Work Archives - MY EXPERIENCE | MY EXPERTISE
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MY EXPERIENCE | MY EXPERTISE

Category: Work

  • Is the Four-Day Workweek Just a Mirage?

    Is the Four-Day Workweek Just a Mirage?

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    For twenty years, I’ve lived inside the BPO world. I started as an agent, taking calls at 3 a.m., and now I sit at the director’s table, shaping policies that affect thousands of employees. One idea that keeps coming up in boardrooms and break rooms alike is the four-day workweek. It sounds like a dream: more rest, more family time, fewer commutes. But is it really the answer? Or is it just another shiny concept that hides its cracks until reality sets in?

    The Promise of More Time

    Everyone knows the rhythm of a two-day weekend. Saturday is errands—groceries, bills, laundry. Sunday is recovery—sleep, chores, maybe a quick outing before Monday looms again. Leisure and family bonding often get squeezed out.

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    A three-day weekend changes the math. With an extra day, employees can actually rest, spend quality time with loved ones, and still manage errands without guilt. This is the strongest argument for the four-day week: it gives back real personal time. In industries where stress levels are high, like BPO, that extra day could mean lower attrition and higher morale.

    Productivity and Parkinson’s Law

    Parkinson’s Law says that “work expands to fill the time available.” If you give someone five days to finish a task, they’ll use all five. Compress that into four, and suddenly deadlines sharpen focus. Meetings get shorter, distractions shrink, and teams often become more efficient

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    But here’s the catch: in many models, four days means 10-hour shifts instead of 8. That’s a long grind, especially in call centers where energy and empathy are critical. The risk is burnout—agents may deliver more in fewer days, but the intensity could drain morale faster. Productivity gains are real, but they come at a cost.

    The Myth of Cost Savings

    Advocates say fewer workdays mean less commuting, lower fuel use, and reduced electricity bills for companies. That sounds logical, but let’s test it.

    • Fuel savings? Employees may not drive to work, but many will use that extra day for mall trips, family outings, or side hustles. The fuel use doesn’t vanish—it just shifts.
    • Electricity savings? In a BPO, operations run 24/7. Whether it’s Monday or Saturday, the lights, servers, and air conditioning stay on. The impact on utility bills is minimal.
    • Company costs? Scheduling becomes tricky. Coverage gaps appear, overtime costs rise, and managers spend more time balancing shifts.

    For industries like BPO, the financial upside is not as clear as in traditional office setups.

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    The Human Side of the Equation

    Beyond numbers, the four-day week touches something deeper: employee well-being. In BPO, attrition is a constant battle. Agents leave not just for pay but for lifestyle. Offering a compressed workweek could be a powerful retention tool. It signals that management values personal time, not just output.

    Yet, the danger is overpromising. If employees end up working longer, harder days, the “extra rest” may feel like a mirage. Leaders must balance ambition with empathy.

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    Global Experiments

    Countries like Iceland and companies in Japan have tested shorter workweeks with positive results. Productivity stayed the same or even improved, while employee satisfaction soared. But context matters. These trials often happened in industries with flexible schedules, not in 24/7 customer service environments.

    The BPO sector is unique. Clients expect round-the-clock support. Compressing schedules without hurting service levels is a puzzle that requires more than enthusiasm—it demands innovation in workforce planning.

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    The Provocative Question

    So, is the four-day workweek a mirage or a miracle? The truth lies in the details. For some industries, it’s a breakthrough. For BPO, it’s a balancing act. Leaders must ask: Are we solving burnout, or just shifting it? Are we saving costs, or just moving them around? Are we giving employees more freedom, or just longer chains?

    Final Thoughts

    The four-day workweek is not a silver bullet. It offers real benefits in personal time and productivity, but it also brings hidden costs in energy, scheduling, and employee fatigue. For BPO companies, the challenge is even greater because operations never stop.

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    1. The promise of a three-day weekend is powerful. Employees gain more rest, more family time, and a chance to live beyond errands. This alone makes the idea appealing.
    2. Productivity gains are possible, thanks to Parkinson’s Law, but the compressed hours can backfire. Burnout is a real risk, especially in customer-facing industries.
    3. Cost savings are not guaranteed. Commuting may drop, but electricity and operational expenses in 24/7 companies remain unchanged. Leaders must weigh these realities before embracing the model.

    Sources

    • TriNet: Pros and Cons of a 4-Day Workweek (trinet.com in Bing)
    • PeopleHR: Four-Day Work Week Pros and Cons (peoplehr.com in Bing)
    • Britannica ProCon: Four-Day Workweek Debate (procon.org in Bing)

    Related Articles

    • BBC: Could the Four-Day Week Work Everywhere? (bbc.com in Bing)
    • Harvard Business Review: The Case for a Shorter Workweek (hbr.org in Bing)
    • Forbes: Four-Day Workweek Experiments Around the World (forbes.com in Bing)
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  • Narcissist or Humble | Boasting About Your Work

    Narcissist or Humble | Boasting About Your Work

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    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.

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    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.

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    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.

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    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.

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    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?

  • Purpose or Pay | Forcing Ourselves At Work

    Purpose or Pay | Forcing Ourselves At Work

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    Purpose or pay? Have you had that moment in your life when you feel you are forcing yourself to do your job and stay with it because the pay is high? Ever wondered about doing a job you like without worrying about how much it would pay?

