Chapter 5. Advancement

Don’t judge each day by the harvest you reap

but by the seeds that you plant. ― Robert Louis Stevenson

The Broadway stage once performed the musical comedy

“How to run a successful business without effort”.

The main character is a young employee

who always wants to impress the boss.

In one scene,

he arrived at work a few minutes early,

began loosening his tie and shirt collar, ruffled his hair,

filled his ashtray with cigarette butts,

and tossed papers and documents all over the room.

A few minutes later,

when the boss arrived,

he found this employee “collapsed” on the table,

apparently he was unconscious from working all night.

It was a funny show,

but the reality was that a lot of people did ridiculous things to get promoted.

I never had the “honour” to strive for advancement

because I went straight from law to opening my own company.

However, I have had many occasions to observe my friends striving for the highest positions,

athletes striving in the business field and of course,

many of our managers who come to IMG from good business in law school.

The company is the ideal environment to observe people.

Assuming the same conditions and capabilities,

why do some people go straight to a high position,

while others keep “stomping in place” in middle management positions?

I think the answer lies in understanding the difference between ability

and efficiency, and effectiveness is the use of ability to achieve certain goals and outcomes.

People who only work within their abilities cannot shine.

They must know how to combine ability with other factors knowledge, sensitivity,

ability to grasp the rules of the game.

They are often successful people because they know how to “sell” ideas

and themselves effectively both inside and outside the company.

One of our clients is John Madden, a CBS sportscaster

who has coached the successful Oakland Raiders for many years.

During the championship seasons, Oakland owned a very professional player,

Fred Beletnikoff. Madden once commented on Beletnikoff as follows:

“If he only plays to the best of his ability,

he can’t make it to the national team.

He is slow, small again, and even a little clumsy.

I used to have to stand on the touchline and shout:

‘Fred, don’t fall!’

All he can do is take the shots that come in and score.”

And Fred Beletnikoff played very well.

He understands the rules of the game,

understands teamwork and accurately calculates the “steps” leading to the goal.

He is a star in his place.

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KNOW THE RULES

Wake up determined. Go to bed satisfied. ― Dwayne Johnson 

Is climbing the career ladder a game?

That’s right, it’s actually multiple games taking place at the same time.

If you care about your career,

take these games seriously and really want to win.

If you are an owner,

you must always find a way to discover real talents

and not be deceived by appearances.

If you are an employee,

you must find a way to let the people

who really decide to know

how good you are without being jealous and jealous of the middlemen.

This problem can be very complicated.

So you must be able to jump up a few steps

and “alarm” your superiors about your ability.

At the same time,

you must make the middlemen understand that if they support

and help you become a senior employee,

they will also benefit as a manager.

Stop middle managers

(who only care about their own interests)

from bullying or robbing you.

At the same time,

you must maintain friendship with peers

and maintain the support of subordinates.

his is very complicated and uncomfortable,

so many people are discouraged and give up.

Promotion is one of the real problems of business life.

A Master of Business Administration (MBA) degree can help you get into a company.

But then, you have to find a way to let them know your true worth.

Can you show your genius without making others look stupid?

Can you play this game without resorting to intrigue?

I believe it is possible,

but the first step is to understand the rules of the game,

to acknowledge the basic realities that affect relationships within the company.

Each company has a different reality,

but in my opinion there are three general rules:

Rule 1:

Strong win, weak lose

Darwinism affects most pyramidal structures,

with the exception of companies.

Obviously, in a company,

the number of presidents is always less

than the vice president,

the vice president is always less than the director,

and so on management levels, between layers.

Some call a structure with such a highly hierarchical power system a “food chain”.

Rule 2: Equal colleagues are inevitable allies

I’m surprised that seemingly intelligent people often fail to understand this.

If you alienate your peers,

you probably won’t need to find any other enemies in the company.

Rule 3:

There is always a system

Every company has a “system” want to try

To advance, you must know

and understand how to use the company’s system.

