Dr Lee (JW) on personnel issues and management style

By Maria Dweggah, WHO

In an interview with The Lancet, Vol. 361, January 18, 2003, Dr Lee was asked ten questions, nine were of a technical nature: his vision for the global health in the next decade; issues of partnerships; role of national health systems, development of international health laws to improve health of populations; strategies on health research; the DGs role as an advocate for health in a world where health inequities are growing; transparency and accountability. One was on personnel issues and his management style.

Lancet: Staff morale across WHO is low. How will you strengthen WHO’s structure, staff capacity, and integration as “one WHO” ? How would you describe your management style ?

Dr Lee: Our staff is the most valuable resource of this organization. Having worked for 19 years at the country, regional and headquarters level, I am aware of the strengths and weaknesses of the current structure and work culture. I will ensure that the organizational structure that has developed over the last fifty years is matched by a clear managerial structure and by human resource policies and practices that create an environment in which staff feel valued, are able to make a clear and measurable contribution to the mission of WHO, and are supported in their career decision.

Ask my staff about my management style. I abhor micro management. I firmly believe in management through contact with people, and meet frequently, both formally and informally with my staff at all levels. I take close interest in personnel issues. Having worked in a multi-cultural environment for many years, I have developed a culturally sensitive management style.

As Director-General, I will establish a staff career development programme, enabling us to attract the best staff, and to provide an environment within which they can grow and develop, ensuring that as an organization we are able to provide the highest quality service to our member states.