Work Archives - Page 14 of 14 - MY EXPERIENCE | MY EXPERTISE
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MY EXPERIENCE | MY EXPERTISE

Category: Work

  • Progression means more work

    Progression means more work

    Do you really know what it means to get promoted? When you say you are ready to take on new responsibilities, is it really new or more?

    Progression means more work. Moving up the career ladder requires more time and more effort from you. If you think you can do it, go for it. Otherwise, always consider your priorities.

    When you started working, you just go through your tasks day on day. Complete your 8 hours working and maybe on some days extend a little bit whether you get paid or not. Why not? So far you are enjoying it. You like what you are doing. You want to be there not just because you get paid, but because you like it.

    There’s a certain satisfaction that comes with dedicating yourself to something you truly enjoy. The feeling of fulfillment when you invest your time and effort into a job that resonates with your passion is unparalleled. It’s not just about the hours spent but the genuine interest and enthusiasm that drives you forward. When work doesn’t feel like a chore, but rather a meaningful pursuit, every moment spent there becomes valuable.

    And as you eagerly give your best each day, the prospect of going above and beyond becomes second nature. You’re driven not solely by the clock but by the sheer pleasure of contributing to something you deeply care about. It’s this intrinsic motivation and dedication that elevates your work from a mere obligation to a source of personal fulfillment. The joy derived from immersing yourself in your work fuels your productivity, making every task an opportunity for growth and achievement. Your commitment to excellence extends beyond the routine as you strive to continuously improve and make meaningful contributions. So, by embracing your genuine passion and dedication, you pave the way for a truly rewarding journey in the professional world.

    And maybe after a few months or years, your boss hands you additional tasks. You get excited because it is something new. You have something else to try on. And your boss considers you as the go-to guy. This is becoming a good path for you.

    Finding yourself in this position is a testament to your skills and work ethic. Embrace these new challenges and responsibilities with enthusiasm, as they are opportunities to showcase your abilities and further enhance your professional development. Being entrusted with more tasks indicates that your supervisor values your contributions and believes in your capability to deliver excellent results. Take this as a vote of confidence in your abilities and a chance to broaden your expertise. As you continue to excel in these new endeavors, your value within the organization will undoubtedly grow, opening up even more doors for advancement and recognition. Keep up the great work!

    Then, you think about getting promoted. Thinking about that money. Thinking about the team you will lead. Getting excited because you’ll have your own team to lead and guide. You become Captain America of the Avengers.

    Not knowing that getting that promotion, getting higher up the corporate ladder, and having a team of your own will mean something else. You will have more work.

    The journey to achieving a promotion and climbing higher up the corporate ladder, while exciting and rewarding in many ways, also comes with its own set of challenges and responsibilities. It’s essential to acknowledge that alongside the increased authority and potential for leadership in having a team of your own, there often comes a significant increase in workload and managerial duties. This shift can signify a tremendous opportunity for personal and professional growth, as well as a chance to positively impact the work environment and the lives of those within your team. Embracing this change requires a strategic and thoughtful approach to time management, delegation, and honing leadership skills to ensure that the added workload is met with efficiency and effectiveness. Recognizing the multifaceted nature of career advancement can empower individuals to navigate the complexities of their roles with resilience and determination.

    You’ll be responsible for your entire team’s output. You’ll be responsible for assisting your boss with everything. You will have to think, decide, endorse, plan, monitor the team’s work, direct and so on. And all of these are more work and more time.

    Now, I am not saying it is a bad thing. No. It can either be good or bad depending on what you want to do in your life.

    Progressing in your career is good because it is a result of your hard work and by traditional definition, that is a success. Going up the corporate ladder tells a lot about how successful you are in your chosen field.

    The pursuit of progress in one’s career is a commendable endeavor. Advancing through the ranks within a professional setting is often viewed as a well-deserved outcome of dedication and perseverance. By adhering to the traditional metrics of success, ascending the corporate ladder serves as a tangible indicator of one’s proficiency and triumph within their chosen industry. It signifies the culmination of relentless effort, acquired expertise, and the ability to navigate the intricate dynamics of the professional environment. Embracing the challenges and triumphs encountered along this journey further illustrates an individual’s commitment to their personal and professional growth.

    And it becomes worse if you are just aiming for the title and money. When that is all that you are after, becoming a leader and having more responsibilities is not for you.

    Progression means more work. It gives you more money. It requires you more time. If these are things you think you are ready for, make yourself prepared. If not, then, you are setting yourself to failure.