    Out of school, we start looking for a job. Some may have planned out their careers but most of us took on the first job that offered us money. While we had moved from one company to another or even shifted careers, a good percentage of us chose to stay where we started and we may have grown to like it but, most are just stuck with it because the money brings food to the table.

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    My former boss once told me that he loves his job. He is available almost 24×7 and even when he is on vacation, he checks his email. That may be his way of dealing with his work but to me, that’s not what I want.

    A person I know who owns the company I worked before works even on holidays, Christmas. On the eve, he called me while I was in the church asking for financial projections. I answered it as the mass has not started and that was my wake up call. To him, his company is his life. To me, my family is my life.

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    These two examples could be telling us that they have seen their purpose in what they do or they are doing it because of the financial return. I could not honestly tell which is which. All I am trying to say is if we are doing the work because of the money and do not see the purpose in what we are doing, it is not the way to live.

    Saying to yourself, “I love my job” would not cut it.

    What is it that you want to do? What brings you joy and pleasure when you do it? What makes time go fast when you are doing something? I think these are the questions we could ask ourselves to find our purpose.

    If we are in a job and aiming for that promotion just because of money and not considering what could the promotion enable us to do that is aligned with our purpose, I think we may be in the wrong place.

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    For those who know me, I decided to stay at my level because I felt I am not doing the work I like. I would rather have a more direct impact in helping others grow in our current field as opposed to being far from their reach with relationships broken.

    Someone told me that it is all about the money. Yeah. Maybe. But, again, why would I feel stressed and depressed every day doing the work I do not want just to get more money for the work I do not see any purpose.

    Hope you get to think about it too. We only got one life. There is no better time to enjoy it than now.

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  • Is My Boss Incompetent?

    Is My Boss Incompetent?

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    Everyone has been there. You are sitting in the breakroom, nursing a lukewarm coffee, and listening to the person next to you complain about “The Management.” It starts with a small grumble about a new policy or a missed bonus. Pretty soon, the conversation turns into a full-on roast of your direct supervisor. You think to yourself, “If I were in that seat, I would do things so differently. I would be the hero. This job is easy; they just make it look hard.”

    I spent two decades in the BPO industry. My journey began in 2006, wearing a headset and taking back-to-back calls for a telecommunications giant. Today, I sit in a director-level office, overseeing hundreds of people. Over those twenty years, I have seen a recurring cycle that is both fascinating and a bit tragic. It is the “I-can-do-it-better” trap. It feels good to judge from the sidelines, but the view changes drastically when you are actually on the field.

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    The Illusion of Simplicity

    When you are an entry-level employee, your world is small. This is not an insult; it is a structural reality. Your primary focus is on your own metrics, your own shift, and your own comfort. From that vantage point, the decisions made by leadership often seem nonsensical or even cruel. You see a “bad boss” who isn’t giving you the schedule you want or isn’t fighting hard enough for your team’s perks.

    Behind the scenes, that manager is balancing a dozen invisible plates. They are dealing with client demands that change every hour. They are managing tight budgets handed down by people three levels above them. Often, they are acting as a shield, taking the heat from upper management so that you don’t have to feel it.

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    The gossip in the hallways usually centers on the idea that leadership is out of touch. We call this the “armchair quarterback” syndrome. It is incredibly easy to call the plays when you aren’t the one being tackled by a 300-pound lineman. You tell your coworkers that the supervisor is lazy. You claim they lack basic leadership skills. You believe, with every fiber of your being, that you are the smarter choice for the role.

    The Toxic Feedback Loop

    Talking behind a superior’s back feels like a bonding exercise. It creates a sense of “us versus them.” However, this behavior is a career killer. When you focus all your energy on why your boss is failing, you stop looking at how you can succeed. You become a “toxic high performer”—someone who gets the work done but poisons the well of the team culture.

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    I have promoted many of these critics over the years. Sometimes, I do it because they truly have the technical skills. Other times, I do it because I want them to finally see the truth. The transformation is almost always the same. Within the first month, the bravado disappears. The person who used to have an answer for everything suddenly looks exhausted. They realize that the job isn’t about telling people what to do; it is about navigating a complex web of human emotions, corporate politics, and financial constraints.

    The Reality Check

    Once you get that promotion, the “easy” job becomes a nightmare. Remember that policy you hated? Now you are the one who has to enforce it. That manager you called a “pushover”? Now you realize they were actually being incredibly patient with a difficult client. The hardest part for new managers is the realization that you cannot please everyone.

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    As an agent, you have one person to keep happy: your supervisor. As a manager, you have twenty agents, three peers, two directors, and a client who all want different things from you at the same time. The math simply doesn’t add up to 100% satisfaction. This is where the struggle begins. Many newly minted leaders find it difficult to perform the role because they spent their time learning how to criticize rather than learning how to lead.

    Why You Are Probably Wrong

    Most subordinates suffer from a lack of context. In a BPO setting, the “Big Picture” is massive. You might think your boss is failing to advocate for a raise for the team. In reality, that boss might be fighting to keep the entire account from being moved to a cheaper location in another country.

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    When you speak ill of your leadership, you are essentially admitting that you don’t understand the business. You are signaling to the organization that you are not ready for more responsibility. True leadership begins with empathy. It involves asking, “Why would a rational person make this decision?” instead of assuming, “My boss is an idiot.”