It is the only way to be able to work within the machine,

through it and around it.

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CREATE LONG TERM IMPRESSIONS

The best way to predict your future is to create it. ― Abraham Lincoln

Almost everything mentioned in Chapter II about impressing is intended to help you get ahead,

because one thing is important:

people judge you over the long term.

This means that you should take the cost calculation less seriously

and focus on developing a system of friends and allies to support you.

You can get a seasoned mentor outside of your company with

just a few phone calls to the right place

and occasionally meeting at the right time.

But in the company,

to get such a person,

you have to move from week to week, month to month.

Such a long process means that the glorious victories

and the bitter defeats any success or loss

are not as important as you think.

Have you ever heard someone complain:

“This company has a general attitude of

‘What have you done for me lately?’”.

This is a very legitimate attitude because it is part of the “reciprocity”:

if you break a contract or even multiple contracts in a row,

you don’t think because of that people will chase you.

But on the contrary,

if for a long time only one person does the job,

people will begin to question the others.

The fact that people judge you over a long period also speaks to the value of patience,

knowing when to wait for an opportunity to act,

knowing when to be ready to show and when to hide.

In a company, you are very easily exposed,

both weak and strong.

Therefore, you must be aware that “life must know harmony“.

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SYMPTOMS “LOVE YOURSELF”

No one can make you feel inferior without your own consent. ― Eleanor Roosevelt 

Many people work very effectively,

but suffer from the “syndrome” of always being proud

when flaunting their weaknesses as well as their strengths.

One of our senior managers, a good director,

knows how to motivate people to work,

has loyal subordinates and is always in control of the situation.

But he suffers from two weaknesses:

he likes to interfere in other people’s affairs and talk too much.

What annoys me is that he knows both of these weaknesses,

yet he seems to find ways to flaunt them.

He acted as if those were two “perks” that he rewarded himself.

He was always productive, but it was these habits that limited him a lot.

People who act on the “self-love” syndrome

(just as I am) seem to think it’s a sign of security,

when in fact it’s quite the opposite.

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KEEP SOME NEW TRICKS

If you cannot find peace within yourself, you will never find it anywhere else. ― Marvin Gaye

We have an employee who always “knows how” to turn defeat into victory.

Regardless of the situation,

he acted as if he was “going to die” and only a miracle could solve this.

When he “miraculously” solves it,

he assumes it will wow his superiors,

as if the deal wouldn’t have been done

without his heroic actions at the last minute.

Another employee, who is no longer with us,

consistently converts wins to losses

or at least that’s how he pretends to be.

Every year, his income projections are often incredibly promising,

some years exceeding the actual figure by nearly 100%.

Of course, during that year we thought he didn’t do very well.

But the cumulative effect over a long period of time was so bad,

we started deducting 50% of everything he said or did.

Another bad trick I’ve come across in a company is managers “hoarding” customers.

This overprotective attitude to these relationships has shown me,

as a company owner,

that they have a rather limited understanding of the issue of authorization,

the organization of the company,

and its relationships.

The reciprocal relationships that make the company work.

Maybe I don’t question the sales ability of these guys,

but I doubt their management ability.

I could cite hundreds of examples of this sort

from a manager who always makes outrageous excuses

that he thinks others can’t disapprove of,

to someone saying that if I wanted him to If we can do things outside,

don’t expect him to do the things he’s supposed to do at the company, etc.

Those are the people who often show “tricks”

or work habits that they think they will make them better appreciated by their superiors,

or make them indispensable to the company.

However, these games are easy to spot,

and in the long run,

it is foreseeable that they often have the opposite result.

The nature and ethos of every company is ever-changing,

so the best way to spot “new tricks”, the ones that work

is to observe the people who advance rapidly in the company.

Obviously, you can’t find a superstar in a dynamic company

who lacks the enthusiasm that is part of the company’s hallmarks.

For our company, a consortium of 12 independent companies

around the world,

I value collaboration and communication throughout the company.