    Progression in any aspect of life often entails putting in more effort and dedication. It’s a journey that demands commitment, time, and resources, and it’s not always an easy path to traverse. However, the potential rewards that come with progression can be substantial. As you advance, you may find yourself with greater financial stability, expanded opportunities, and personal growth. It’s crucial to assess whether you’re prepared for the challenges that come with this pursuit. If you believe you’re ready to take on the additional work, invest the necessary time, and make the requisite sacrifices, then you’re setting yourself on a path towards success and fulfillment. On the other hand, if you’re not willing to commit to the demands of progression, you may inadvertently be setting yourself up for setbacks and obstacles. It’s important to make an informed choice and be truly prepared for the journey ahead, as this will greatly influence your chances of achieving your goals.

    My take on this is if you can not make a significant impact on the lives of others if you are not able to make a meaningful impact on the business, if, and most important of all, your mental health is at risk, then it is not worth climbing up.

    Go get that promotion. Go get that money. Just consider that those two things are just rewards for what you will give in return – time and health.

  • Flexibility is not availability

    Flexibility is not availability

    Flexibility is not availability. Being flexible at work usually means being available all the time. This may not be the right meaning.

    Does it really mean being available when needed? When you say you are highly flexible, does that equate to being able to attend to other people’s concerns all the time? When is enough?

    When you are interviewed for a job, one of the usual questions is about being highly flexible. You immediately say yes thinking that it could not be bad and that you can still negotiate your time. Well, most of the time, you are wrong.

    Flexibility in the workplace is often presented as a desirable trait, and it’s understandable why many would readily agree to be highly flexible during a job interview. The initial allure of appearing accommodating and adaptable can overshadow the potential implications and demands of such an agreement. While the intention may be to retain a sense of control over one’s time, the reality can often be quite different.

    Agreeing to high flexibility without fully understanding the scope and expectations can lead to challenges in maintaining a healthy work-life balance. It’s crucial to engage in open communication with employers regarding the specifics of flexibility and to negotiate terms that align with personal needs and boundaries. True flexibility should involve a reciprocal understanding and respect for both the employee and the employer, promoting a harmonious and sustainable work environment.

    It’s important for individuals to approach the concept of flexibility with a discerning mindset, recognizing the potential impact on their daily lives and well-being. Open dialogue and clear parameters can help transform the concept of flexibility from a potential source of stress into a mutually beneficial arrangement.

    When asked about flexibility, it only means that you are expected to be working when you are asked to work. For rank and file, it could only mean changing shifts, especially in a BPO setting. For managerial positions, it is totally different. The expectations are higher. You will be receiving messages on your personal numbers and the expectation is for you to respond, may it be just for a simple question or something bigger that you need to attend to, even if it is not your regular working hours yet.

    The concept of flexibility in the workplace extends beyond simply being available to work when asked. When discussing flexibility, especially within the framework of a BPO setting, it often pertains to the ability to adjust shifts for individuals in rank-and-file positions. This can involve accommodating changes in work schedules to meet the operational demands of the business.

    In contrast, for employees in managerial positions, the expectations around flexibility take on a different dimension. It often involves being reachable on personal contact numbers, and the expectation to respond promptly, whether it’s a simple query or a more substantial matter that requires attention, even outside of regular working hours. The level of responsibility and accountability in such roles can lead to a more encompassing scope of flexibility, where the demands of the position may transcend typical working hours.

    Whether it’s adapting to shifting schedules or being available for critical communication and decision-making outside of regular working hours, the concept of flexibility in the modern workplace encompasses a diverse set of expectations across different levels of the organizational hierarchy.

    The pandemic has brought work from the office setting to our homes. And while this is beneficial for a lot of people as time and effort from commuting has been reduced, the concept of flexibility has taken a different turn. Since you are at home, maybe doing nothing, maybe you could do the work right there and then. Anyway, you already saved time from commuting, not to mention preparing to go to work, and you could use that time to get some work done.

    Flexibility is not the same as availability. It is not the same as being available all the time. To me, it only means that you have the freedom to make necessary adjustments in your daily routines and schedules as how you see it fit in your personal life. Adjusting and moving things around to attend to your priorities should be the core principle when we think about flexibility.