    Bridging the Gap

    If you genuinely believe you can do better, prove it through your work and your attitude. Start asking for “stretch assignments.” Volunteer to help with reports or scheduling. Instead of whispering in the shadows, offer constructive feedback in the light.

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    The most successful directors I know are the ones who were supportive even when they disagreed with their superiors. They learned the “why” before they tried to change the “how.” They understood that respect is a two-way street. If you want a team that follows you faithfully, you must first show that you know how to follow.

    Summary of Insights

    The transition from a critic to a leader is a humbling experience that reveals the hidden complexities of management. Most employees see only a fraction of the pressures their supervisors face, leading to a false sense of superiority. When these critics finally earn a promotion, they often buckle under the weight of responsibilities they once dismissed as simple or easy.

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    Successful career growth requires a shift from a judgmental mindset to a curious one. By seeking to understand the “why” behind difficult corporate decisions, subordinates can prepare themselves for the actual challenges of leadership. Avoiding the trap of office gossip and focusing on organizational empathy is the fastest way to build a sustainable and respected career path.

    Ultimately, being a “good boss” is an art form that involves balancing conflicting interests and managing diverse personalities. Those who spend their time talking behind backs usually lack the emotional intelligence needed to thrive in high-level roles. Real progress happens when you stop focusing on your boss’s perceived flaws and start focusing on your own professional maturity.

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  • Excuses | Made Up To Procrastinate

    Excuses | Made Up To Procrastinate

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    It’s been said that the excuses we conjure up are merely constructs, tools we use to navigate and make sense of the complexities of life. According to this viewpoint, our actions are not always bound by logic or reason; rather, they are driven by our desires and whims. We act according to what we want, not because of some grand design or purpose.

    This perspective suggests that the search for reason is an attempt to bring order to the chaos of existence. It implies that, at our core, we are creatures of impulse, and the reasons we give for our actions are post-hoc justifications for following our innate inclinations. We seek to rationalize our behavior, to fit it into a narrative that explains our place in the world and our interactions with it.

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    However, this doesn’t mean that our actions are without consequence or that they lack deeper significance. Even if the reasons are constructed, they serve an important function. They allow us to communicate, to share our experiences, and to connect with others. They enable us to reflect on our actions and to consider their impact. In this way, reasons are not just made up; they are essential to the human experience, providing structure and meaning to our lives.

    So, while it may be true that we often do what we want simply because we want to, the reasons we create are not meaningless. They are the threads that weave together the tapestry of our existence, giving color and shape to the story of who we are.

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    Procrastination and Its Impact on Our Goals

    Procrastination is a common human experience. At times, we all find ourselves avoiding tasks that we should be doing. When we’re not in the mood to tackle a particular task, we can be quite creative in coming up with reasons to avoid it. These reasons may seem valid at the moment, but often, they’re just excuses because we’d rather be doing something else—anything else—than what we’re supposed to do.

    This tendency to procrastinate can have a profound impact on our future. The actions we take—or don’t take—today can set the course for what happens tomorrow. While it’s true that not everything we do has a direct correlation with future outcomes, it’s also true that many of our unachieved goals can be traced back to a lack of action. We didn’t do the necessary work, we didn’t make the right choices, or we simply didn’t start.

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    Consider the aspirations we hold. If we find ourselves making excuses for not pursuing them, we must ask whether we truly want to achieve them. For instance, many people express a desire to become wealthy, yet they don’t take the steps needed to reach that goal. They may blame a lack of time, resources, or opportunities, but often, these are just reasons to justify inaction.

    Similarly, there are those who admire their leaders and aspire to climb the career ladder. They dream of promotions and increased responsibilities. Yet, in their daily work, they do only what’s required—nothing more. This discrepancy between their ambitions and their actions can hinder their progress.

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    To overcome procrastination and align our actions with our goals, we need to recognize the excuses for what they are: temporary barriers we’ve constructed. By acknowledging this, we can begin to dismantle these barriers and take proactive steps toward our objectives. Whether it’s financial success, career advancement, or any other aspiration, the key is to start taking action, no matter how small. Each step we take brings us closer to our goals and further from the inertia of procrastination. Let’s commit to moving beyond excuses and towards the achievements we truly desire.

    Authentic Goals: Aligning Aspirations with Self

    In the journey of life, our actions and decisions are often influenced by our immediate desires and the expectations of others. We sometimes find ourselves pursuing goals that are not truly our own, but rather reflections of societal standards or accomplishments others have achieved. This can lead to a disconnect between what we do and who we are, causing us to make excuses and avoid the necessary steps to achieve our true aspirations.

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    It’s worth considering whether the goals we chase are genuinely aligned with our inner selves. Are we striving for something because it’s what we truly want, or because it’s what we believe we should want? This distinction is crucial, as pursuing goals that resonate with our core can lead to a more fulfilling and authentic life.

    Perhaps it’s time to reassess our objectives and ensure they mirror our true selves. Instead of succumbing to the pressure of external expectations, we might find greater satisfaction in following our instincts and passions. Doing things because they feel right to us, rather than because they meet someone else’s criteria for success, can be incredibly liberating.

