He stayed away, seemingly unnoticed, as his boss loped in and claimed the last word. To be fair, his is a lovely office. He should enjoy it while he can.
- Taking total ownership of my ideas, which is of course fine by me; or,
- Openly challenging the foreign 'expert' over how little he understood the local market. This would have been less fine but nothing I'm not paid to deal with
