More random stories from my stint on ETF Board

I will present more stories and the valuable lessons learnt at ETF. Some may be good case studies for managers rising up in their careers. Some will be from experiences drawn before my removal and reinstatement by the President, and some will be from experiences after the incident.

- BY SUNIL G WIJESINHA

Continuing with building unity, engagement and cohesion

As discussed in previous episodes, unity was clearly lacking. The staff worked, but didn't seem excited about their tasks or engaged in their work. They needed some exciting project to work on. Their potential was not fully utilised. The older managers had no clue about modern management. However, they were men and women of great integrity and loyalty to the organisation.

Wesak was approaching, and I challenged them to organise a Wesak Bakthi Gee (Buddhist devotional songs) programme. This project excited the staff and contributed to unity. The committee, formed of volunteers, was given a free hand. They commissioned a voice trainer and put up a massive stage at the Labour Secretariat premises, and the event was a resounding success.

The several subcommittees revelled in the freedom they enjoyed. The staff loved to showcase their talent. The Labour Ministry and the Labour Department also appreciated this event, and the Commissioner of Labour congratulated me. Above all, unity was now gradually improving. The staff felt that their skills and talents were being put to use for once. There was more engagement in the work of the Fund.

Another significant step was the introduction of a new Vision: to transform into the best-managed and most-admired Government organization within two years. This Vision not only excited the staff but also motivated the seniors to take up the challenge. It was a crucial milestone in our journey towards becoming a well-knit organization, but we knew that much more was needed to achieve our ambitious goal.

Providing uniforms and the resultant chaos