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    Pursuing Authenticity: The Power of Personal Motivation

    The notion that our actions lack an inherent reason challenges us to look inward for motivation. It implies that the driving forces behind our decisions are rooted in our personal desires and the pursuit of happiness. This introspective approach to understanding our actions reveals a simple truth: we are often guided by what brings us joy and fulfillment.

    When we peel back the layers of societal expectations and external pressures, we uncover our true motivations. By asking ourselves why we engage in certain activities or chase specific goals, we may find that the most straightforward answers resonate the most. We engage in hobbies because they excite us, we pursue careers that ignite our passion, and we build relationships that enrich our lives.

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    This philosophy of personal motivation encourages us to live authentically, aligning our actions with our innermost values and aspirations. It’s a call to embrace our individuality and to set goals that genuinely reflect who we are as unique individuals. When we align our objectives with our personal truths, we experience a sense of congruence and satisfaction that cannot be replicated by living someone else’s version of success.

    Therefore, let us not shy away from examining our motivations and realigning our goals. Let’s have the courage to redefine success on our own terms and pursue paths that lead to personal contentment and fulfillment. In doing so, we not only honor our true selves but also set an example for others to follow their own paths to happiness.

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  • Why is AI not working for WFM?

    Why is AI not working for WFM?

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    I remember my first day as a phone agent twenty years ago. The floor was a sea of headsets and the smell of cheap coffee. Back then, Workforce Management (WFM) was just a guy with a very complex Excel sheet and a loud voice. Fast forward to today, and I am sitting in a director’s chair watching algorithms do the heavy lifting. But here is the cold truth that nobody wants to tell you: despite all the shiny new tech, many BPO leaders feel like they are losing control. We were promised that automation would solve everything, yet the stress on the floor is higher than ever. If you are an entry-level analyst or a middle manager, you are likely wondering if your job is about to vanish or if the machine is just broken.

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    The Myth of the Perfect Forecast

    Every WFM professional dreams of a perfect forecast. We want that beautiful line where our staffing meets the call volume exactly. Software companies sell us the dream of “AI-driven accuracy,” claiming their bots can predict the future better than any human. However, the reality of contact center operations is messy. Real life involves sudden weather events, viral social media complaints, and the simple fact that humans are unpredictable.

    In my two decades of experience, I have seen that AI often fails because it lacks context. A machine can look at three years of data, but it does not know that your biggest client just launched a faulty product update. It does not know that a local holiday is keeping your agents at home. When we rely too much on predictive analytics, we stop looking out the window. The impact of AI on the WFM role is not about replacing the “brain” but about giving the brain better tools to see the storm coming.

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    Why Your Schedule Still Sucks

    You might be using the latest workforce management software, yet your schedule adherence is still in the trash. Why? Because AI is great at math but terrible at empathy. A computer can create a “perfect” schedule that gives every agent a break at 10:17 AM. But when an agent’s child gets sick, or a team meeting runs long, that perfect schedule breaks.

    Middle management often gets caught in the middle of this. You are told to follow the AI’s plan, but you see the human burnout happening in real-time. We must move toward hybrid intelligence teams. This means using the speed of the machine to handle the heavy data crunching while keeping a human in the loop to handle the “gray areas.” Automation should be your assistant, not your boss.

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    The Shrinkage Trap

    One of the biggest headaches in a BPO is shrinkage. We account for breaks, coaching, and absenteeism, but AI often treats these as static numbers. In a modern BPO company, shrinkage is dynamic. An AI tool might tell you that you are overstaffed, leading to a “v-time” or voluntary time off offer. Then, ten minutes later, a system outage happens, and you are underwater.

    True operational efficiency comes from real-time agility. If you are an entry-level WFM analyst, your value is no longer in data entry. Your value is in thematic analysis—understanding the “why” behind the numbers. Why did the handle time spike? Why is the service level dropping even though the volume is low? AI can give you the “what,” but a seasoned pro provides the “why.”

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    Skills You Need to Survive the Machine

    If you want to stay relevant, you have to stop acting like a calculator. The automation of headcount optimization is already happening. If your only skill is moving boxes around in a grid, you are at risk. Instead, focus on these areas:

    • Data Interpretation: Learn to read the story behind the charts.
    • Strategic Planning: Think about where the business needs to be in six months, not just six hours.
    • Soft Skills: You need to negotiate with Operations. AI cannot walk onto the floor and convince a manager to release agents for training.
    • Tool Management: Become the person who knows how to “teach” the AI.

    The AI augmentation mandate is here. It is not a threat if you are the one holding the steering wheel. We are seeing a shift from “task execution” to “value creation.” Your job is to ensure that the technology serves the people, not the other way around.

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    The Future is Human-Centric

    To wrap this up, the rise of AI in the WFM world is a double-edged sword. It offers a level of resource utilization we could only dream of back in 2005. It cuts down the hours spent on manual logs and lets us focus on the big picture. But we cannot let the technology make us lazy.

    We must remember that at the end of every data point is a human being. Whether it is an agent trying to balance their work-life or a customer waiting for help, empathy is our greatest asset. AI can calculate the shortest path, but only a human knows if that path is worth taking.

    Stay curious, stay skeptical of “perfect” solutions, and keep your hands on the data. The robots are not taking over the WFM department; they are just finally giving us the time to do the strategic work we were always meant to do.

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    Summary of Key Points

    The impact of AI on Workforce Management in the BPO sector is a shift from manual data entry to strategic oversight. While automation promises higher accuracy in forecasting and scheduling, it often fails to account for real-world chaos and human needs. Success in this new era requires a balance between machine speed and human intuition.

