By Luis Felipe Calder? n Moncloa on January 17, 2017 11:
{sixteen|of sixteen|18} AM
If you are on step seven or 8 of {your business|your
company}, it is nice to {keep|carry} "the shirt" of {the
organization|the business|the corporation}, identify with it and sing excited
in the organizational choir. But if you are in the intermediate levels and you
intend to reach their higher levels soon, you had better take distance from that
destructive modita. Shirts
Put on your shirt" is a manipulative invocation to get
emotionally {included|engaged} with {the business|the corporation} in order to
give you more of {your time and energy|your time and efforts} and your energies
than healthily {match|overlap|concur} to your work role.
{Quite simply|Put simply|Basically}, it serves so {that
folks} take hours away with their family, {interpersonal|sociable|cultural} and
couple life to devote themselves to the organization and, all, for the same
modest salary. We can not discuss here why this {harmful|bad|detrimental}
mechanism is so accepted among Peruvian leaders, but {plainly|evidently} it is
not something that goes with the organizations or with the successful people
who have as one of their first characteristics, the balance between {all of
their|almost all their} different roles.
In summary: that your work {is merely} your job. Do not
{question|uncertainty|hesitation} that it is an important part of your life
(thus, underlining "a part" and not underlining "very
important"). But your work is not your life and you {should|really
need|really should} to not allow your work {to be|to get|for being} your
"I", your identity. Unless {if you're|most likely|you aren't} an
octave sucker and you have no other way to get you out {of this|of the|of
these} low-ranking job.
The first four reasons why you is heading to take off your
shirt
1. The first reason why you do not create your
"me" around your organization is the fact tomorrow they could throw
you out of work because your bosses decided, despite {your entire|your}
sacrifices and {your entire|your} delivery (since you did not take off the
{company|business'} shirt nor to sleep), which should save costs and
"rationalize". Or maybe {they cannot|they don't|they just do not}
throw you away, they just take you out of the form and they charge you for
receipt so that it costs the {business|corporation|firm} less and so they save
the money they wasted on your health, your vacations, your {pension|old
age|retirement living} and other silly things like that.. The only important
thing is that some manager, thanks to these savings, will achieve their goals
and {acquire|accumulate} their {twelve-monthly|gross annual} bonus, which is
{everything|all those things|that} really {issues|concerns|things}.
2. Another is prettier. It could happen that, given your
great capacity and your good performance, tomorrow you could get {an improved}
job and {determine|make a decision} to resign and leave this organization. What
would you do then {with this|recover|get back} "shirt" that you have
already tattooed on your skin?
________________________________________
3. The third is {the main} reason: an executive with the
shirt on does not serve his organization and is a hazard to him. (I beg you, I
urge one to read the brilliant {publication|reserve|e book} by Alvesson and
Spicer, 2016, The Stupidity {paradoxon|antinomie}, buy it from {Amazon .
com|Amazon online|Amazon online marketplace}. com/kindle and get it in two
minutes).
"That we need executives {dedicated|fully
commited|determined} to your company" is a dangerous half-truth. The truth
is that the enamored and fanatical {professional|exec|business} will incur all
the mistakes of lovers and fans and could business lead, {ultimately|in the
long run|eventually}, to the disappearance of the company. {Go
through|Browse|Reading} each case of great brands that disappeared and you will
see in them the signs of the "Functional Stupidity" of which Alvesson
and Spicer warn us. You will also {observe that|realize that} in those missing
big brands there were some executives who warned of {the hazards|the risks} but
who could not make themselves heard, since {everyone was|every person was} too
busy worshiping their beloved company and their idolized products,
{declining|neglecting} to see the {fact|actuality|truth} of their shortcomings
and mistakes. And today they are history.
The very best executives, rather than having well-placed
shirts, have very active brains. {They will|That they} love success, so they
want their businesses and their products {to achieve success|to reach your
goals|to hit your objectives}, {nevertheless they are|nonetheless they are} not
blinded by love for them so {they may be|they can be|they are really} aware of
the {risks|hazards|problems} and limitations.
In the end, it is a total and dangerous {lay|rest|sit} that
we need {professionals|business owners|management} committed to the company:
{what we should|whatever we|that which we} need are {professionals|business
owners|management} {devoted to|dedicated to|focused on} their own lives, {their
own families|their loved ones}, their success and, to the good {lot of
money|bundle of money|good fortune}, decide to make their success in our
company. company. (This we will see in {the next|the subsequent|this} article).
The best executives, {somewhat|alternatively} than having
well-placed {tops|tee shirts|clothing}, have very active {minds|heads}. They
love success, so they want their businesses and the products to be successful,
{nevertheless they are|nonetheless they are} not blinded by love {to them|on
their behalf|for these people} so they are aware of {the hazards|the risks} and
{restrictions|constraints|limits}.
4. Your fourth and last reason features great transcendence.
I have {decide|placed|define} on the basis of a false assumption: "high
levels are those that think, low levels are enough to commit themselves".
Well, I lied to you: in {a fantastic|an outstanding}
company, everyone has a very active brain and is committed to their own success
so if we like them to have their success here, we must develop a management
style that achieves just that: stay because it suits them, not stay because
they are {dedicated|fully commited|determined}
