Incompétents et Protégés : le Mystère de l’Entreprise

Good morning, my friends. Even though I have no illusions about the business world, the example that was brought to me through the use of official documents practically shocked me. Let me tell you, this is someone who works in a company, in a field, in a highly regulated sector. I can't say more so highly regulated. You can imagine, for example, a bank, an insurance company, a brokerage firm, a financial company, a. A clearing house, something like that. So these types of organizations or companies are extremely regulated. They are subject to very complex laws. And then there is. Generally when, for example, the company operates on the stock exchange, well, there is what is called the stock market policeman. For example, in the United States, it would be the sec. The sec. This type of organization has the power, the. The capacity, including to come and close the doors of a company. That means when they write or contact someone to say they have to comply with this or that regulation, it's not something you can negotiate. By the way, many big companies have compliance departments. That means departments that work on compliance and they conduct audits themselves. Audits by bringing in independent external companies that conduct audits for them to ensure that they are following the regulations to the letter. Because if you miss something, if you miss a law, a line, a new European regulation that comes down, or an American regulation or whatever, the company can find itself in a situation where it could go as far as closing its doors, pure and simple. So it's an extremely serious subject. So let me tell you, the guy told me that they have a vp, a vice president of a department. This vice president was brought back to applause. And he didn't come clearly when you see him because of his skills, but he came because he was captured by someone in the company with whom he worked before. So he's there, and literally two weeks after his arrival, there's a very important, very aggressive letter that comes from the regulator. One of the new products that they had issued, for example, a financial product, one of the products that they had issued was not up to standard, was technically illegal, was not something that could be marketed as is. Many changes had to be made that were listed in the letter. I've seen the letter. It lists everything, all the laws that this product does not comply with or that this product clearly violates. And they are given very little time to react to the letter. They are given literally 24 hours to react to the letter and to say what they plan to do. I assure you, my friends, and this, and I saw it with my own eyes. It's quite astounding what I want to tell you, but this vp, this vice president writes to the regulator saying, we have no intention of complying with your demands. I mean, this is something that must have happened maybe once in a century or an institution, let's say. No, no, uh, no. I read your letter and then, uh, thank you. Goodbye. You're not of interest to us. We're not going to comply with your. Imagine, Imagine a maybe so that we can imagine. You receive a letter from the tax authorities, for example, you manage a company or a firm, you receive a letter from the tax authorities and then you call them or you respond to them saying, listen, there you go. Hide from my life. You're of no interest to me. Goodbye, thank you. Do you really think it's going to stop there? Do you think you're just going to continue living normally and everything? No, no. Things are going to seriously escalate within this company. There things have taken a pretty disgusting turn. I mean, the regulator came after them because when they received the response, well, for 10 days, 15 days, there was nothing. Then suddenly they came after them and told them that this product that they wanted to launch had to be withdrawn immediately because now they would lose their license to sell not only this product, but they would lose their license in front of all similar products because they have a license, you know, for each type of product. But you're in an insurance company, for example, and you have the right to sell, I don't know, car insurance, for example, that corresponds to an authorization to a license. If you launch a product and it doesn't match well, and you persist in your mistake and you persist in saying, I'm not compliant, I know that, but I have no intention of complying and leave me alone. What's going to happen? You lose your license. And if you lose your license, what do you lose? Well, you lose all the other services in your portfolio. That's what happened to them. All the other services in their portfolio were rendered null and void overnight. They had to stop marketing them, they couldn't renew them, and the customers who had these services had to immediately find another supplier. So they lost. Listen carefully to this, and it's not the most extraordinary thing I'll tell you. So they lost the product in question, they lost similar products for which they already had customers and all that. They lost customers who were on other products. Why? Because there were customers who said, oh, really? If you are a company that does not know how to comply and you lose customers and you lose your license to operate, we know that we are not in the same scope. That's true. But we leave you because we no longer trust you, Right? Right. It's as if, for example, you are an insurer and then you no longer have the right saying that you lose the right to insure cars because you behave like one. Well, you can have customers who are, for example, in your property insurance scope who say, no, we don't want to work with you anymore. Because for us, your reputation and the way you manage things means that we don't want to hear from you anymore. What you have done is very serious and there is no guarantee that tomorrow you will make similar mistakes in your property insurance scope. And then we will find ourselves overnight with our insurance invalidated, for example. So they have lost everything, okay? In addition to the loss of money, employees left. Because many employees said to themselves, given the direction things were going, I wouldn't give this company six or twelve months of existence. I'm leaving. So employees started to resign and leave, especially for competitors, right? Who is doing a kind of poaching, right? By going to the clients of this company to bring them back, telling them, listen, you're with a company that's not serious, right? Look at the evidence. Okay? There you go. Now, the most extraordinary thing I'm going to tell you. The guy in question who caused this, you know what happened? He just got promoted, okay? Yes, you heard that, right? He just got promoted to a bigger role, more money, more responsibility, okay? So this may seem mind boggling to you, but my friends, this is the reality of today's business. Because it seems exasperating to you because you think in terms of skills to. I'll give you an example, perhaps more mechanical than we can all understand. Imagine you're recruited to become a construction equipment operator, for example. And then you start your shift, you start the construction equipment, you reverse it and boom. You hear a loud noise, you've crushed two or three cars, including the boss's S. You've knocked down the gate, you've smashed through a wall, there's huge damage. The snags are there, all that, when you get home, you expect to be fired. You don't expect to be called and congratulated and told, listen, we were impressed by your performance this morning and we thought, well, starting