    Middle management must focus on becoming “super-users” of technology rather than competitors against it. Developing skills in data interpretation, empathy-driven leadership, and real-time problem solving will be the key to career longevity. The goal is to move away from rigid, machine-made plans toward flexible, human-centric operations.

    Ultimately, AI is a tool that improves efficiency but cannot replace the critical thinking required to manage a complex workforce. By embracing hybrid intelligence and focusing on high-value strategic tasks, WFM professionals can ensure they remain an essential part of the BPO ecosystem. The future belongs to those who can bridge the gap between the algorithm and the agent.

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    References and Further Reading:

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  • Leading by Example | Walk The Talk

    Leading by Example | Walk The Talk

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    Leading by example or walking the talk is not just a phrase; it’s a commitment to align our actions with our words, ensuring that there is consistency in what we say and what we do. This integrity is the cornerstone of trust and respect in any relationship, whether personal or professional.

    However, achieving this consistency is easier said than done. We are all subject to the whims of life’s daily fluctuations, which can sometimes make it challenging to maintain a steady course. The pressures of work, the demands of family, and the unexpected turns of events can all influence our behavior and decisions. Yet, it is in these moments that our true character is tested. Do we bend our values to fit the situation, or do we stand firm, even when it’s difficult?

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    The key is not to pretend. Pretense can only take us so far before the facade crumbles, revealing the dissonance between our proclaimed values and our actual behavior. Instead, we must strive for authenticity. Being authentic means acknowledging our limitations and working towards improvement. It means being honest with ourselves and others about our capabilities and intentions.

    Moreover, walking the talk is about taking responsibility for our actions. It’s about making conscious choices that reflect our beliefs and values. When we make a promise, we should do everything in our power to keep it. When we set goals, we should actively work towards achieving them. And when we advocate for a cause, we should be the first to take action in support of it.

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    In essence, walking the talk is about living a life of integrity. It’s about being a living example of the principles we hold dear. By doing so, we not only gain the respect of those around us but also contribute to a more honest and principled society. So let us not just speak of values, let us live them. Let us not just dream of a better world, let us be the agents of change that create it. And let us do so with the understanding that while life may be unpredictable, our commitment to our principles should remain unwavering.

    Being an example

    Leadership is not just about holding a position of power; it’s about setting a standard for others to emulate. When we lead, whether it’s a small team or a large organization, we become the focal point of attention. Our actions are observed and judged both by those we lead and by external onlookers. It’s our responsibility to ‘walk the talk,’ to act in ways that are consistent with the values and principles we espouse.

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    To ‘walk the talk’ as a leader means to be the embodiment of the behaviors and attitudes we want to see in our team. It’s about being proactive, not just reactive. It’s about showing commitment, not just giving directives. When we lead by example, we inspire trust and confidence in our leadership. We demonstrate that we are not above the tasks we ask of others, and we are willing to roll up our sleeves and get involved.

    Being an example is a powerful way to influence others. It’s not about coercion or force; it’s about persuasion through action. We want our team to buy into our vision and work towards the collective goals of the organization. By demonstrating the values we want to instill, we make it easier for others to see the benefits of following our lead. This approach fosters a culture of mutual respect and collaboration, where every team member feels valued and empowered to contribute.

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    Leading by example is about integrity. It’s about making promises we can keep and setting goals that are achievable. It’s about being transparent with our intentions and honest in our dealings. When we are consistent in our actions and words, we build a reputation of reliability and trustworthiness.

    Leadership is a privilege that comes with significant responsibility. To be effective leaders, we must be mindful of the impact of our actions on those we lead. We must strive to be the change we wish to see, to be the standard-bearers of excellence. By walking the talk, we not only guide our teams toward success but also contribute to the creation of a positive and productive work environment. Let us embrace this challenge with enthusiasm and dedication, knowing that our actions speak louder than our words. Let’s not just lead; let’s lead well.

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    Personal interest and teams’ benefits

    Leadership is often romanticized as a role filled with grand speeches and decisive actions, but the reality is far more nuanced. True leadership is about the delicate balance between personal ambitions and the collective good. It’s about navigating the complex interplay of our own goals, the diverse situations we encounter, and the behaviors we exhibit. These elements may not always align seamlessly with the image we wish to project to inspire others to follow.

    Indeed, the adage that we must be composed, disciplined, and unwavering in our commitment is easier said than done. The mantle of leadership comes with the responsibility of guiding others, yet our personal circumstances often challenge this ideal. The trials we face, the emotions we grapple with, and the myriad of reasons that shape our decisions can alter our conduct. In these moments, our priorities may shift, and self-interest can overshadow the team’s needs.

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    However, it is precisely in these moments that leadership is most critical. A leader must recognize that their actions set the tone for the entire team. When personal and team interests clash, the leader’s role is to find a path that honors both without compromising the integrity of either. This requires a deep understanding of the team’s dynamics, clear communication, and a commitment to fairness.

    Moreover, leadership is not about perfection. It’s about striving for consistency and being transparent when our personal and professional lives are at odds. It’s about showing vulnerability and admitting when we are struggling, thereby fostering an environment where team members feel safe to do the same. This authenticity can build stronger bonds within the team and lead to more robust, united efforts towards common goals.

