Secrets de Carrière : mes Collègues sont Promus mais pas MOI

Hello, friends. I was watching videos earlier and the topic I was exploring and I was connecting it a little bit with my professional experience, which is why there are people who say I haven't been promoted and my colleagues haven't been promoted. Even though I work well, I'm reliable, I'm always at work. I even work on weekends, I work in the evenings. I do everything perfectly. You can count on me. I manage a lot of things at once. I'm multitasking. Everything I'm asked to do, I do it very well. And I even exceed what's asked of me. I always get very good reviews from management and clients, but I don't move up. There are people who come after me and they don't even notice. They're not even close to me. And they go ahead, how come they get promoted and then they start giving me orders. What's going on? So I'm going to tell you something, my friends. I'm going to tell you something. I'm going to tell you two things, okay? Because I'm going to tell you what they tell you in the other videos. I'm going to tell you what they don't tell you in the other videos. One thing. If you look at human resources theory, the theory that's repeated all the time, I'm going to tell you this theory so that it sinks in once and for all when you do things well, when you know how to work, when you have very specific expertise, well, you're called an executor. You're called a doer. In English, okay? A gentle verb. Someone who makes a doer, they even sometimes have a sort of expression that you're an individual contributor. And in fact, in terms of value, as seen by the company, by practically all the companies on earth, you're at the very bottom of the food scale. You're worth the least. It's the least added value that is attached to this type of person, clearly. So the more you execute, the more you work, the more you deliver. It's simple. The less you want for the company. Contrary to what you think. But be careful. There are two beliefs. Let's be clear about this. In reality, you are the lifeblood of the company. In reality, without what you do, the company wouldn't exist. So in terms of objective value, what you really deliver is what makes or breaks the company. We agree on that. We're not arguing about that. On the other hand, in terms of perceived value, in terms of value that the company gives to people like you, well, you are at the very bottom of their value scale, as paradoxical as that may seem. I'll give you a very simple example. An example that may be a caricature, but which allows us to get closer to the idea. Let's take, for example, a company like Veolia, not to name them, which earns the most money? Is it the garbage man behind the truck who comes by every morning to pick up the bags? Or is it the CEO? Is it the garbage men? Or any vice president, director, or manager in the company? Think about who earns the most and who has the most value. So if we look at the truth, what is Veolia's truth? Veolia's truth is to pick up the trash. So it's the person who picks up the trash who, objectively speaking, is the one who has the most value. Do we agree on that? But who earns the most money, it's not him.

Okay?

Any executive earns more money than the garbage men. So what does what I'm telling you mean? When you're in any company, even if you're in a company called don't pick up the trash, it could be any company. Think about it. Are you in your office, in what you are doing, are you closer? Because we have taken two extremes here. But then the extremes allow us to define the boundary of our group. Where are you located? The closer you are to the garbage collector, the more you will work, the more you will execute, the more you will deliver, the later you will be, the early you will be, you will produce results like this garbage collector who runs faster, who fills the truck faster, who manages to clear the street, who used to take three hours to collect everything, now manages to collect it in two hours.

Okay?

