The past year has been challenging. Coronavirus, remote control, revolution in my country - and in our company there are also two takeovers with a six-month interval (and, let's be honest, there is a lot of one for a normal person). And I wanted to consider and study what should be done by people who are on difficult , crisis stages of corporate life - how to survive in these times (minimum program) - and how to turn them to your advantage (maximum program). After all, when the corporate fabric itself is torn, a nimble corporate snusmumric can crawl through these holes to the place where he needs it. Let's, for example, investigate the situation when a person comes to a new, interesting company for him as a manager, and it is important for him to stay in this position and succeed.
Start
So, in a corporate structure, a person's status is determined by proximity to the owner / CEO. Well, and a little bit of professional competence. These things are correlated, but not directly. Here, by default, you need a certain baggage of professional and managerial expertise, without which you will not be allowed to play in this sandbox (diplomas from leading universities, English C1, a unique skillset, well-known companies in CV - this is all just an entrance ticket). In addition, in any company. there are, as it were, two realities. Visible is something that you can touch with your hands and digitize: corporate correspondence, business processes inscribed in the systems, standardized procedures, titles in the workday and positions in the staffing table. And invisible is something that is not spoken about aloud, but everyone perfectly feels and understands.An experienced manager develops an echolocation system like a bat - just walking along the corridor in the morning and greeting colleagues, he already understands the current balance of power in the company. And this invisible reality largely determines the visible. For instance:
whose account the accounting department will pay right away, and whose will rot on the table of the chief accountant;
with whom you can negotiate in words, and with whom you cannot deviate a step from the procedure;
who understands what is actually happening in the company and where everything is going, and can influence these things in their own interests, and who reacts in fact to visible incentives (orders, corporate policies, official mailing lists).
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