    The concept of flexibility holds significant value in our daily lives. It’s important to highlight that flexibility is not synonymous with constant availability. It does not imply being at someone’s beck and call consistently. Instead, it embodies the freedom to adapt and modify our daily routines and schedules in a manner that aligns with our personal lives. This freedom allows us to make necessary adjustments, ensuring that we can attend to our priorities and responsibilities effectively. Embracing flexibility entails being able to maneuver and allocate time and resources in a way that resonates with our individual needs and aspirations, thus fostering a healthier balance between our personal and professional endeavors.

    If your priority is work, so be it. If your priority is your family, so be it. To each his own. But being available all the time to attend to other people’s concerns is not flexibility. Living your life so you can be ordered around and do what you are told to is not how I see life should be.

    It’s important to establish boundaries and prioritize what truly matters to you. Sometimes, it’s necessary to take a step back and reassess how we spend our time and energy. We all have our unique priorities and responsibilities, and it’s essential to honor those while also maintaining a sense of autonomy and self-determination. Striking a balance between meeting the needs of others and preserving our own agency is crucial for a fulfilling life. Ultimately, finding harmony between our obligations and personal aspirations is key to leading a life aligned with our values and desires. Embracing this perspective can empower us to live authentically and with purpose, contributing to a sense of contentment and fulfillment.”

    Be available to do what your priorities are. Be flexible enough to adjust to what the chaotic world is giving you. Being available is not being flexible. Be flexible to be available for the things that really matter to you.

  • Micromanaging your team

    Micromanaging your team

    When could you consider trusting your team and letting them do what needs to be done? What is fast enough in delivering output and when do you step in?

    Is micromanaging your team your daily approach?

    A typical day of yours as a leader usually starts with emails and coordinating with your team to get things done. With a million things on your plate, you start handing out assignments to each member of your team. And throughout the day, either you let them be and do your own tasks or connect with some of them to know the status of the work.

    While your subordinate’s typical day would be almost the same, they will do what you asked for and everything else on their daily plate. And during the course of their day, instead of them taking a break, they speak with you to discuss progress on your ask. If you are not satisfied, you ask for more and they do it again almost at the end of their shift which results in them doing more hours and almost having the same hours as you do.

    In one of your discussions with one subordinate, you give specific instructions on how to do this and that – where to put the data, what color, what table size, and so on – while watching them do it over a virtual meeting.

    And your subordinate feels uneasy because of the pressure you are giving them because instead of them doing it and figuring it out, you are there, watching them, how they do things, and calling out every mistake or everything that is not to your liking.

    Micromanaging is a result of two things – a leader’s need to be right all the time and a subordinate’s procrastination.

    A leader will always micromanage because the subordinate would not deliver it right or on time. It becomes a question of the ability of the person to deliver. If that person continues not to produce the desired result on time, the leader would be watching everything the subordinate does. While this is very stressful, it is sometimes the result of the subordinate’s behavior.

    A leader’s inclination to micromanage often stems from a lack of confidence in the subordinate’s ability to deliver work on time and according to expectations. When a team member consistently fails to meet deadlines or produce the desired results, a leader may feel compelled to closely monitor their work. While this approach can create a stressful and tense working environment, it may unfortunately be a consequence of the subordinate’s consistent behavior. In such cases, it’s crucial for both the leader and the team member to communicate openly and work together to address the root causes of the performance issues. Building trust and providing the necessary support can often lead to a more productive and harmonious working relationship.

    A subordinate will experience being micromanaged because the leader would want certain things to be done his or her way. The leader who thinks he or she knows better or since he or she has a higher position would always be right would tend to be looking for mistakes all the time and will prevent his or her team from growing.

    The experience of being micromanaged by a leader can be quite frustrating for a subordinate. This often occurs when the leader feels a strong need for things to be done in a specific way, typically their own way. Such leaders may believe that their position or knowledge entitles them to always be right, and this mindset can lead to a constant scrutiny for errors within their team. Unfortunately, this behavior can hinder the growth of the team, as it discourages independent thinking and initiative. The absence of autonomy and trust within the team can ultimately stifle creativity and productivity, creating a challenging environment for the entire group.

    A lot of articles that I have read talk about micromanaging as a faulty characteristic of a person in a leadership role. To me, it is a two-way street, and it all starts with trust. If the leader can not trust his or her subordinate because the latter is not producing the results needed, it will result in micromanaging. If the leader does not trust his or her subordinates because he or she thinks is better than them, then it would result too in micromanaging.

    Micromanaging indeed emerges as a prevalent issue discussed in leadership literature. It’s often depicted as a shortcoming, indicating a lack of trust in one’s team. However, upon closer examination, it becomes clear that the dynamics leading to micromanaging are multifaceted. At its core, the manifestation of micromanaging is contingent on the foundation of trust within the leadership-subordinate relationship.