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    Leadership is a journey fraught with challenges and contradictions. It demands a continuous effort to align our actions with our words, even when it’s uncomfortable or inconvenient. By acknowledging the complexities of leading and embracing the responsibility that comes with it, we can create a culture of trust and collaboration. Let’s strive to be leaders who not only talk the talk but also walk the walk, even when the path is uncertain. Let’s lead with empathy, resilience, and a steadfast commitment to the collective success of our teams.

    Reality vs expectations

    In the intricate dance of life, where authenticity and pretense often tangle, the simplest yet most profound thing we can do is to know ourselves. To understand our core, our desires, and our limitations is to navigate life with a compass that rarely steers us wrong. When our self-interest aligns with the team’s benefit, it’s a harmonious convergence that propels everyone forward. But when there’s a dissonance, when what’s good for us isn’t necessarily good for the collective, the path becomes thorny.

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    The essence of leadership is not in the title or the accolades but in the authenticity of our actions. To lead is to stand firm in our beliefs, to pursue our goals with the passion of a thousand suns, and to remain true to ourselves even when the world demands conformity. It’s about inspiring others by the sheer force of our conviction, not by the hollow echo of expectation. For when we don the mask of pretense, we may fool others temporarily, but the one who suffers most is the person behind the mask.

    To lead by example is to act not as others expect, but as our true selves dictate. It’s to recognize that the most sustainable form of leadership springs from the well of genuine intent, not from the brittle facade of obligation. When we lead with authenticity, we create a space where others are encouraged to do the same, fostering an environment of growth, trust, and mutual respect.

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    Yet, this path is not without its pitfalls. The challenge lies in balancing our personal aspirations with the needs of the team. It’s a delicate equilibrium, where the scales can tip with the slightest of pressures. But it’s also an opportunity—an opportunity to demonstrate that leadership is not about sacrificing our identity at the altar of expectation but about integrating our individuality into the tapestry of the team’s vision.

    In conclusion, to lead is to be unapologetically ourselves, to embrace our uniqueness, and to channel it towards the upliftment of those we lead. It’s about being the beacon that guides, not the force that compels. Let us then cast aside the shackles of pretense and don the mantle of authenticity. For in the end, it is not the leader who wears the crown of deception that is remembered, but the one who leads with the heart of truth. And it is this truth that ultimately nurtures both the leader and the led.

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  • Trustworthy | Doing The Necessary vs Being Told

    Trustworthy | Doing The Necessary vs Being Told

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    Being trustworthy all depends on the actual actions we do. If our choices are consistently aligned with achieving the desired outcome, we not only progress toward our goals but also cultivate the confidence and trust of the people around us. Harnessing the power of deliberate decision-making, we pave the way for a sense of reliability and integrity that resonates with those in our sphere of influence. As we demonstrate our commitment to positive results, we build a reputation founded on purposeful actions and a clear direction, garnering the support and respect of others. This reciprocal relationship reinforces the significance of thoughtful choices and the impact they have on our relationships and endeavors.

    Annoyed when asked repeatedly

    The feeling of annoyance that arises when we are constantly instructed on what to do is something that many of us can relate to. Being told what to do often triggers a sense of resistance within us as if our autonomy is being disregarded, and it can be quite exasperating. In such moments, we feel a strong urge to assert our independence and competence, as if to say, “I know what needs to be done, so please refrain from dictating the course of action.” It’s a natural response to seek autonomy and make our own decisions, unmolested by unwanted input.

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    When navigating these complex scenarios, it becomes evident how crucial it is to strike a balanced approach between asserting our autonomy and remaining receptive to constructive guidance. Despite the inherent frustration that may accompany unsolicited advice, instances arise when embracing guidance can provide invaluable perspectives and insights that might have eluded us. Simultaneously, it remains essential to honor each individual’s autonomy and unique skill set, thereby cultivating an environment where individuals are empowered to make autonomous decisions and take ownership of their obligations. The ability to strike this delicate equilibrium holds the key to fostering healthy and respectful relationships, be it within personal or professional spheres.

    I am talking about what happens in the workplace. We all have encountered, at least once, those people who will tell us every specific thing to do. While that could probably work if we are teaching a process or procedure (although, processes and procedures are created to ensure the standard of quality), in the long run, I do not think it helps anyone.

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    Micromanaged when not trustworthy

    In many workplaces, there can be a tendency for certain individuals to micromanage others. This micromanagement can lead to decreased morale, creativity, and productivity among the team members. When employees feel that they are constantly being scrutinized and controlled in every aspect of their work, it can create a sense of suffocation and hinder their ability to think independently and make decisions. Additionally, excessive micromanagement can erode trust between managers and their team members, ultimately leading to a toxic work environment.

    On the other hand, providing employees with autonomy and the freedom to make their own decisions within a clearly defined framework can lead to increased job satisfaction and innovation. When individuals feel trusted and empowered to take ownership of their work, they are more likely to be motivated, engaged, and committed to achieving excellent results. This approach not only fosters a positive work culture but also allows employees to develop their skills and capabilities, ultimately benefiting the organization as a whole. Therefore, it’s essential for leaders to strike a balance between providing guidance and allowing autonomy, fostering a culture of trust and empowerment within the workplace.

