The post was originally published in Polish on Szymon’s LinkedIn profile. Szymon kindly agreed to republish what we think is of great value to our readers.
A manager stabbed a colleague in the back to stand out. The CEO decided to react firmly to this situation and gave … a promotion.
The two managers were constantly competing. They had the same positions, similar-sized teams under them, but a completely different approach to work. One was a typical rationalist, smart, data-driven. The other, on the other hand, was a rather emotional type who was extremely good at convincing people.
Szymon Janiak, Co-Founder and Managing Partner at Czysta3.VC
Each was ambitious in their own way. They worked hard, effectively fulfilled the tasks entrusted to them, with one preferring to focus on the effects of their own work, while the other was always looking for shortcuts. Unfortunately, this was often at the expense of others. The latter one climbed the career ladder, walking over corpses to their goal. They took credit for other people, stole ideas, and used literally anything that could push them forward. The two didn’t like each other very much, and it was common knowledge, but they were both effective, so the management appreciated them both. The greatest friction appeared when they had to engage in the implementation of projects together.
During one of the implementations, the rationalist made a significant mistake that could have cost the company a large client. However, it turned out that the counterpart could unscrew it without anyone noticing. A fundamental question arose: should we ask for help? What will the consequences be? After a sleepless night and a lot of mounting doubts, they asked for help. The second manager completely surprised them, because not only did they offer help on the spot, they did not expect anything in return, but they actually solved the problem and saved the company from losing a large part of its revenue. They gained respect and gratitude for years, which could have changed difficult relationships once and for all, but… took no advantage of it. The next day, they went to the board and presented the situation in such a way that led to the dismissal of the colleague. As a result, for this attitude and saving the company’s finances, they were promoted…
The more one thinks about it, the more difficult it gets to understand what guided the management in this situation. Instead of appreciating the fact of admitting their mistake and using the potential of the duo, keeping them for years, it was decided to give a reward for pathological behavior, showing that such patterns are promoted by this organization. They also never considered the fact that it’s not far from the position of a director to a member of the board, and history likes to repeat itself…
No matter how much is said about values, there will always be companies where the only thing that matters is the result, regardless of the actual actions. Apparently, the end justifies the means. To the point of pain… Can we change this and completely eliminate such instances? I think not, after all, it’s a free market, but let’s learn to recognize them in order to stay away from them as much as possible. It’s a waste of life.
The comment section had to add:
I wonder if the board was unanimous, if it discussed the matter at all, or if it was simply a decision of the CEO adopted by acclamation. Usually, the company stands the same as the CEO, if they have been the CEO for a longer period. It’s a message to the whole company that mistakes are not forgiven – it’s far from a sophisticated approach to management, in fact I see no advantages in it – a kind of traditionalist farm.
– Dr Andrzej Szeworski, Deputy CEO at Pekao Financial Services
It doesn’t have to be about the company, but may be about the person. I knew an organization that has grown from the beginning as one family, where everyone helped everyone as much as it was possible. They hired a person from the outside,from a large corporation, because soon they were to be a corporation themselves, and what soon started were plotting, ill intentions, and… lack of help. So one bad apple can spoil the entire basket, which does not mean that the whole basket was broken to begin with.
– Stefan Karmaza, CEO at Vectio Ltd.
Just a second, I feel a possible misunderstanding here. Did one colleague want to persuade another colleague to help cover up and conceal a very serious mistake? As I understand it, the Board was supposed to be unaware. I also know why – probably unconsciously – the post is written in a way that suggests who is good and who is bad in this situation, and it can be misleading. In my opinion, the colleague who made a mistake should report it with a recommendation for correction. After all, we are talking about a serious situation.
– Marcin Rafałowicz, IT Business Analyst
Karolina Boboli, Cloud Architect & Consultant at PwC Polska
Sometimes, it’s just not worth advancing so high where such games are played every day.
To be in a team with such a culture? Some people like it, for many – unbearable, it’s a waste of life, unless you have a very thick skin and can completely cut yourself off from such instances at work.
– Karolina Boboli, Cloud Architect & Consultant at PwC Polska
Oh my! There are still companies where it’s not even the results that matter more than the people, but who will reach the boss first with their version of the truth and who will break through the ether with it! Such a person is considered to be more go-getting, able to win over co-workers, and desirable. Does it depend on the company, the industry, or the specific people at the top?
– Sylwia Jagódka, COO at Magazyny123
This is a non-obvious win-win situation for each of the characters. The careerist needed success and they got it. The CEO was afraid of the development of events – the mistakes and disloyalty of the rationalist and the demand for promotion from the careerist -otherwise they wouldn’t fire them – and they got their peace. And the rationalist got an impulse to change the environment to a less toxic one. This is what it looks like immediately after the event. But in a moment it is the rationalist who will receive compensation, and the president and the careerist will pay for the temporarily borrowed success. Quantum success.
– Tomasz Szalaj, President at Engagy
Szymon Janiak is an investor and a business-driven Managing Director at czysta3.vc, a Venture Capital fund located in Poland. He has over 10 years of experience in the technology sector. Szymon is also a Member of the Supervisory Board at stockbroker Grupa Trinity S.A.