    The concept of trust plays a pivotal role in preventing micromanaging tendencies. When a leader struggles to place trust in their subordinates due to perceived inadequacies in performance, the inclination to micromanage intensifies. Similarly, if a leader harbors an underlying belief of superiority over their team, this too can culminate in a propensity for micromanagement.

    Effectively addressing micromanaging involves fostering an environment of mutual respect and trust. It necessitates a clear delineation of responsibilities and expectations, along with open channels of communication. Furthermore, nurturing a culture where team members feel empowered to make decisions within their realm of work is crucial in mitigating the impulse to micromanage.

    In conclusion, the complexity of micromanaging in a leadership role underscores the need for holistic approaches that prioritize trust, clear communication, and mutual respect within a team’s dynamics. By addressing these underlying factors, leaders can cultivate an environment where micromanaging tendencies are minimized, thereby fostering a more cohesive and productive workspace.

    So, to you, the leader out there, do not put yourself on a pedestal. You are not better than your team. In any leadership role, it’s essential to remember that humility and empathy are key attributes. By recognizing and appreciating the diverse skills and perspectives of your team, you can foster a more inclusive and cohesive work environment. Leading by example and embracing collaboration can inspire greater trust and teamwork, ultimately leading to enhanced productivity and job satisfaction. Therefore, as a leader, it’s crucial to lead with humility and treat each team member with respect, valuing their contributions and creating space for open communication and growth.

    And, to you, the subordinate out there, be trustworthy enough that you produce the needed results. It is crucial for the effectiveness of the team that each member fulfills their responsibilities with trustworthiness and reliability. By maintaining these attributes, you contribute to the overall success of the group and the attainment of the desired outcomes. Your commitment to delivering the results required demonstrates your dedication and contributes to building a cohesive and efficient working environment. Therefore, always strive to uphold the trust placed in you and continually work towards meeting the expectations set for you.

    Stop blaming the leader. Stop blaming the subordinate. It is a two-way street.

  • Work to live not live to work

    Work to live not live to work

    How much time are you spending at your job? Does your whole world revolve around it? Is it about the money? Or are you just simply a workaholic?

    Do you work to live or live to work?

    The work won’t stop. Every day there would be something new. There would be something different to take care of. Your emails won’t stop pouring. Your messages won’t stop notifying you. People will always reach out because they need something. It will continue to come at you. It will never stop.

    At the onset of any interview, one basic question is about your willingness to work long hours. And since you need a job, you say yes. You say yes to most of the questions because you need the job. And once you get it, you pour in all your time, as much as you can, as you need the job. You need the money. It’s a common scenario for many people seeking employment, where the eagerness to secure a job leads them to make commitments they may later struggle to fulfill. The pressure to agree to long hours and other demands during the interview process can sometimes be overwhelming, especially when there is a strong need for employment. Once hired, the motivation to prove oneself and secure the job can drive individuals to dedicate extensive hours to their work, often at the expense of their personal time and well-being. It’s a delicate balance between the necessity of employment and maintaining a healthy work-life equilibrium.

    You’ll eventually see that there would be some promotions ahead and you start picturing yourself getting that fancy title, that fancy office, a team to lead, and calling the shots. You also think of the money you’ll get. The changes it will bring to you and your family. Along with a fancy title, you can afford nicer things in life. You get to buy better brands of clothes, and a car, eat at fine restaurants, and get a fancy vacation.

    The allure of career advancement often comes with vivid dreams of grandeur. Imagining oneself ascending to higher positions within the professional realm ignites a sense of anticipation and aspiration. The prospect of acquiring a prestigious title, commanding a distinguished office space, leading a team, and making influential decisions can be a source of great motivation. Additionally, the allure of financial gain looms large, inspiring contemplation of the potential impact on personal and familial circumstances.

    As one envisions the possibility of an elevated status, thoughts naturally drift toward the tangible improvements it could bring about in one’s lifestyle. This includes the ability to indulge in finer luxuries, such as upscale clothing brands, a luxurious vehicle, exquisite dining experiences, and opulent holiday retreats. These material aspirations interweave with broader professional ambitions, painting a compelling picture of success and fulfillment.

    All of these you can get, only if you dedicate most of your life working. Get noticed. Get promoted. Get more money. Get nicer things. Get a better life.

    And then after that, what’s next?