Are you closer to this garbage collector, or are you closer to the CEO? You are closer to a director. You are closer to someone who is on the board of directors. Note that what companies value are these last people that I just mentioned. Why? Because quite simply, I'll tell you something. For the pros, there's a mentality. There's a mentality because the one we call the executor, the one we call the doer, the one we call the individual contributor. And that in a way, in order to be. To be honest with you, when we say executor, we say do or individual contributor. There's a. A strong. There's a force, there's a strong pejoration. It's very pejorative. Who is attached? Okay, it's very pejorative. So they're not going to say it in A pejorative way. You know, they're going to say it with a smile, but they don't think any less of it. So this one, in other words, what do we call it? In other words, let's find another term for it, is the worker. He's the one who actually does the work. Well, this one, uh. Welcome to a world, if you haven't noticed, welcome to a world of values reversal. Well, if you don't know that the values of our world have been reversed, well, wake up, get some coffee now. You did well to come to this video. So the idea, what they tell you in the books that talk about this up until now, they tell you the same thing, okay? Everyone tells you the same thing. All the experts in human resources, in career guidance, all the people you'll see on YouTube videos, in books, in seminars, even when you pay them to advise you individually, they'll all tell you the same thing. Get out of the. They're right. They're right. Get out of the context of the one who does. Don't be the doer. Don't be the doer. The doer is the one who has the least value in the company. So far, we agree. Now, where I differ from the opinions of others is in the following. When we look at the economy, we've had nothing but bad news about the economy for ages. Every year it goes downhill. Every year it goes downhill. There are companies that see all this from time to time as success stories. But more often than not, it's bad news. What's going on? Let's try to dig deeper to understand what's going on and then come back to the individual level. What is the economy? The economy is made up of economic sectors. We have agriculture, energy services, banking, all that. Okay, Sectors. What are sectors made up of? Sectors are made up of companies. What is a company made up of? Departments. It is then made up of teams, or teams and teams are made up of individuals. So here, what I'm going to tell you. I'm going to tell you something, maybe a controversial opinion, but I'm going to say something beyond the individual. The individual is the only thing you can really touch beyond the individual. Everything else is abstract. The individual, the real thing that exists. A company, for example, is just a number that is somewhere in an office, in an office that is registered in a trade register or something. And it's one number among billions of other numbers of companies that exist, others that have been closed, others that are active, others that are dormant, others that have a turnover of €10,000. Others that have a turnover of €10 billion. The company is just an abstract value. The only concrete thing is the individual. So the economy is in trouble. If we want to go down to find out what's going on, let's go down to the level of the individual. What do individuals in a company do? Why do you think they fight? Don't tell me they're fighting for the company to do well. No. Every individual in the company, no matter what their level, is fighting for their own sake, okay? That's very important. They're fighting for their own sake. No one is fighting for the company. I want proof. You call anyone who works in a company. You call them. You tell them, I have a position with a promotion. I have more money for you. 90% of people will leave their company right away and come. That's how it happens. There will always be people who don't dare. And it's not that they won't dare, because they'll say, oh, I'm loyal to my company. They won't want to because quite simply, they think your offer isn't good enough. Or they think the company you're inviting them to is even crappier. If that's possible, then where they are, and that's why they don't come.

Okay?

So it's very, very important to see this. People in the company are fighting for their own sake. So I say they're fighting for their own sake. But what exactly does that mean in a more concrete way? Let's be more concrete. Let's get to the point. Well, there's the job. There's the person who wants to feed their family, pay their rent, pay their bills. There's the person who wants money just to survive and who lives from month to month. There's the person who wants stock options to buy their yacht, okay? Because he found a very interesting one and he would like to buy it. Except that this is linked to certain company performances. So that's why he wants it. There's the one who is the sexual predator of the company. He wants to sleep with so and so. So that's his main concern. His. His constant concern. There's the one who wants the company's shares to increase because he has thousands, thousands of them, he would like to sell them.

Okay?

So everyone is fighting for their own ass. Everyone is fighting for themselves. No one is fighting for the company as such. People are fighting for their own ass.

Okay?

There you have it. Now the reality. The reality is that to get promoted these days in a bad economy, in a company that is very individualized, where everyone is fighting for themselves. Well, it doesn't work on merit. If we had an economy that worked on merit, that would simply mean what we're going to do. We're going to promote the most deserving people. So each company will function better, and then each sector of the economy will function better and the economy itself will be a thriving economy. But that's not what we see. We see something or a systemic problem. And if we go down, we can find this systemic problem. We can find its traces, we can find its justification at the individual level. So at the individual level, what does it take to get promoted? So first you have to shine boots. So you have to really go deep down. You see the problem, you shut your mouth, right? For example, you see a bad decision that's made. A decision that sinks a project, a decision that chases away a client and sends them to the competition. So a decision that makes the company lose money, okay? And what you do is not only do you shut your mouth, okay? First of all, don't open your mouth to begin with because. And this is something they don't teach in HR courses and all that, they won't tell you because it's not very politically correct. So you shut your mouth. That's the first thing. But ideally, you should be very vocal about it. You should tell your manager how great he is, how extraordinary he is. So maybe you'll feel bad saying this or doing that, but I'll tell you something. The company doesn't belong to your drink, okay? Think about it. It's not your money. It's not your dough that's going down the drain. It's not your money that's going to the taste buds. It's not you, it's not your money. It's not coming out of your pocket, okay? So when the managers screw things up, you see what you're going to do behind the scenes. You're going to encourage them to do more. You're going to tell them how extraordinary you are. You're so good, okay? That's what we want today. Because if you start talking, you're going to become the one who prevents them from moving forward. Now, people who are perfectionists, who work, who deliver, who have good work values, who value excellence. Well, the problem is that when they're perceived as people, who prevent them from. Okay, because what we want in reality, what we want when someone is because how does promotion happen? It's those below you who are going to promote you. Promotion won't come from outside, okay? Where Is promotion going to come from? Let's imagine. Let's imagine. Lets imagine that we had a company like this, a business, and that promotions were decided by an external firm. That is to say, there is a firm outside the company that decides whether or not a person will be promoted. So indeed, there would be a chance that this firm, since it is outside the politics, the couch potatoes and all that, the company's bedtime stories or the company's corruption, while this firm, there is a chance that it will make the promotion that is in the company's interest beyond being in the interest of each other. That means that you're not going to tell a firm like this. For example, listen, I slept with that one. I promised her I'd get her back on track. Please help me. You can't do that. It's not possible.

