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Work is the #1 cause of life stress for most people. Probably, this is not a surprise to you. What that research shows though is that your manager has as much impact on your mental health as your spouse. Burnout is real. Working hard and not being recognized, promoted or getting a pat on the back from time to time have consequences. There are ways to work around this, of course. You can change jobs. You can try to have “a conversation” with your manager. You can meditate. You can buy one of those ridiculous notebooks that say “be present” on the cover. Or you can do something more uncomfortable. Take responsibility. Not for having a bad manager. Not for being ignored. Not for being stuck in a company where promotions are decided in corridors, golf courses, and WhatsApp groups you are not part of. That is not your fault. But becoming so good, so visible, so useful, and so strategically positioned that they cannot ignore you anymore? That part is on you. Look. Most people are not burned out because they work too much. They are burned out because they work too much on things that don’t move them forward. They deliver. But nobody sees it. They are “reliable”. Which in corporate language sometimes means: “Give this person more work, more problems, more crap… and don’t promote them yet because they are too useful where they are.” Beautiful. A corporate prison with Outlook and Teams. This is why I created The Room. Not to teach theory. But to help serious infrastructure professionals understand the game... If this touches any bells… Well… You know where to click. ​The Room​ PD 1: If you liked this email, don't keep it in secret and forward it to a friend. They will thank you enormously one day. PD 2: If somebody has sent you this email and you want to receive emails like this yourself, visit vicentevalencia.com PD 3: If you want unsubscribe, click the link below. |
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What a lot of risk? I recently saw people complaining about the “high IRRs” that some PPP developers were making. High IRRs. Greedy developers. Private sector making too much money. The usual music. Well… Look at the number of projects that have gone under. Especially those with demand risk. Real demand risk. Not “let’s pretend this is risky in a spreadsheet” risk. Actual traffic risk. Actual revenue risk. Actual “if people don’t show up, you don’t get paid” risk. And then tell me that 15% or...
Outcomes vs processes. This is the never-ending story of the project manager in any major infrastructure project. What to do. What to prioritise. Where to push. Where to let go. What matters. What is noise dressed up as “governance”. Well… A few days ago I had a discussion with one of my clients. I explained my views. Then, after the call, I sent him a message. WhatsApp. Yes. Not a 35-page PowerPoint. Not a colour-coded framework. Not a “strategic alignment deck” with triangles, arrows and...
Close to Pointe-Claire. Montreal, Canada. Circa 2011. A pen flies across the meeting room. Not metaphorically. A real pen. From the other side of the table. The guy receiving the missile activates his very sophisticated kung fu reflexes and leans to one side. Impact avoided. Silence. Everyone in the room freezes. Then he says: “Don’t get angry. If we don’t solve this now, things are going to get pretty bad for all of us. And in the blame game, nobody wins.” The meeting goes on. No more flying...