    You get to dream of retiring. Dream about enjoying the beach. Dream about spending time with your family and friends. Dream about relaxing and doing nothing. Waiting for the sun to set. Waiting for your final last breath.

    Is this how you picture your life? Is this how your life is now? Are you living to work and then die after that?

    Living to work is not worth it. We work so we can live. That is the basic premise. That is the foundation. That is it. It should not be the other way around. We should not be living to work.

    The premise of working to live, rather than living to work, emphasizes the fundamental value of prioritizing our lives and well-being over the demands of our work. This principle serves as the essential foundation upon which we build our approach to work and life. It underscores the notion that work is a means to support and enhance our lives, not the defining purpose of our existence. When we uphold this perspective, we acknowledge the importance of maintaining a balance between our professional endeavors and personal fulfillment. Ultimately, embracing the idea of working to live cultivates a healthier, more sustainable approach to life, allowing us to derive greater satisfaction and meaning from our experiences.

    Please take a look at your life now. Most people I had worked with got promoted and have been working long hours. They do get vacation sometimes but they also work during those times that they are on a beach, outside having fun with family or friends, playing sports, or just watching tv. In our ever-connected world, they are not truly offline.

    The pursuit of a balanced and fulfilling life is a noble endeavor that requires careful consideration. When evaluating your daily routine, it’s essential to assess whether the allocation of time and energy aligns with your long-term well-being. In the scenario you described, where work consumes a substantial portion of your day, leaving only minimal time for rest and leisure, it may be time to reevaluate priorities. While dedication to professional pursuits is commendable, it’s crucial to recognize the importance of self-care and personal fulfillment.

    Finding harmony between work and personal life is a continuous journey, and it often involves making deliberate choices to prioritize mental and physical health, as well as leisure activities. By recalibrating your approach, you can strive for a healthier balance that allows for sufficient rest, meaningful engagements, and the exploration of diverse experiences. Embracing a mindset that values both productivity and personal well-being can lead to a more enriching and sustainable lifestyle.

    In working towards this transformation, start by setting realistic boundaries and establishing clear distinctions between work and personal time. This may involve optimizing work processes, delegating tasks when possible, and fostering open communication with colleagues and superiors. Additionally, actively carving out moments for relaxation, recreation, and connecting with loved ones can contribute to a more holistic lifestyle. Remember, achieving a sustainable work-life balance requires deliberate effort, but the rewards in terms of overall well-being and contentment are immeasurable.

    By striving to embrace a more harmonious approach to life, rooted in the appreciation of diverse experiences and personal fulfillment, you pave the way for a more gratifying and sustainable existence. With this mindset, you can foster a life where work is a part of the journey, rather than the sole focus, and create space to cherish the opportunities and joys that life presents.

    The value of work as a productive member of society cannot be overstated. By contributing our skills and efforts, we not only create opportunities for ourselves but also play a role in the greater collective progress. It’s truly commendable to engage in activities that aim to enhance the lives of others, whether through creating something that offers assistance or by simply offering our assistance directly. This spirit of contribution and cooperation is what propels the advancement of the human race, fostering innovation, empathy, and a sense of solidarity among us all.

    If you wait till you retire to spend time with those who really matter, do things that really have an impact on people’s lives, and enjoy the fruit of your labor, then, it will be a very sad ending for you.

    Don’t let that happen. Live now, not later.

  • Telling “why” instead of “what”

    Telling “why” instead of “what”

    Most of the time, when we ask someone to do something, we just give out specific instructions without explaining the why. This leads to undesired results.

    One typical day at work is when your boss contacts you and asks you to do something. Your boss gives you specific instructions on what to do and maybe, asks you when you could give it, or most of the time, your boss would just expect it to be done before lunch or at the end of the day.

    When this happens, we automatically do what we were told to do. Why not? It is the boss who told us to do it and our job is on the line. So, on that typical day, one regular day, we just do what we were told to do, get it done, and go on with our day.

    But it could be better. The day could change. Instead of being a soldier doing what was asked, we could become an artist creating something. The typical day could change to something fulfilling because we will own it.

    How? Instead of listening to step-by-step instructions that are being given to us, ask “why”.

    Why do you need to do it? What are you trying to achieve? Why go through all the steps? What are you aiming for? Why is the work needed? What is the end goal?