It won't work, okay?

You can't tell the firm, listen, that one's a complete. But the problem is that he's a really, really good guy. He does everything I tell him to do and he does it. He'll even wash my car. So get him back on track. I know that for the firm it's clearly not good, but for me it's great. It won't work like that. But the real reality is that in a firm, what's going to promote you is not a neutral outside firm. The people who are going to promote you are the people who are above you, okay? Those are the people who are above you in the hierarchy. Now, the people who are going to promote you want to promote someone who is not annoying, first of all. And they also want someone who is in their best interest. When I say their interest, their personal interest, I mean, why are they going to raise it? So if you are annoying, you can be super efficient, super good for the company. That's the first question. But it's not the most important question. We are in a reversal of values, remember? The important question is, are you good for them? On a personal level, I've seen cases, for example, I work in a company. I've seen cases where there was a favorite or manager. There was a director, there was his favorite, and one day the favorite decided to move. He just let it slip that he wanted to move. And there's a professional boot shiner who's going to go to the manager's favorite place. He's going to tell him, I'm going to help you move. He's going to rent a truck on his own over the weekend. He's going to spend his weekend moving it. So that he can go tell the manager, this guy's such a smart guy that he made me move over the weekend and that the manager is going to promote him. And that's exactly how it works. He got promoted.

Okay?

Let me tell you that it works. So what we're experiencing today, unfortunately, is that. So they're going to tell you. Yes, you have to show. You have to show leadership. We're going to say, I've seen meetings with HR and all that, and there's always someone who's going to throw in an important note. Yes. What we're looking for are leadership qualities. I'll tell you what leadership qualities are. That's what leadership qualities are. Leadership qualities. You take a guy, and I've seen this. The guy whose wife has cancer, you him, you take advantage of that moment. The guy who. The guy who's getting a divorce, the guy who's had a death in the family, the guy who's feeling bad, the guy who's depressed, the guy who's had an accident, the guy who's got an illness, the guy who's had a stroke, who's had a heart attack, who's had a problem in his life, who's had a tragedy. That's the guy. You crush him and ideally, in the back, you hit him in the back. That's the quality of leadership. When you show them that you're a dog like them. When you show them exactly who you are, you are. When you look in the mirror, you see a son of a. And you show them that they have to see it, not just you, because they don't care about you. They need to see it so they can see what kind of person you are. But be careful. You have to serve yourself. You are showing them at the same time that you are lawless, that you are a real piece of that you are ready to kill on demand. If they tell you, this guy, he's been working for the company for 20 years, 25 years. You know what? He's too expensive. We want to fire him. Go, go around him, look around. Find us some. Find us a skeleton in the closet. We want to fire them. We want to fire him. And don't worry. Ah, we'll be grateful. Hem. They want you to do it with a smile and say thank you when you're given an order like this. Thank you for giving me the privilege of crushing this person. Thank you for giving me the privilege of stabbing him in the back. How smart you are. Dear master, dear CEO. Dear. What's it? Let me suck your Shoes quote verbatim. I'm giving you something verbatim. You won't believe me. Maybe you'll think it's because I'm completely caricaturing what I'm telling you is authentic, 100% authentic. I'll give you an example. In a company, you know. You know, among Muslims, there's something called a tayamu. What is tayamu? I don't have anything here to show you. It's, you know, that Muslims do what's called ritual ablutions before prayer, okay? It means washing with water in a certain way. The goal is not to wash. The goal is just to have a sort of symbolic washing in a particular way, in a certain order. We understand each other. Since Islam comes from the desert, well, there are certain directives that say that in the absence of water, you can go to the desert to take a stone, knowing that the stones that are in the desert are pure because they've been there for 2,000 years, exposed to the sun that shines vertically all year round. They're burning, they're shiny. There has been exposed to the sun, right? It has been purified. So what can we do? We use it like water. So we mime with it. We take the stone, we wipe our hands on it as if we were doing it with water, okay? It's a very symbolic ritual. We're into symbolism. Here's the story. There's a guy in a company where the director is Muslim. Do you know what he says to him? He says to him in front of the others, in front of the other employees. Oh, dear, Director, if you give me your feet so that I can use them as a stone for ritual ablutions.

