IN the framework of my constant efforts to develop the bank and its employees, and while seeking to a sense of idealism I always wanted to reach in every aspect related to the bank, connected to high level of performance to extend distinguished services. I also could stimulate their powers in all human resource elements. I used to frequently meet with employees of various levels, as well as clients, and colleagues working for other banks. Such meetings were purposed to build a knowledge base of my own on work circumstances in each bank, how they are similar or different compared to work circumstances prevailing in the bank I manage. While understanding how my colleagues in other banks were keen on treating me as a competitor, and how clients exaggerated in their complaints about lack of quality in extended services, I failed to understand why the bank's employees tended to be dishonest when discussing with them any problem the bank might be exposed to, and how they were keen on taking the appearance of the employee who knew facts, yet did not want to discuss. One day, I thought of distributing a survey among all employees at the bank, regardless of their employment levels, in which I asked them one question, and gave them the freedom to answer or not. I also requested that no names, signatures, or references to their employment places should be included when answering so that they can disclose their thoughts without embarrassment or fear. The question was: What would you do if you were the General Manager? The Public Relations Department at the bank prepared and distributed it among all departments and branches. The department started to receive answers, which were surprising! Some of the replies were shocking, despite they were only two, out of 800 replies received. Those twoanswers emphasised that they were not interested in being appointed as a General Manager! Other answers were extremely positive, as they mentioned solutions to current problems. Despite the fact that some of those solutions were known, I was surprised as other solutions were not typical, yet impossible to implement. A number of replies referred to required relief in employee-related issues, like promotions. I asked the Public Relations Department to classify the replies received in respect to that survey, including the number of replies under each classification, so that consensus would be identified in the same type of reply. A number of non-objective replies were excluded, besides those carrying an absolute sense of subjectivity; as a matter of fact, writers of the latter type were easily identifiable. Through this classification, it was established that a number of employees directed their interest towards enhancing the financial situation of bank employees, and looking into increasing salaries and annual increments. The idea of the survey was non-traditional. Yet I did not repeat it again, and did not get much benefit from it either. In fact, I did not find from among employees any person who would understand that each quality required from an employee has a cost in consideration of it. Such cost is required to be compensated for through maximising revenues. Maximisation of revenues can only be realised by enhancing performance and exerting efforts with devotion. As for the reply, which took much of my thoughts, and I still remember it until now, it was an answer that said: “Nothing is better than the current situation. I envisaged myself a general manager, and could not find anything to propose, except the things,which you really do. May God help you to handle us, the clients, and the bank”!