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    Getting tired from not being entrusted

    We get tired. We get to the point that we do not want to do it anymore because we feel like we have not been trusted to do the job we were hired to do. But that all boils down to being trustworthy in the first place.

    Feeling fatigued, we often reach a stage where the desire to continue diminishes due to the perception of not being entrusted with the responsibilities we were originally engaged to fulfill. This sentiment of disillusionment can significantly impact our motivation and engagement in the tasks at hand. It is essential to address these feelings and seek avenues to realign our sense of purpose and regain trust in our capabilities.

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    Listening to understand

    The experience of receiving unsolicited advice or instructions is something many of us can relate to. It often occurs when we are simply sharing a situation with someone, not necessarily seeking guidance. This can be particularly frustrating, as it feels like our intentions are misunderstood. In such moments, it’s important for both parties to practice active listening and empathy. The speaker should feel heard and understood, while the listener should strive to resist the urge to immediately provide advice unless explicitly asked for it. Instead, offering support and comfort can go a long way in enhancing the quality of the interaction. Mutual respect for each other’s perspectives and boundaries is key in maintaining healthy communication.

    Are we trustworthy?

    On the other hand, before you all agree with me, let us first ask ourselves, are we trustworthy enough to do the right thing to meet the desired outcome? Because if we are not, and we really do not know what to do, then we must learn from the specifics that other people tell us. Try it and then adjust.

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    Consider the weight of our actions, for every decision made holds the potential to shape the path ahead. It’s crucial to assess our own trustworthiness in navigating the choices before us. This introspection helps to ensure that our intentions and actions align with the envisioned outcome. If uncertainties linger, seeking guidance from others can shed light on the best course of action. Embracing the wisdom imparted by others cultivates adaptability, allowing us to refine our approach and evolve in our decision-making process.

    But if we think we are more than capable and know in ourselves that we know what to do and have the will to commit to it, then yes. Getting told what to do is a burden.

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    Understanding our limitations

    In considering our capabilities and inner certainty of knowing what steps to take and the determination to see them through, the weight of external instruction can indeed feel burdensome. true empowerment comes from an intrinsic understanding of our own potential and the self-assurance to follow our chosen path. When our sense of autonomy is strong, the imposition of direction from others can seem unnecessary or even restrictive. This is not to say that guidance is never valuable, but rather to highlight the importance of individual agency and confidence in one’s own abilities. Only if we are true to our own capabilities and perform as who we are, then we become trustworthy.

    It is indeed true that if we find ourselves constantly feeling tired and unmotivated in our chosen profession, it may be an indication that we are not in the right line of work. However, if our drive to continue persevering stems from a genuine passion and dedication, rather than external factors such as financial need, then fatigue is less likely to set in. Over time, as we consistently demonstrate our competence and commitment, others will entrust us to carry out our responsibilities with confidence. This trust not only validates our efforts but also serves as a motivation to continue excelling in what we do.

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  • Burning Bridges | Can’t Let Go

    Burning Bridges | Can’t Let Go

    Didn’t like your experience with your previous boss which made you leave? Or worse, you got terminated because of your differences? And until now, you have been carrying that grievance in your chest which made you contact your former boss and send a message saying you’ve made it. You’ve made it not because of his help but because of the bad things he had done to you.

    So, if you are in a great position now in your career journey, what is the purpose of getting back to your old boss and sending a message that seems emotionally loaded with accusation, triumph, and somewhat fake gratitude? Does that make you feel better?

    Does it make you feel you are better than him?

    “Just wanted to say thanks.

    You shoved me off the edge when I least expected it. It felt like betrayal—cold and calculated.

    But that fall forced me to learn how to fly. The early days were brutal, but I found my rhythm. Now I earn four times what I used to make when I was working with you.

    So yes, thank you—for the selfishness, the treachery, and the leadership that taught me exactly what I never want to become. If not for that, I’d still be stuck under you.

    Cheers ✌️”

    This is a recreation of a message sent by a former employee to his former boss. Don’t take it out of context and don’t take it word for word because that is not the exact message. I recreated it to discuss my point in this blog – burning bridges.

    In every industry, the circle of people is very small. Who we work with now maybe someone who worked with others we previously worked with and did not get along with. We do not know if we will encounter the same people in our careers. If we have bad relationship with some, then it might be difficult to get to where we want to be.

    Two things happened in that message – the events that led to that message and the effect of those events to the person who sent it.

    For the sake of simplicity, let’s call the person who sent that message Harry and the one who received it Sam.

    According to Harry, he was betrayed at work. Whatever happened is left to be done told in the words of those who were there so, let’s not dwell on the specific. But what is clear is that this is the event that led to the burning of the bridge.

    Whatever happened between Harry and Sam caused their relationship to be destroyed. For sure, they will not work together again. And for sure, if anyone asks them of feedback about each other, they will not recommend. The connection is lost. The bridge destroyed. They will not be in good terms anymore. Or maybe time will tell. We’ll never know.

    At work, we either build good or bad relationships with one another. Our actions or the words we say either solidify that relationship break it. It has been said that building our network is good for us to advance in our careers and respective industries. However, we can’t avoid things like this. It will happen, one way or another. For me, the only way to prevent that bridge from burning is not to escalate the issue.

    There is no need for that message to be sent. Harry doesn’t need to say that to Sam anymore. What’s the purpose? To say that Harry has become better than Sam? Or to tell Sam his wrongdoings towards Harry? Or something else happened that Harry can’t hold himself back.

