Where Jack Ma of Alibaba fell short in communicating 966 with his employees

Did Jack Ma, co-founder and executive chairman of Alibaba, think ahead when he made his comments about a 996 schedule, named for working 9 a.m. to 9 p.m. six days a week?

"The real 996 is not simply overtime work," he said, adding that everyone has the right to choose their own lifestyle but those who work shorter hours "won't taste the happiness and rewards of hard work."

Was he possibly inferring that people who do not work 996 are not hard working? 

Ma continued, saying that any prospective new hires should expect to work 12 hours a day if they want to succeed.

That clearly communicated that is his strong preference, maybe even his expectation for his people at his company. 

In communicating this however, he did not seem to value the employees who worked eight hour shifts, regardless of what they invest, produce, accomplish and sacrifice.

As you might imagine, that was not well received by most human beings, especially people who work within Alibaba. 

Ma was not surprised by that and then made a curious statement, one disconnected from a healthy relationship.

“As I expected, my comments internally a few days ago about the 996 schedule caused a debate and non-stop criticism,” Ma wrote. “I understand these people, and I could have said something that was ‘correct.’ But we don’t lack people saying ‘correct’ things in the world today, what we lack is truthful words that make people think.”

It's certainly a worthy debate that "what we lack is truth words that make people think" yet in the context of his comments, it also could be merely a rationalization for what Ma believes.

You might see why his beliefs are not fully welcomed. His 996 schedule seems self centered, to only benefit Alibaba, not the people who do the work and invest in the company success. 

It's not that most human beings can't mentally and physically work a "996" schedule, or that many people don't work that type of schedule in different professions, it's that Ma has a blind spot in that not all people want to have that sort of work-life imbalance or can do so due to their responsibilities away from work.

Where is Ma failing short in his communication? 

Where is the social awareness for other people who may not think as he does, may not be able to or want to live a life he desires, make a commitment he strongly favors? Where is the relationship management with his team of workers? Is he viewed as having empathy and compassion for those he employs? Is he inspiring his team or creating disappointment or anger in the minds of his people?

Where is Ma succeeding?

For his shortcomings, real or perceived, in this debate, Ma is stimulating conversation, pushing the envelope, being true to his nature and inviting people to "think."

What could he do better?

As a leader, he has to realize the power of his words. His people have to "feel" that he cares about them as human beings first and foremost, as well as know and feel he values their significant contribution to the company mission and success. The question is, do they feel that now, after he appeared to minimize those committing to the company eight hours a day?

He should be able to express his beliefs about the value he has placed, and does place, on longer daily hours commitment at work, while still communicating in different mediums how much he appreciates those who have, do and will contribute mightily to the company with eight-hour shifts. 

He can speak to his desire for more 12-hour workers in the context of it being opportunity instead of leaving open to interpretation that those who work "only" eight hours are less important, productive and valued. 

That was a big error in judgment and mistake and chipped away, I speculate, at his reputation with many of his employees.

Lesson?

Ma's social awareness, empathy, relationship management and leadership scored low in this situation. It was failed internal communications. Yet he remains a remarkable business success. 

Most all leaders have areas in which they can improve, regardless of their excellence, and Ma is no different. 

Will he learn from this situation, will he want to, will he make a concerted effort to relationship mend and learn new skills? In doing so, he would earn back some lost trust, respect and devotion and by simultaneous learn and grow as a leader,

Michael Toebe is a communications solutions leadership practice leader for reputation risk management, crisis communications and crisis management for companies and individuals. 

He has written for and contributed to Chief Executive, Corporate Board Member and the New York Law Journal. You can also find him at LinkedIn, Twitter and Instagram.