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During the COVID-19 pandemic, many feel helpless—facing unemployment, financial struggles, and the looming threat to their lives. Uncertainty, fear, and family tragedies forced people to reflect on what truly matters in life. What is it that we truly seek? What is most important in our existence?
These questions became even more pressing as the world collectively experienced this crisis. The pandemic stripped away many distractions and exposed deeper, existential concerns. It reminded people of the fragility of life and brought to the surface the need to rethink priorities, cherish loved ones, and focus on what brings true meaning and fulfilment.
As the second year of the COVID-19 pandemic unfolded, the Queen suddenly announced her retirement. Before we had time to process the news, we had to start planning how to inform clients and introduce the new vice president. Hong Kong was one of the earliest developed markets in the Asia-Pacific region, and the Queen had a deep emotional connection with the employees and doctors there. Many clients admired her leadership and her dedication to Allie’s vision, under which the company had thrived with a sense of harmony and talent flourishing. Her departure was a shock to Hong Kong’s clients, but given the ongoing pandemic, everyone understood her decision.35Please respect copyright.ＰＥＮＡＮＡhM7B2cAWEB
For Allie’s employees, the Queen’s teachings remained vivid in their minds, and her influence on their conduct would be long-lasting. With her departure, the incoming Asia-Pacific VP would heavily rely on the managing directors of each market. However, without any checks on his power, An Zhiren’s influence grew unchecked, turning him into an uncontrollable force, and he began executing his "big reshuffle" plan.
"Power tends to corrupt, and absolute power corrupts absolutely" John Emerich Edward Dalberg-Acton
An Zhiren aimed to apply his familiar manipulation tactics in the Hong Kong branch, relying on the "carrot and stick" approach, exploiting people's weaknesses. He believed that these strategies, which had worked in Taiwan, would also bring rapid growth in Hong Kong, boosting his influence and paving the way for his future rise. By fostering fear and peer pressure, he thought he could achieve his goals. But he underestimated the Hong Kong team. Raised in a culture shaped by Western values, Hongkongers are proactive, creative, and direct—they do not shy away from speaking out when dissatisfied. The team had always followed the Queen and Kenji’s vision, valuing product quality, mutual respect among colleagues, and loyalty to the company. They despised An Zhiren's manipulative tactics.
Research shows that when leaders adopt management methods suited for knowledge workers, employees place salary only fourth in importance, with trust, respect, and self-esteem ranking higher. When people find satisfaction through their work, external factors like salary become less important. However, if they are dissatisfied with the core of their work, money becomes the top priority as it can buy personal satisfaction outside the job. Under An Zhiren, people began speculating about the future, watching political winds, and currying favor with superiors. This confusion spread downward through the organization.
The Hong Kong team was accustomed to a culture of mutual respect, where everyone’s voice, regardless of rank, was valued. This "speak-up culture" had been one of Kenji and the management team’s greatest assets. It allowed employees to offer constructive suggestions about organizational issues, leading to positive changes and innovations. Yet, An Zhiren destroyed it in an instant.
Seeing An Zhiren stubbornly implement the same strategies that had worked in Taiwan, colleagues in Hong Kong knew they wouldn’t work locally but were powerless to speak up under his oppressive leadership. The growing sense of helplessness drained their motivation. Colleagues from the marketing, medical, and sales departments began leaving in waves. Even the rising star who was set to succeed Dr. Fang couldn’t be retained. Upon learning that she would have to deal directly with An Zhiren after Dr. Fang’s departure, she resigned immediately—ironically, her last day was even earlier than Dr. Fang’s.
When organizational issues arose, An Zhiren never saw himself as part of the problem. He consistently blamed department heads for poor management and their failure to retain talent. During the unprecedented COVID-19 pandemic, when doctors faced difficulties with their practices, he showed no empathy. Instead, he blamed the doctors for charging too much, claiming that high fees were driving patients away. Similarly, when customers complained about insufficient product support, An Zhiren didn’t try to understand their concerns. Instead, he criticized the marketing department, accusing them of not doing enough to meet customer needs, without seeking any real understanding of the situation.
An Zhiren's self-centred and selfish nature likely stems from his inability to understand others' feelings. Around 10% of the global population suffers from alexithymia, a condition marked by the unable to identify and describe one’s own emotions or those of others. People with this condition struggle with emotional awareness, social attachment, and interpersonal relationships, making it difficult for them to distinguish and comprehend others’ emotions. As a result, they often lack empathy and fail to respond appropriately to others' emotional cues.
Faced with such a leader, how could the employees of Allie’s Hong Kong branch cope? An Zhiren, used to exerting control and manipulation, was determined to find a way to deal with this team of employees who were unaccustomed to absolute obedience. His leadership style, which dismissed empathy and emotional intelligence, would inevitably clash with the culture of Allie’s Hong Kong branch, where mutual respect and open communication had been key values. How he planned to impose his will on a team that thrived on creativity and autonomy was the question that loomed over the company.