The most successful managers are the ones who figure out this “trick”

they are able to achieve their own goals within the company’s overall goals,

doing their part well

while actively supporting them and support other parts.

Take a step back and consider a few tricks of your own.

You may find that what you think is in your best interest is actually not.

Don’t get caught up,

because you don’t want your boss to have a chance to say,

“That guy did the same thing again!”

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THREE HARDS TO SAY

Focus on the solution, not on the problem. ― Jim Rohn

Many people will say things

that they mistakenly think will make a good impression, and similarly,

they are wrong to avoid certain sentences.

In my opinion, there are three difficult sentences that I often say.

In fact, most of the presidents and CEOs

I’ve come in contact with know when and how to say these sentences.

“I do not know”

It’s amazing how many people are so afraid to say these words,

they think it shows incompetence.

When I first shook Arnold Palmer’s hand,

I said that I could guarantee him only two things.

First, if I don’t know something,

I’ll tell you.

Second, when I don’t know something,

I find someone who does.

Today, I probably know more than I did 20 years ago,

but I find myself saying “I don’t know” more and more.

Even if I know, I still say it,

sometimes to gather more information or to compare with what I “know”,

but the main reason is

because I believe that a humble attitude is always  more effective than a “know-it-all” attitude.

Even if you have a clear point of view,

saying “I don’t know, but it seems…”

is often effective,

it both helps to calm the issue

and doesn’t rule out the possibility that something is wrong,

you don’t know.

When someone can’t say “I don’t know,”

even in the most mundane of situations,

it says something about their personality at work.

I love watching these people fidget

as they try to pretend to understand what others are saying.

What they don’t understand is that

if they don’t admit what they don’t know,

people will question what they know.

“I need help”

People are often afraid to ask for help or accept help

because they think it shows they are incompetent.

If they think carefully, they will realize

that a system is set up to seek and receive help.

In a company, sometimes certain tasks

and their effectiveness are accomplished better by the team than by the individual.

We have a manager who always asks to work “alone”.

He definitely refused to bring the contract back to the company

or drag someone else into it until he had arranged everything himself,

because he wanted to get all the credit.

In many cases, if he asks for help or knows

how to use the available resources,

perhaps both he and the company can benefit more.

Not asking others for help is a narrow and short-sighted view.

Asking others for help is a great way to learn

and expand your knowledge and expertise,

and increase your value to the company.

It also shows a willingness to cooperate with others.

Of course, there are limits to this.

If you constantly ask others to help you with something,

it shows that you are not capable of learning.

However, people tend to refrain from resorting to other people’s help,

especially in dynamic companies.

Knowing how to help others when asked is equally important.

Those who are willing to help others do not suffer from the miserable “disease” of suspicion of the guy

who likes to work “alone and alone”.

Those who do not want to share knowledge,

relationships and business know-how with everyone in the same company will certainly

not be actively supported when needed.

Any active board of directors welcomes and acknowledges

whether you ask others for help or you help others.

There is nothing wrong with personal interests, even selfish interests.

In fact, all the companies with the best management always seem to know

how to combine personal and corporate interests.

But if you act in your own personal interests at the expense of the company’s interests,

you will limit your effectiveness and others will notice it.

“I’m wrong”

The president of a mid-sized company complained to me about the conservative attitudes of his managers:

“The problem is they are all afraid of making mistakes!”

I strongly agree with the business philosophy

that not making a mistake means not trying your best.

I believe that if you want to stay ahead in business,

you have to keep trying your luck.

This means you are more likely to make a mistake.

All the time, good managers are right,

but they also know when they’ve made a mistake

and are willing to admit it.

People who do not really believe in their own abilities are often afraid to admit mistakes.

They don’t understand that making a mistake and admitting it

taking responsibility for it

are two actions completely separate.

It’s how you handle the mistake,

not the mistake itself, that makes a lasting impression.

If they know how to admit mistakes

and make progress,

they will be appreciated by the management.

