Rời bỏ vị trí Chủ tịch có phải là điều dễ dàng? | Mindful Leadership SS3 #6

Key Concepts

• Heart vs. Stomach Approach: Prioritizing long-term vision and values (heart) over immediate, short-term needs (stomach).
• Mindfulness/Meditation: The practice of pausing, reflecting, and avoiding autopilot reactions, especially during difficult business situations.
• Ethical Boundaries: Recognizing and stepping away from situations that could lead to compromising one's principles.
• Strategic Retreat: Choosing to leave a situation when staying would be detrimental, even if one holds significant ownership.
• Leadership and Succession: The challenges of leading a company, dealing with external pressures, and the difficult decisions involved in restructuring.
• Company Turnaround: The process of revitalizing a struggling business, including personnel changes and strategic shifts.

Business Philosophy: Heart Over Stomach

The speaker emphasizes a core philosophy of starting any endeavor from the "heart" rather than the "stomach." The "stomach" represents immediate, short-term needs and desires, which are seen as unsustainable. In contrast, the "heart" signifies a commitment to long-term vision and values. While this approach may not make the work easier, it ensures greater sustainability and resilience. This perspective is presented as a guiding principle in life and business.

Navigating Business Challenges and Ethical Dilemmas

The speaker acknowledges facing significant difficulties and pressure in business that brought them close to the "boundary of breaking the rules." In these moments, mindfulness (thiền) plays a crucial role. The practice involves slowing down, avoiding the urge to react impulsively ("autopilot"), and taking time to pause and think carefully. This deliberate pause allows for a more considered response rather than an immediate, potentially damaging reaction.

Case Study: Mỹ Lan Group and Shareholder Conflict

A specific example is provided from 2015 concerning Mỹ Lan Group. A new shareholder acquired a stake and sought to alter the company's operations. This shareholder allegedly attempted to force the speaker out, despite the speaker still holding a significant 62.1% ownership. The speaker's response was to voluntarily step down from their position as Chairman of the Board. This decision was driven by the belief that their value would be greater outside of a conflictual environment. The speaker's willingness to leave surprised the other shareholders, who questioned why they would yield so easily. The speaker states, "Okay, that's fine. I founded the company, so I'll leave."

Revitalizing a Struggling Company: The Mỹ Lan Group Turnaround

Upon returning to Mỹ Lan to revive the company after years of decline, the speaker faced considerable disappointment. Many former students and employees who had been mentored and built up within the company were no longer receptive to guidance. Some were defiant, others disobedient, and some pursued their own agendas without engaging.

The most painful aspect of this turnaround was the necessity of a major personnel overhaul. The speaker and a colleague, Ms. Tú, had to replace nearly 400 employees. This "blood transfusion" was described as a deeply sorrowful and traumatic experience, but ultimately a necessary choice for the company's survival and change.

Conclusion

The core takeaway is the importance of a long-term, values-driven approach to business, guided by mindfulness and ethical considerations. The speaker's experiences highlight the courage required to make difficult decisions, including strategic retreats and significant organizational restructuring, when faced with internal conflict and company decline. The emphasis on "heart over stomach" and the practice of mindful reflection are presented as essential tools for navigating the complexities and pressures of the business world.