    When it comes to following instructions, a common approach is to diligently carry out each step without questioning the rationale behind them. However, an alternative perspective encourages individuals to inquire about the underlying reasons for each action. By understanding the “why” behind a set of instructions, individuals gain valuable insight into the purpose and potential outcomes of their actions. This can lead to a deeper comprehension of the task at hand and foster a more critical and analytical mindset. Through questioning the “why,” individuals may uncover new perspectives, identify potential improvements, and develop a more comprehensive understanding of the processes they are engaging in. Embracing this approach can lead to a more informed and empowered way of interacting with instructions, ultimately promoting a culture of critical thinking and continuous improvement.

    For example, a very simple example, let’s say your boss asks you to pull some data this year and compare it to last year’s data during the same period, place it on a table, and send it to your boss. Very simple. But, do you know what happens after you send it? Your boss will come back to you asking for clarifications or more data or rearranging the table or whatever.

    Why did that happen? Because there is no clear context on what is the purpose of the work. And most of the time, bosses are struggling with multiple items and to be quick, they ask for whatever first thing that comes into their minds. In the end, the work gets repeated because it does not completely help achieve what is being tried to accomplish.

    The process of fulfilling requests in the workplace can often lead to misunderstandings and inefficiencies. Consider the scenario above where a supervisor requests a simple task like pulling and comparing data. Once the task is completed and the data is presented, the supervisor may come back seeking further clarifications, additional data, or adjustments to the presentation. This tendency for follow-up requests can be attributed to the lack of a clear context regarding the purpose of the work. In many cases, supervisors are juggling multiple priorities and, in their efforts to expedite the process, they may simply request the first thing that comes to mind. Consequently, the initial work may not fully contribute to achieving the intended objectives, leading to the need for repeated efforts and a potential waste of time and resources.

    The importance of creating a clear and comprehensive context for any given task cannot be overstated. When employees or team members have a thorough understanding of the purpose behind their assignments, they can align their efforts more effectively and produce work that better serves the organization’s overarching goals. By outlining the specific objectives, expectations, and potential outcomes, supervisors can help ensure that the work generated contributes meaningfully to the desired outcomes. Additionally, fostering an environment where questions are encouraged and open communication is valued can further mitigate the need for repeated tasks and unnecessary revisions, ultimately improving productivity and efficiency within the workplace.

    Communication in the workplace is vital for creating a cohesive and effective team. When subordinates are encouraged to understand the purpose behind their tasks and assignments, they are more likely to feel invested and motivated. This understanding can lead to a greater sense of ownership and accountability for their work, ultimately contributing to a higher quality of output.

    On the other hand, for bosses and managers, taking the time to collaborate with their team members and provide context behind the instructions can lead to greater clarity and understanding. Rather than simply dictating tasks, this approach encourages open dialogue and can lead to a more engaged and satisfied team. When employees feel that their contributions are valued and that they understand the bigger picture, they are more likely to feel fulfilled in their roles.

    By embracing and promoting this effective two-way communication and collaborative approach, organizations can cultivate an environment where open dialogue and shared contributions thrive. This mutual and participatory strategy can lead to not only the attainment of the desired quality of work but also the creation of a more uplifting, constructive, and fruitful work atmosphere. This inclusive methodology promotes a sense of shared responsibility and empowers individuals to contribute to the collective goals, thereby fostering a culture of engagement and productivity.

    It is a two-way street. For the subordinates, ask the question why. What is the purpose of the work? For bosses, instead of giving instructions, collaborate and provide context on what is being accomplished. Having these conversations would help engage people better as there would be ownership, accountability, and a sense of fulfillment. And, ultimately, the quality of work would be near the desired one.

  • The culture of “when” instead of “now”

    The culture of “when” instead of “now”

    The culture of “when” can help us have a stress-free workplace instead of dealing with everything “now”.

    If you feel that when you ask for something and expect it to be done right there and then, you are not respecting other people’s time.

    The internet has made a lot of impossibilities possible. Being able to look for information and communicate immediately with people who are far from us are one of the many perks the invention of the internet has given us.

    The internet has undeniably revolutionized the way we access information and connect with others. Its impact on our daily lives is profound, enabling us to accomplish tasks that were once considered impossible. From conducting research on diverse topics to instantaneously communicating with individuals across the globe, the internet has ushered in an era of unprecedented accessibility and connectivity. Whether it’s seeking knowledge, sharing ideas, or fostering relationships, the internet has become an indispensable tool that continues to redefine boundaries and transcend limitations.