On the contrary,

trying to explain,

hide or blame others only wastes time and makes things worse.

I’ve found that good managers are eager for their mistakes.

They assume that by making mistakes, they learn to do it right, so they are eager to try again.

Clearly admitting “I was wrong” is essential to success

because it has the power of bleach.

It allows successful managers to “keep moving forward,”

to get rid of all the mistakes, and to do the things that make up great successes.

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RELIABILITY

Focus to unlock your genius. ― Maxime Lagace 

Obviously, no boss wants to use people he doesn’t trust.

I believe that in every company,

members with strong judgment and character will easily win people’s trust.

Occasionally, I have to deal with the problem of some staff members

trying to “tweak” events to fit their “improvisations”,

talking about a situation less

than they really know or want to tell you know.

What’s interesting is that I observed how consistent they were.

If I suspect someone of dishonesty,

I’ll ask him to send in a trip report or two.

Expenses report reflects the truth.

I usually go on a business trip many times a year,

so I know quite well the cost of the trips.

I think this is pretty obvious to the people who work for us as well.

However, the people I suspect may have taken advantage of it too much,

they increased their spending,

rounded up to the highest number and always used taxis for their own purposes.

I usually don’t bring up the issue of these expenses right away,

but handle it gently when reviewing salaries.

Understanding the expense report is also a way to know people.

For example,

a manager who always stays at the most luxurious hotel,

eats at the most luxurious restaurant, even when dining alone,

will show this person’s selfishness.

In our industry, it’s common to travel to “scenic” locations,

so you can ask employees to plan business trips in conjunction

with upcoming holidays. ranked first, however,

some employees struggled to hide even the outward appearance of this.

No one likes to feel cheated,

nor does anyone support a subordinate’s career

if he is too secretive or too wise for his own sake.

If you think that the only way to get promoted is to cheat your boss,

then you have to be good at hiding it because in the long run,

you will be “revealed”.

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LOYAL

Success is the result of perfection, hard work, learning from failure, loyalty, and persistence. ― Colin Powell

Loyalty is another form of trust.

Employees are often unaware

that any company takes this very seriously.

They will trade loyalty for a petty gain or a short-sighted goal.

Obviously, if a company makes an offer so compelling

that it’s impossible to refuse,

then you’re going to go crazy if you don’t go for it.

However, in this case,

if you don’t consider finding a new job,

you will have to be very careful

when taking advantage of other opportunities.

No one likes to be deceived,

and no one likes to be threatened.

If you threaten to quit your job,

it will only harm you.

In fact, you’ve shown your boss

that you don’t value loyalty, and worse,

you have nothing to prove your attitude.

So you have “lost both the lead and the fishing rod”.

I don’t like people

who think they are the “prey” of companies looking for good talent.

If you’ve been offered a job elsewhere,

but prefer to stay with your current company,

emphasize the importance of loyalty you have to the company.

Instead of saying,

“Look, that’s what they offered me!

Please respond accordingly or more, or I will go!”

you just need to use softer words,

the effect will be different:

“Of course my loyalty to the company!

So what can the company do to keep me from thinking

about getting another job?”

*********

THREE STANDARDS OF ASSESSMENT

Each morning we are born again. What we do today is what matters most. ― Buddha

Everyone has a boss.

Like it or not,

your boss will judge you on three criteria:

Positive commitment

If you’re not fully committed to your job,

don’t let your boss know that secret.

Attention to detail

Great difficulties are highlighted,

therefore, psychological relief.

It’s the little issues,

too small to be worth talking about

like a lost report, an unfulfilled trifle

that cause resentment and resentment.

Keep watching closely

While this may seem inconsequential,

nothing can make such a big impact.

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DON’T USE THE OFFICE AS A PERSONAL FORUM

You will never reach your destination if you stop and throw stones at every dog that barks. ― Winston Churchill 

Nowadays, people are often so focused on their careers that they don’t see it as a problem anymore.

