In the book “Tell Your Story Well: 66 Small Actions to Change the Script of Your Life,” the author shares his professional insights, pointing out that it is extremely fortunate to encounter one or two good bosses. The character of bosses in the workplace has an unspeakable impact on employees’ career development. However, shockingly, according to research by Nathan Brooks from Bond University in Australia on American corporate executives, 21% of managers exhibit psychopathic traits, much higher than the 1% in the general population.
Not only does the workplace display social graces and interpersonal relationships, but character is also a key factor that can sway the situation. Facing unsatisfactory leadership, should we choose to resign? Why do some organizations have leaders who abuse power and implement autocratic management? As time goes on, can such leaders still handle their positions with ease in the workplace? The author emphasizes that we should become the CEO of our own life, and not work just for the company or for others, but strive for our own life, focusing on long-term development rather than just short-term benefits.
Leaders may display an attitude of bullying subordinates and flattering superiors due to their extreme personalities and the company’s profit orientation. This underlying mindset is actually a manifestation of insecurity. Managers who fear their position is unstable may adopt the approach of exerting pressure on their subordinates and ingratiating themselves with higher-level leaders to protect their status. This can lead to the so-called “escalation of commitment,” creating a toxic work environment.
Confronted with such a workplace environment, the author does not recommend job-hopping lightly, because it does not solve the root problem. A good leader is hard to find, and frequently changing jobs not only prevents forming genuine connections with superiors but also affects your state in the next job, creating a vicious cycle. Therefore, the author advocates that each of us should act as the CEO of our own life; we work to realize our own value and development, not merely for others or the company.
When I imagine myself as the CEO of “Shen Consulting Company,” I realize that the sole employee of this company is myself. This company, as my “client” rather than my employer, pays me for my time and services in the form of “consulting fees,” not a salary. By thinking of myself as a provider of consulting services, the motivation behind my work has fundamentally shifted.
There’s a concept called “adversity quotient,” which describes people’s mindset and ability to act in response to challenges and adversities. By choosing to stay and strive to improve oneself in the face of poor leadership, one can become stronger. Many people in the workplace limit their view to their direct superiors, neglecting the importance of maintaining good relations with other departments. Cultivating cross-departmental relationships can increase transfer opportunities, especially when you are dissatisfied with your direct leader, as internal transfer or “job-hopping” can be a viable option.
For managers, internal transfers may be more challenging than for ordinary employees, so they need to delegate technical tasks to their subordinates and instead demonstrate their management capabilities, including how to effectively motivate the team and create complementary strengths. When a manager’s technical abilities far surpass their subordinates, they actually lose the possibility of transferring to other departments.
Protecting your own team is essentially the same as protecting yourself. I once encountered a manager who, while ingratiating herself with her superiors, neglected her subordinates. The astute quickly saw through the act; her true enthusiasm stemmed only from their rank. The way people in the workplace treat those with lower positions than themselves is a more accurate reflection of their character. Everyone’s career is a marathon, not just the next one or two years. The manager I mentioned was fired by the company in less than a year because of her behavior. Eventually, justice in the workplace prevails; not everyone can whimsically and comfortably play the role of a heartless leader.
One day, when a heartless leader hears a subordinate suddenly say, “I am resigning, here is my letter of resignation, please review it,” they might be shocked and at a loss, with no choice but to start looking for a replacement. However, if the manager takes care of the team, avoids short-sighted decision making, and doesn’t drive away subordinates, then management tasks will be smoother. Moreover, when managers switch jobs, their management ability is a crucial judging criterion, and quickly building an efficient team is a sign of capability. If they have maintained good relations with former colleagues and subordinates, they can invite them to join the new team when new opportunities arise, instead of struggling alone in the new company.
Therefore, managers should shield their subordinates from unnecessary work, maintain good relationships with other departments rather than blindly accepting all tasks, and truly listen to the career plans and interests of their subordinates instead of being autocratic within their own department. Indeed, some leaders in the workplace prefer high pressure and compliance, often because they have formed a mindset over a long career, are unwilling to listen to differing opinions, become increasingly stubborn, and may end up driving away those who dissent, leaving only yes-men, which exacerbates and intensifies the problems.
In the workplace, managers are often seen as a group with exceptional wisdom, and their focus on long-term development is evident. However, not everyone can persistently follow this path. Essentially, this situation is because adhering to principles of long-termism often means facing some sacrifices and challenges in the short term.
In our lives, there are always some individuals who have excelled since childhood, accustomed to winning every competition, not allowing themselves to miss any opportunity to stand out. This craving for immediate success can easily lead to a shortsighted perspective. On the other hand, I have witnessed how those in prominent managerial positions become ignored after stepping down, with some even falling into depression.
Power often intoxicates like an anesthetic, making some managers unable to distinguish whether the adulation they receive is for their level of position, or due to their personal charm and abilities. The criterion for judging whether a manager is outstanding is actually quite clear: when they leave their post or retire, are there subordinates who wish to keep in touch? In the process of changing jobs and hopping, are there team members willing to continue following?
A career is like a marathon, everyone should consider what kind of reputation they hope to leave in their industry. Is it relentless effort for a momentary promotion and salary increase, or the desire to complete the entire professional journey, and perhaps even looking forward to a harmonious and peaceful retirement? It is worth contemplating for everyone that the choices and actions of the present are paving the way for one’s own future.