    This gave us instantaneous access to almost everything. Knowledge at the palm of our hands. Entertainment whenever we like it without waiting. Getting connected to people we have not met who give us a like on our posts. Communicating with almost everyone all around the world.

    While these are all good, it gave us an expectation that we get instant results from everything we ask for. This expectation is starting to have a negative effect that we are not seeing now but I think will eventually take a toll on us.

    Take for example at work. When you chat with someone, we expect that the person you are trying to reach will respond immediately. That the person is just in front of his or her laptop or holding his or her phone and when we send a message, we expect that person to respond, immediately.

    The expectations surrounding communication at the workplace have evolved significantly with the widespread adoption of digital technology. Consider a typical scenario in a professional setting: when engaging in a conversation with a colleague, there is often an implicit anticipation of an immediate response. This anticipation is fueled by the presumption that the individual is readily available, either stationed in front of a computer or actively engaged with their mobile device. As a result, there is an inherent assumption that any message relayed will elicit an instantaneous reaction.

    This phenomenon can be attributed to the prevalence of real-time communication tools in modern workplaces. The seamless integration of instant messaging platforms, coupled with the ubiquity of smartphones and laptops, has fostered an environment where immediate responsiveness is the norm. However, while this expediency can enhance operational efficiency, it also presents challenges. The constant expectation of instant communication can lead to feelings of pressure and an incessant need to be continuously available, blurring the boundaries between professional and personal time.

    Moreover, the implicit demand for immediate responses can inadvertently overshadow the necessity for thoughtful contemplation and considered replies. It is essential to recognize the value of allowing individuals the space and time to craft well-considered and comprehensive responses, especially when addressing complex or pivotal matters. Striking a balance between promptness and quality in communication is crucial for fostering a healthy and productive work environment.

    Thus, while the expectation of immediate responses in workplace communication is deeply ingrained, it is imperative to cultivate an organizational culture that values both timeliness and thoughtfulness in exchanges, thereby promoting effective and meaningful interactions among colleagues.

    We have a perception that everyone we talk to over the internet is almost always online and they must respond. Even a five-minute delay in their responses slightly pisses us off. Don’t you feel irritated when the person had seen your message and will not respond? Kind of rude, right?

    It is like we think we are outside that. That everyone else, except ourselves, is supposed to be answering every inquiry immediately. If they do not, then we feel irritated as we wait. And we want our concerns taken care of immediately as we all consider our needs are more important than others.

    But when we step back, we are not always online. We do other stuff too. We do our own things. We take care of things we need to be done at the moment may it be because we must or feel like doing it. That we are not in front of our laptops or on our phones all the time.

    So why do we expect it to be different from others?

    The culture of “now” is so prevalent that we do tend to disrespect other people’s time. We wanted everything instantaneous. We want everything now. We want us to be prioritized now. We want to be considered more important than anyone or anything else. We only have the time “now”. There is no more time for us.

    Why don’t we move to the culture of “when”?

    “When” things must be done and completed that help us achieve out goals? “When” do we respond to people from different parts of our lives? “When” do we spend time to help ourselves grow and be able to help others?

    “When” do we expect people to help us get what we need?

    By shifting our perspective into understanding that others are just exactly like us, it would better help us set clear expectations for ourselves and others. We do not need everything now. We need it by a certain time. It is not a question of how much more important our needs are compared to others. It is a question of when we could expect others to help us achieve what we need to accomplish.

    Of course, life and death situations are different. Let’s not get carried away.

    Let us all respect other people’s time. No one is really more important than anyone else. It is only our perspective in life that tells us what is important and what do we need to prioritize.

    Do you think you are more important than others because of your position in your company or because you have more money? If your answer to this is yes, then please, take a step back and assess.

    Who do we even think we are?

  • Narcissist or Humble | Boasting About Your Work

    Narcissist or Humble | Boasting About Your Work

    Narcissist or humble. Let your work speak for you, they say. People will notice eventually. While some say to advertise your work – network, market, and make others know it – we can still be proud. Up to what point?

    In the book “Leadership BS: Fixing Workplaces and Careers One Truth at a Time” by Jeffrey Pfeffer, he talks about some of the common qualities that we learn from reading leadership books, seminars, or podcasts that are, in real-world settings, not 100% helpful in traversing our everyday work.

    One of those is being modest. As a leader, any achievements we have are a result of the collective work of the people we lead. It is not the leader who was successful but the team that worked to produce results. In effect, the leader cannot claim success.

    He said that is what the leadership books, seminars, or podcasts tell us. He made an argument that successful leaders and organizations are doing otherwise.