But I still get angry every time our manager uses the office as a personal forum.

This has to do with many things,

from the way he dresses, to whether you have to say no, or just

Accepting and joining a new system is only a “waste of time”,

or his arrangement is only to satisfy his ego.

In a company, self-assertion is a delicate matter.

The trick is to know how to adapt

know when to fit in

while still being able to express yourself.

Separate personal issues from corporate or public issues.

Only assert yourself at the right times and places.

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DO NOT CHANGE THE SYSTEM, WORK THROUGH IT

Your current thoughts are creating your future life.

What you think about the most or focus on the most will appear as your life. ― Rhonda Byrne

Companies never operate according to their organizational chart.

They are made up of people, important figures, politics,

and power games

factors that cannot be connected by fixed links.

It is important that you know the system well to be able to work through it.

Too many people have spent too much time fighting that system.

The wisest people use time to learn how to use it.

Every company has a secret organization chart,

and the system is the best clue to determine what that chart is.

If you understand how it works,

you will understand how it really works.

Who is the decision maker?

Who excels and who doesn’t?

What shortcuts and backdoors are there?

How is the actual work done?

I don’t think you have to play politics to get ahead.

Have you ever noticed that people

who complain about a political game in the office are always victims of it?

It is essential to make some friends.

To function effectively,

you must develop lasting friendships both inside

and outside the company.

The larger the company, the more important this becomes.

Again, consider colleagues an ally, not a competitor.

If you can hook up with some of the brightest stars in the company,

you’ll climb the ladder with them.

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WANT TO WORK FOR ME, YOU HAVE TO WORK FOR PEOPLE

You must always tell yourself, ‘No matter how hard it is, or how hard it gets, I am going to make it. — Les Brown

We have a manager in New York who complains about our legal department in Cleveland.

He believes that the time it takes them to draft or sign contracts affects his work efficiency.

I know the situation and he may be right,

but he doesn’t know that the legal department has its own list of priorities,

and that he is not always at the top of the list.

In fact, with the way he always exaggerates and gets mad,

he will certainly never be at the top of the list.

One day, the chief legal officer said to the manager,

“I’ll show you how to work with your attorney.

Next time, when the contract is brought in,

review it in person,

and before you send it,

attach a memo listing the issues you see and suggest solutions.

Let’s see if that makes the job faster.

If not, we will try another way.”

Needless to say,

this manager never had to try any other way!

When you need something from another department, ask yourself,

“What can I do to make it easier for them?”

If you need sales information,

don’t just ask to speak to the sales manager,

ask him who you have to meet.

If you have a problem with another department,

make sure they know the problem before you ask for a response.

Let other department employees see you want to work with them,

instead of acting like they have to work for you.

You’ll find that every time you need a colleague’s support,

they’ll be more than happy to help.

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CHOOSE THE RIGHT TARGETS TO ATTACK

When you cannot control what is happening,

challenge yourself to control the way you respond to what is happening.

That is where the power is.

Storms make trees take deeper roots. — Dolly Parton

The fastest way to lose credibility is to get angry

about petty things to cover up major transgressions.

This is easy for us to fall into,

but it also shows immaturity and exposes a lack of mature judgment.

Furthermore, many companies

don’t have the time to do psychological analysis to find out

where the real problem lies.

When joining a new company at any level,

you always have to set goals and play the gamble.

Judgment will help you roll out the “tricks”

and your capital will increase your winnings

or make you look for another game.

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CHOOSE LOCATION TO SHOW

Strength does not come from physical ability but from an indomitable will. — Mahatma Gandhi

The effectiveness you achieve in a company directly correlates

with your ability to highlight yourself:

“How and where can I have the most impact in the shortest amount of time?”

But in business,

many people seem to be haunted by the fear of being forgotten.

If a council is formed, they want to participate;

if a meeting is held, they want to attend.

I once had a lunch date with a few managers

that I hadn’t seen in a long time.