    Whatever the case may be, the need is not there. It just created friction between the two. An unnecessary friction as this is work. Nothing is personal. Vengeance begets vengeance. War only result to death. Nothing can be achieve from revenge, or doing something that makes you feel you are better than someone else.

    Just become better than who you were yesterday.

    A broken bridge with two people standing on either end

  • Position | To Fear Or To Respect

    Position | To Fear Or To Respect

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    Some of us are afraid when dealing with people based on their title or level in the organization. We fear people in position and hold back what we want to say. While respect should be given, fear and hesitation should be avoided. But, why do we always look at the title? Why are we also after the title? What does it tell about us?

    It’s natural for people to be curious about the titles and positions of others, as these aspects often carry status, authority, and influence. In hierarchical organizations, titles can denote responsibility, expertise, and sometimes even privilege. However, our tendency to focus on titles can also reflect deeper societal norms and ingrained perceptions about power and status.

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    The emphasis on titles may stem from a desire to understand an individual’s role within an organization and to gauge their level of influence or decision-making authority. This can help provide context for interactions and guide our behavior in professional settings.

    Additionally, the pursuit of titles can be linked to our own aspirations and ambitions. Many individuals strive for career advancement and the acquisition of prestigious titles, viewing them as markers of personal and professional achievement. As a result, the focus on titles may be a reflection of our own goals and aspirations, as well as our perceptions of success and recognition.

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    The position from contributions

    It’s important to recognize that a person’s value and contributions extend beyond their title or position. True respect and meaningful connections are fostered by understanding the individual behind the title and acknowledging their unique talents, experiences, and perspectives.

    While titles can provide valuable context, it’s crucial to approach individuals with an open mind and a genuine desire to understand and collaborate, rather than allowing titles to instill fear or create unnecessary barriers in our interactions.

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    In the corporate world, the levels of position in the organization are defined but sometimes overlap with each other. Functions and roles are created to ensure that certain responsibilities and accountabilities are clear ensuring that the business moves toward its goals.

    But sometimes, even with clear roles, others perform better, think better, and execute the task with the mindset of someone higher than their ranks. And still, even if they know they can do the job, they are hesitant to say what is on their minds.

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    Being fearful of people with a position

    The workplace hierarchy can often dictate how individuals interact with one another. It’s not uncommon for people to hold back their opinions or ideas out of fear of disrespecting those in higher positions. This could also stem from a sense of respect, leading them to defer to the higher-ups when it comes to decision-making.

    Interestingly, my nearly two decades of professional experience have brought me into contact with individuals who held senior positions without possessing the necessary skills or experience for the role. In such cases, there were often more qualified individuals who could have fulfilled those roles more effectively. Naturally, it can be challenging to respect those individuals when their inadequacy is evident.

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    The dynamics of respect, authority, and competency in the workplace can certainly lead to complex and thought-provoking situations.

    Speak with respect

    While disrespect should not happen to those who are higher than you, it is still imperative to speak your mind. In a meeting, always ask questions to understand those higher than you. Do not disagree immediately. Understand first then, say what you are thinking. If they take offense, then they are not the leader worth following. If they showed that their ego had bruised, then they are selfish. But, if they listened to you and took what you’ve said, then, you got a mentor.

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    I always say that the title we have in our organization only tells about two things – experience and level or responsibility. Many people are so focused on getting promoted and getting titles and money without really understanding what it means. It is just a title. That’s all. My experience in my field may be extensive but that doesn’t mean I know everything. My team reminds me of that every day.

    In any organization, a culture of continuous improvement and open communication is vital. As a leader, it’s crucial to encourage team members to express their thoughts and ideas openly, fostering a culture of trust and collaboration. Open dialogue and the ability to learn from each other irrespective of hierarchical positions contribute to a more dynamic and successful work environment. Respect and understanding should flow in all directions, irrespective of title or position. Each member of the team brings valuable insights, and leaders who recognize this create an environment where everyone can thrive and contribute to the collective success.

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    The position to do more

    The essence of personal and professional growth lies in embracing a mindset of continuous improvement. Regardless of your current position or level, it’s crucial to remain focused on your abilities and strive to exceed expectations, day after day. While I take pride in my professional accomplishments and the recognition they have brought, it’s essential to acknowledge that ascending the corporate ladder should not be the ultimate aim.

    Instead, directing your energy towards consistently meeting and surpassing your responsibilities is paramount. By consistently demonstrating commitment and going the extra mile in your endeavors, you pave the way for advancement and success. Remember, it’s the daily dedication to delivering beyond what is expected that propels you toward new opportunities and achievements.

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    It’s important to emphasize that personal and professional growth is not solely measured by external markers of success, such as promotions or titles, but also by your internal development and fulfillment in the work you do. Striving for continuous improvement creates a positive cycle of growth, learning, and self-fulfillment. As you take on challenges and seek opportunities to stretch your skills, you not only enhance your capabilities but also contribute to the overall success of your team and organization.

    In conclusion, the essence of personal and professional growth is deeply rooted in maintaining a mindset of continuous improvement, focusing on internal development, and consistently exceeding expectations through dedication and commitment. By embracing this philosophy, you pave the way for not only your own advancement but also for the betterment of the broader professional community.

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