Companies with many employees, each with different tasks or in different fields, should build a solid environment for staff to learn about each other's jobs and experiences so that workers can be open to change, said Peace Mark (Holdings) brand name manager Richard Leung. The Hong Kong-headquartered watchmaker has more than 5,000 employees worldwide carrying out product engineering, mechanical movement manufacturing, component manufacturing, logistics support, electroplating, retail and distribution, technical training, and after-sales and repair services. The company was established in 1983 and listed on the Hong Kong stock exchange in 1993. Mr Leung sheds light on the way different departments in the company share information. 'We have web links and monthly meetings where we keep each other informed of the progress, along with key details we have acquired during our respective projects,' Mr Leung said. As a middle manager Mr Leung serves an important link between upper management and workers, and between various departments. He had a double degree in accounting and marketing when he joined Peace Mark and did not know which career path to follow. 'Given my interests and the opportunity for long-term growth I became a management trainee so I could learn more about the market and get to know people,' he said. The decision proved to be positive. He had many opportunities to travel to Panama, Peru and Argentina, and learnt about different markets and cultures. He is now in charge of a team of six, focusing on brand name development, licensing in Asia, getting involved with product image, packaging and distribution. 'Our work is project based, so every day is different because my staff and I work on different stages of multiple projects all the time.' Mr Leung said the greatest challenge in his job was in people management. He believed in the importance of building team spirit to achieve the best results. He said: 'In sharing the company philosophy of working as a team, my staff and I always stick to the 4Cs: communication, continuous improvement, commitment and competence.' Making changes is another hurdle. 'It is especially difficult when I have some older and more experienced colleagues who are resistant to change,' Mr Leung said. He recalled his team proposing a radical change to product packaging and the image of a brand. The results were excellent despite initial doubts by many sales staff. 'Tackling the issue of change means learning to motivate and communicate effectively. Let your co-workers understand why the changes are necessary and let them know the meaning behind your actions. You have to set clear goals and be open when you are working together.' Five keys to being an effective middle manager Possess team spirit Be committed Be honest in admitting your mistakes Always seek to learn more Don't just get the job done, but do the job well