Later, I learned that this casual gathering is called the “Lunch Council”

and many managers are really annoyed at not being “appointed” to this board!

Internal facial beautification is an undeniable fact in company life.

While boards and meetings contribute to the company’s vision,

you must choose where you represent it.

Consider attending meetings

and being appointed to boards as leverage.

Go where it is most beneficial to you

and avoid places where you can only contribute the least.

When I am seeing a face appear in every meeting,

I began to wonder

when the manager would have time to do other things.

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WHAT DO YOU DO OUTSIDE YOUR WORK?

Above all, be the heroine of your life, not the victim. — Nora Ephron

People often take on projects

that are outside of their usual job,

thereby building credibility and recognition.

Jobs were available when they arrived

and continued to exist after they left. Work is immutable.

What you do outside of that work is often noticed.

Most positions in a company consist of three-quarters of a profession,

meaning that it comes with responsibilities and obligations,

and the remaining quarter is about personal style.

The extent to which you can stretch this 25% is the extent to

which you will stand out in the company.

What you are doing here and anywhere

What do other people think you are doing here?

A few years ago, we appointed a manager to the top-level position

as the new CFO of the entire company.

About a month later,

I called him to discuss a relatively urgent matter

and learned that he was in Pittsburgh to see a certain Mr. Rogers.

Pittsburgh? I can’t remember

which financial bank we had a relationship with in Pittsburgh.

And Mr. Rogers?

The name doesn’t suggest anything,

but we’ve dealt with hundreds of people in the financial world,

and perhaps this is just a case of forgetting.

Then I spoke to the CFO,

and he informed me that the meeting with Mr. Rogers went very well.

I asked who this Mr. Rogers was and he said,

“You know, that guy in the sweater has a kids’ TV show.”

I wonder what this CFO does in Pittsburgh just by signing a contract with Mr. Rogers.

To be fair,

part of the responsibilities this manager had in his previous position

included licensing children’s clothing and products.

While I clearly think his new position is a full-time job,

he doesn’t seem to think so.

This is a pretty extreme example,

but the simple truth is that most of your employees have no idea

what you’re doing there and the rest are working with misconceptions.

If you had to write what you do for the company

and your immediate boss also wrote

what he thinks you do for the company,

you’d be surprised at the difference.

Why is this important?

What does that difference matter?

First, the company’s traditional “lost communication” starts at this level.

There is a great quote that describes how many employees feel about the company:

“Their madness becomes your reality.”

If you and your boss work but have different goals and priorities,

it is obvious that you will always feel confused by the decisions being made

and the fact that other people don’t see

what you think is very clear and clear. coherently.

Second, on the more direct issue of promotion,

you may often be judged by certain criteria that you do not know well.

You may have some contributions to the company but to them,

these contributions are also unthinkable,

so this is an important reason why people are not properly recognized.

Compare notes with your boss.

What does he and the others think you are doing here?

Once you can agree on “assumptions,

” you won’t be overwhelmed by assumptions anymore.

*******

DON’T SHUT UP WITH THE BOARD

You never know how strong you are until being strong is the only choice you have. — Bob Marley 

If you win a battle, you can still lose a war.

The more you are right, the more disadvantage you will be in the long run.

Many years ago, we had a case

where an employee had a heated argument with his boss.

One thing after another, in the end, he was forced to resign.

This was an unfortunate situation,

so the employee asked to see me because he felt

that once I knew the source of the argument

I would convince his boss to reconsider.

I told him I was willing to listen to him but couldn’t help it,

because my bigger priority was to support the company’s management structure.

While it’s possible his boss was wrong, unfortunately,

that’s not the point.

This case must have also had a negative effect on his boss,

but the boss kept his job.

*******

CASE OF CANNOT SUCCESS

Do not pray for an easy life, pray for the strength to endure a difficult one. — Bruce Lee

The people who buy the new company are rarely the ones

who will take the reins of it.

But if you’re their hire,

you have to make sure you don’t run into situations where you won’t succeed.