Okay?

You heard correctly. He asked the director to offer him his feet as a pure stone on which he could wipe his face and hands with the dirty feet of this pathetic, this subpar director so that he could purify himself so that he could pray before his lord.

Okay?

That's the kind of person we wants.

Okay?

So you're starting to understand. Smiling in the face of evil, not keeping your mouth shut. If you're at the stage, keeping your mouth shut isn't going to work.

Okay?

I'm not telling you to keep your mouth shut about evil. Because I was at that stage when I was in business. I saw the size of the Jaset pyramid. I saw that. I kept my mouth shut because after a while, I got tired of talking. I got tired of being the one who brings bad news. I got tired of seeing that. And then, because what People want is good news. They want bliss. Everything's fine, okay? So after a while, I couldn't take it anymore. I let it happen. I know how to do it anyway, you know, it's not how we say BBEC in Algeria. You know, it's not like it's not your father's story. This company isn't your father's. So just shut up. Let it happen, okay? You go, you work, you do your job, you get paid, you get out. You know? That's not enough. It's not enough. No, you can't do that. You have to say again, it's good. It's extraordinary. You have to salute the genius, okay, of those who did this crap, thinking that it wasn't your father's company anyway. There you have it, my friends. So don't threaten to snitch. That's good snitching, reporting, okay? Be on good terms with the directors.

Okay.

With the managers. Ideally, get to know them on Facebook, okay? Ideally, get out there, try to go to all the social events and everything. Uh, regarding sleeping around, there are some who are in favor of couch potatoes. So I'm going to give you an idea for couch promotion. Do you know what you do? Because there are people who do that. So what you do is give him the impression that it's okay, that it's going to work, but be careful. Never, never, please. Do you know the number one rule of couch promotion? Uh, I don't know if it's written in Hasher's book, but I don't think it's written. It's called something. The number one rule of couch promotion is don't sleep with him before you've received the promotion. If you sleep with him, I'm telling you, I'm telling you, if you sleep with him before you've received the promotion, it's over for you, right? It's over. You're not going to be a loser, okay? So what you have to do is make him think it's okay.

Okay?

Like he's going to do everything he can to get you the promotion. And once you do that, that's what you do, right? What do you do from there? That's what you do. You grab him in the back.

Okay?

You grab him in the back and you say, you. You know what? I'm going to tell them you're harassing me, okay? Then you come out with something like, I'm the mother of the family. All that classic stuff. Oh, they love that. You just put it down straight away, okay? That's how it works. That's how it works.

Okay?

That's why the economy is doing badly. Because what I'm explaining to you, that's why the economy is doing badly. Right?

Okay.

But the economy is doing badly because we are precisely here. When you look down. That's how it is. That's how it is. So, yeah, good luck. Good luck. It's the middle of the middle of the company. Wait, I'll give you something. Wait, before you go, wait, there's still time. I'll give you a phone number.

Okay?

You can let me. Write to me on WhatsApp, ideally. Leave me written messages, please.

Okay, you can.

You leave me text messages. So it's 004477-4058.

Okay?

I'll leave you this number here. Don't call me. And I never answer calls on this number. Just leave messages on WhatsApp. I answer when I can. I may not be able to answer everyone, but I answer when I can. One important thing, if you write to me, you're taking a risk. The risk is that I'll tell you the truth.

Okay?

Uh, I swear to God that I'm not the nicest person I know.

Okay?

I'm very efficient.

Okay?

I'm very efficient. Uh, I. I judge things and situations objectively. I include all possible and imaginable parameters. The parameters that some people may see. The parameters that some people don't see.

Okay?

I'm very reserved. I'm very moderate in my judgments. On the other hand, I'm not an extremely nice person in everyday life days, okay? I think you've already realized that.

Okay?

So if you write, you sometimes run the risk of hearing unpleasant things. Not. Not with everyone.

Okay?

But from time to time, I'm not nice, okay, in the sense that I'm a little too direct. I'll tell you my home truths if necessary.

Okay?

So thank you for watching this video so far. Now you're starting to see a little bit of how you get promoted.