Technically inept

While completing a fairly complex piece of advice for a major international bank I decided to test my hypothesis with a few of the local partners.

Apart from receiving absolutely no assistance at all I was very surprised during a counselling session to discover that my seeking of second opinions had resulted in the conclusion that I was technically clueless. Clearly, pooling of technical resources and experiences within the firm is not done in Hong Kong.

The discussion with two of the senior partners was quite bizarre: it started immediately with the statement "we are concerned about your technical ability". When I asked what they meant by this I was told that it had come to their attention I had approached two partners to ask for their thoughts on a technical issue. As a consequence, they concluded I did not know. I tried to explain to them that I believed it was in the best interests of our clients to ensure that we were delivering the best advice possible from the firm (and not from me personally). I was told that this was not the way they work and that if I am unable to deliver complex technical advice I should not attempt to do so.

Then I made my big mistake: I told the members of the Star Chamber than I had in fact delivered my opinion to the client without any input, confirmation or any assistance from the other two partners and I was satisfied that my advice was correct. Then I went further to add that neither of the two people I approached appeared willing to assist or in fact knew what I was talking about. Therefore, in my opinion, the people with technical deficiencies were the other two partners and not me.

Another minus in my popularity chart.

Tough meeting

Went to as meeting with a Chinese client today with a Chinese partner and Senior Manager.

Client speaks little or no English so the meeting is conducted in Mandarin. However, important points are translated for me by my colleagues and the partner frequently suspends discussion to ask my point of view and then translates back to client. We debrief after the meeting is Starbucks and it appears meeting went well, client was glad for my input and partner thanks me for coming. He also asks if I could run some basic international tax training for new recruits when it is suitable for me - I am happy to do so, as this certainly would not be a request in Hong Kong.

Just before take-off back to HK, an email lands in the Blackberry - it is the minutes of our meeting earlier in the day. 

My faith in the firm is restored but on Monday, it is back again in Hong Kong.

Beijing

After all the crap of yesterday, I am in Beijing for a meeting. 

This is so refreshing and more what I'm used to: intelligent and approachable partners working for the common good of the firm and all who work there, down to the newest and lowest ranking recruit.

Above all I have found in every visit to Beijing (and Shanghai) a strong culture of Professional Courtesy - respect for other views, collegiality and stewardship. 

Had to laugh - saw the Colonel scurrying into MacDonalds for lunch today - he obviously hasn't settled in well into China and still needs things that remind him of home.

Non -Disclosure is Good - The Aftermath

Hauled into the Managing Partner's office to day for a stern telling off!

It would appear that my request for a dictaphone and telling another partner that we should not advise a client that non-disclosure is acceptable is a source of great concern to the local partners.

I brush the dictaphone issue off by saying that I have bought my own and as far as I'm concerned the matter is dispensed with.

The issue about non-disclosure is non-negotiable: it is contrary to the law, contrary to ethics of the firm and can open the firm to legal sanction.

It appears that partner in question has gone around to all the other partners and complained that I was disrespectful in questioning her judgement. The local partners frequently join together in a sign of unity, but when it involves Gweilo's, they are the ultimate Band of Brothers/Sisters.

Notwithstanding a vehement defence on my part, the prosecution case is simple:

• it is not for an outsider (Gweilo!) to question the technical or ethical judgement of local partners.
• she has been here longer than me, therefore I listen and accept her judgement - end of story
• this is Hong Kong.

Suitable reprimanded, I depart thinking WTF is this place about. 

I decide to put in a call to the Colonel, the area leader, who tells me he doesn't want to get involved in internal problems even though it has serious QRM ramifications. He suggests we flag such matters for the next discussion on QRM. What a cop-out!

I'm on the point of calling an old friend who is global head of QRM but decide to drop it as I reckon if the matter progresses it will be suggested by the locals that either I have lied or it was in fact me who made the non-disclosure suggestion. Cover-up and shifting the blame are artforms here.

Just fainted

Currently working on a fairly straight-forward Transfer Pricing project in Australasia and have has had a series of conference calls with offices involved in the project.

I have been working with a pretty bright and enthusiastic Manager who appears to relish his new found freedom of having work delegated to him where he can use a bit of initiative.

So we're in my office, speaker phone ready to start the call in 5 minutes and I inform him that I would like him to lead the call today. He is bemused. He begins to protest that he is scared, has never led a call before, doesn't have enough knowledge etc etc.

I reassure that I have faith in him and that he is more knowledgeable than he gives himself credit for and that I will support him on the call if anything goes haywire.

All set to go,  make the call greet everybody and it's over to Bright Manager - who promptly faints.

Anyway, he came round eventually, I took the call and all was in order. Poor bloke is terribly shaken but after discussing it with him. he is secure in the knowledge that, in my eyes at least, he hasn't lost face.

What I find amazing is that no responsibility is given those below partner so no wonder said fellow passed out. What do these poor souls do when they make partner - suddenly they have responsibility but have no idea how to deal with it. Sadly, the result is all too predictable.

No lunch for the Gweilo

My diary for today included a Partner & Director lunch. I think this was remotely added to my PC calender about a month ago. 

I asked my secretary to please find out the venue and confirm the time. 

She came back about 10 minutes later to inform me that my presence was not required as the lunch was only for Chinese Partners and Directors.

Take that Gweilo!

Hospital Pass

Attended a meeting with a client in HK today, at the request of local partner who had asked me to accompany him. Apparently we have put some "hard yards" with the client and they had not given us any meaningful work. Could I help to ease the problem?

Pitched up at clients office in Central to find that partner had excused himself to participate in an urgent conference call (a likely story!).

I dutifully had my head ripped off by the tax director who told me what a useless firm we were: unresponsive, not proactive, technically deficient, no access given to foreign offices etc etc.

Now I can see why the partner on the job did a runner.

No doubt I will be blamed for wrecking a profitable relationship - yet another day in the life of the Gweilo Running Dog.