tomorrow we're going to have to give you more responsibility, more money and all that. That's not going to happen to you. Do you know why? Why do you think that's not going to happen to you? Because you were recruited based on your skills, right? That means that to get this construction equipment, what did you come with you came with a cover letter, a CV, certificates, a license, testimonials, etc. All that recommendations. To prove what? To prove your competence in operating this construction equipment. But given the accident that happened to you, that competence is no longer demonstrated today. So the reason why you were in the company is no longer valid. We thought you were competent, but you're not. So what do we do? We get rid of you. And you think that's normal. Okay, that's a classic. When you got your job through competence. When you get your job through competence, it means you got it fairly right, you're competent, you get it one day. You do things that show your incompetence. At that point, of course, we remove that card and you're out. But when you get your job because you're connected or because you know someone or because you're friends with someone, it's not the same thing at all. When you do damage with a bulldozer, right? With construction equipment, oh, well. Well, your friendship or protection won't be lost because the guys who brought you in are already very high up. They can see the damage, right? The company will pay anyway. The. The damage you've done won't come out of their pocket. And then, well, you're still a good friend. You're still a friend. And don't worry, we'll find you. We'll find you something more interesting. And the next day you're there, you're managing the teams who drive the construction equipment. You're explaining to them how to do it. Okay? That's how it works. I'd like to tell you something with this example that I just gave you, which is extreme, but I guarantee it's authenticity. It's an absolutely authentic example. As I wanted to tell you. I just didn't want to because I'm not authorized to do it and give you the name of the company and all that. But maybe one day I could to tell you. If you're in a company and you see incompetents who are protected. Incompetents who are protected and covered up, don't think when you complain about them that you're going to get fired or sanctioned or that they're going to be shouted at, or that they're going to have their ears pulled, that's not going to happen, my friends. That's not going to happen. When you have incompetence in a company and you feel that they're protected, I assure you that you can resign the project that they're working on with you, or you're working on supervision or whatever could go to the wall. As I told you, the case that I gave you today, I, the regulator could come after the company. The company could lose its license, the company could lose its customers. It could even close down. The protected incompetent will continue to be applauded and will continue to climb the ladder. It's a cast. You can't touch them. It's a disaster. Don't even think that by complaining or by discussing or by highlighting their incompetence or whatever, you're going to get anything. You won't get anything at all. So I'll tell you my answer to these. I've become a Darwinian. Darwinism isn't unfair in any way. There is an economic Darwinism. Companies that are corrupt, corrupted by nepotism, corrupted by cliques, corrupted by groups of friends. Well, in terms of economic Darwinism, of course, have to suffer. It's just that they suffer. That's fair, it's normal. And it's just there is a moral somewhere. And so you just have to let them get lost. You think about one thing. You think, this isn't your father's company, okay? You're not going to inherit the company, right? You're leaving them. Now, if you feel like they're really driving the company to the wall. Seriously, seriously, think about maybe covering yourself up. Now. First of all, it means that you're not being accused. So try to have everything in writing and all that. Then that's the first. Wait, but that's anyway. That anyway. But also try to prepare for the future. Because if you see a company that's going under because inside it seems to be completely chaotic. It's a bunch of friends who do whatever they want, who make irrational decisions. Uh, and every year the company sinks even deeper. You have to know that sooner or later it will be the year that's too late. Sooner or later, they're going to end up with a huge redundancy plan. They're going to end up in the Nanterre commercial court or somewhere. So at some point, you're going to have to ask yourself what to do. What's next for me? What's next in my career? And that has to be prepared in advance, because there's nothing worse than being caught without a plan, right? You're there, you're calm. You arrive on Monday morning and then someone says, yeah, you know, they're on the move. They fired you, you know, Charlie, they fired him there. Oh, really? And then the next minute it's your turn and then, you know, everyone's out. And then you can actually find yourself at 1245 outside without a job. And that can become something very distressing, very destabilizing if you haven't planned for it. So always a bad blow to life and a bad blow to these people. Always a bad blow in advance. There you have it, my friends, thank you for watching this video so far. Before finishing, I recommend that you read my book Toxic, which is available on Amazon in for Kindle and Toxic paper. What career coaches don't tell you because unfortunately, career coaches very often. Well, very often career coaches. I even have friends who are career coaches. So what's the problem with them? What do I blame them for? To be blunt, I blame them for repeating the same thing. I blame them for preaching the word of human resources. Because almost all of them have a background, they have a past. They were in human resources. The guy comes to you, he tells you, I am a quality. I sell it as a quality. Uh, yes, that's right. I'm a career coach. I spent 15 years at such and such a company. I was in human resources. I mean, the guy is formatted. The guy is already formatted. To repeat yourself. You have to work, give it your all, be motivated, show up as you want, ask to be there, always participate in meetings, make know everyone, etc. I mean, okay, he tells you what the boss wants you to want you to hear. He doesn't want to teach you how to defend yourself, how to stand up for yourself, how to defend your interests. He's teaching you how to defend the interests of the bosses and the interests of the shareholders, which are not necessarily aligned with yours. So there you have it. I'm telling you frankly. So please subscribe to this channel. I don't usually say, yes, subscribe, subscribe. This time I'm going to say it. Subscribe, subscribe. The reason is that it's your way of showing me that you appreciate my work. Okay. I find it absolutely abnormal that since I've been on this channel for so long and the notoriety it's starting to have, even in the corporate world, people write to me and say, I'll watch it. I'll give it away. The Toxic Book. The Toxic Book to tell you, is one of the most offered books on Amazon today, when people feel that friends or family are having problems at work, they give them this book. It's the most offered book and it's not a counter that I can change or influence or anything, to tell you the truth. But I think I only have 40,000 subscribers. I want to have more, many more, so that you can show that you appreciate my work. Thank you, my friends, for listening so far, and I'll see you in the next one.