    A leader that takes pride in his work, pushes the team to do what he wants, claims it as his, and makes the people in the organization know about it are the ones that are successful in achieving goals and climbing up the corporate ladder faster than anyone else.

    That is true as I have seen this happen.

    Or even not being in a leadership position, just being part of a team, being quiet about what you have accomplished against making it known to everyone, or just even your boss, could impact our progress in our career. We could end up stuck in our levels and wonder what we could have done differently to get promoted.

    Though, the other side of it, when you boast about your work, there is a tendency that others will take it negatively. Just thinking of yourself and your own could hurt relationships along the way and in the end, if you get that promotion, no one would be willing to follow you.

    In my experience, I attributed my promotion to the work that I did and to those who had led me to it. I had that desire to keep moving and my leaders gave me their hands to pull me up. And I have not been a person advertising what I achieved but every day, I just focused on what needs to be done.

    And being a leader, I do not have an accomplishment that I can say my own. Almost all of the work being done every day is done by my team. All of this work brought us to the stability we are looking for. No fire fighting. Just anticipate where that fire might come from and prevent it.

    In summary, I think that a leader should continue being humble. Without the people around him, that is willing to follow his vision, and think with him to find creative solutions, what could the leader accomplish?

    In the vast theater of life, we find ourselves playing dual roles: the narcissist and the humble. These personas, like opposing masks, shape our interactions, aspirations, and self-perception. But where lies the equilibrium? How much self-promotion is too much, and when does humility veer into self-effacement?

    The Narcissist: Spotlight and Shadows

    1. The Siren Call of Self-Promotion:
      • The narcissist thrives in the spotlight. They dance on the edge of self-obsession, their every move orchestrated for maximum visibility.
      • Social media platforms become their amphitheater—a place to flaunt achievements, curated lifestyles, and carefully filtered moments. Metrics—likes, followers, comments—fuel their ego.
    2. The Art of Bragging:
      • The narcissist masters the art of self-aggrandizement. They weave narratives that elevate their accomplishments, often embellishing reality.
      • Their conversations echo with “I” and “me,” and they relish recounting triumphs, no matter how trivial.
    3. The Perils of Vanity:
      • Yet, vanity has its pitfalls. The narcissist risks alienating others. Their relentless self-focus can drown out empathy, leaving relationships shallow.
      • Beneath the glittering facade lies fragility—the fear that without constant validation, they are insignificant.

    The Humble: Shadows and Starlight

    1. The Quiet Strength of Humility:
      • The humble walk a different path. They believe in letting their work speak for them, allowing deeds to resonate louder than words.
      • Their accomplishments are like hidden gems—unassuming yet precious.
    2. The Power of Authenticity:
      • The humble don’t seek applause; they seek impact. Their actions ripple through lives, leaving lasting impressions.
      • They deflect praise, attributing success to teamwork, luck, or circumstance. Their humility is magnetic.
    3. The Dangers of Diminishment:
      • But humility can morph into self-diminishment. The humble risk downplaying their worth, fading into the background.
      • Their reluctance to self-promote may hinder opportunities. After all, if a tree falls in the forest and no one hears, does it make a sound?

    The Harmonious Blend: A Symphony of Authenticity

    1. Know Your Audience:
      • Self-promotion needn’t be a megaphone; it can be a whisper. Tailor your message to the context and the ears that listen.
      • The narcissist can learn from the humble: sometimes, silence speaks louder than grand proclamations.
    2. Celebrate Quietly, Shine Brightly:
      • Celebrate victories, but not at the expense of others. The humble light candles rather than fireworks.
      • Share your journey—the struggles, the breakthroughs. Vulnerability connects hearts.
    3. Authenticity as the North Star:
      • Let authenticity guide you. Be proud of your work, but also acknowledge its collaborative roots.
      • Remember, the stars don’t shout—they simply shine.

    The Final Curtain Call

    So, up to what point? Perhaps the answer lies in balance. Be a narcissist when your passion demands it, and a humble observer when grace beckons. Let your work be your legacy, etched in deeds and whispered stories. And when the curtain falls, may it rise again—a testament to both your light and your shadows.

    In addition and final words, I’ve noticed in Japanese culture, well based on what I see in the movies, while honor is a big thing for them, they do not brag about who they are or what they have accomplished. This is the entire opposite of what Western culture is depicting in the movies that bragging and making people know of your accomplishments will get you places. Maybe it is time to follow the virtues of the East?