“We just bought this company and want you to run it.”

You can’t stop your company from making stupid acquisitions

or jumping into businesses they shouldn’t be in.

But you can find a way to avoid having

to join a group to “continue its success” or reverse the situation,

because you will find that to be the unlikely case.

A company is often acquired for one of two reasons: either it succeeds

meaning the best you can do is make it a little more successful,

or it fails and buyers feel they can make it virtual reverse.

There are always hidden and obvious reasons for a company to fail.

Sometimes you know all the problems and how to solve them,

but this kind of ready-made solution is rare.

Usually, you have to wait until you’ve gotten your hands on it

and are in a position

where you can find out the actual problems

and see if they can be fixed.

Furthermore, if you take a management position in a business

that you know nothing about,

you are starting at a disadvantage.

All your efforts will be hated by skilled employees,

even if these people are not capable of running it.

“This seems to be a transfer, but…”

Transfers, especially if you think your strength is not contact,

presents a two-pronged problem.

Or the new division is well run,

which means you’ll never get any credit;

or it’s run badly,

in which case your effectiveness will be limited by those above you.

“We created this new position just for you.”

This job doesn’t mean anything to you,

you can’t guarantee it will work in theory or not,

but the pay is better and the responsibility is more… Watch out!

“This job really needs the special talent of someone like you.”

Beware of a location with a long list of “dead bodies” close to it.

It’s best to talk to some of these “dead bodies” before jumping into the “cues”.

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WORK IN INTERNATIONAL DEPARTMENT

Most of the important things in the world have been accomplished by people who have kept on trying

when there seemed to be no hope at all. — Dale Carnegie

If I was offered a job I wanted at a company,

and if I didn’t know the company well,

I would ask to run the international division.

Assuming everything else is equal, this is

where I can make the most impact in the shortest amount of time.

Go to work in the international department of the company,

you can go far in this field of work.

Exhausted and Frustrated

Psychologists would probably say I’m a top candidate for burnout:

I work too hard and for too long under extremely stressful conditions.

However, I have never experienced anything close to a mental state of crisis.

I schedule time for exercise, relaxation,

and rest, including office naps,

and commit to using that time as my business time commitment.

I practice discerning emotions in my business

as well as my business day.

I write everything on paper so

that my mind doesn’t have to hold too much information.

As a result, when I rest, I don’t have to deal with work-related stress.

I think an even bigger problem than job burnout is work boredom.

I’ve also never experienced depression,

although I do experience dull moments from time to time.

Boredom appears when the desire to learn,

the desire to learn is saturated. Any level in the company can fall into this situation.

In fact, successful people often fall into this situation,

they need more challenges and encouragement than others.

One sure sign of budding boredom is knowing too much about work.

So I never let this happen to me.

I am always redefining my work,

taking on new tasks,

or always creating new challenges for myself.

If I achieve some goal, personal or corporate,

it immediately becomes a step in the learning process

towards another, more ambitious goal.

I believe this is how people grow in their work

and increase their influence with the company.

If you’re bored, it’s your fault,

you’re not working hard enough to keep your job interesting.

It could also be the reason you weren’t asked to do better jobs.

Find out what you love to do and you will succeed.

*******

WHAT CAN YOU LEARN FROM THE OFFICE?

Your future is created by what you do today, not tomorrow. ― Robert T. Kiyosaki

You don’t learn humility.

You don’t learn respect.

You don’t learn everything about the company.

What you learn is very important,

and maybe a little scary, about yourself.

People who want to advance have a need,

often driven, to perform well on a task,

no matter how trivial or whatever it may be.

They bring to work an attitude of truly seeing it as something bigger.

The carpenter became a contractor at some point

and had a need to drive a nail that was straighter

and better than anyone else.

The waiter, who later became a restaurant owner,

was once a good employee.

But some managers, if they started in the mailroom,

would probably still be sitting there sorting mail

and turning most of it upside down.