Do you live to work or work to live?

Which situation describes you: do you work to live, or do you live to work? Do you go to a job each day that doesn’t quite fulfill you but pays the bills, or is your true passion your work, occupying your every thought?

Many people, likely the majority, see their job as a mere tool to earn money, enabling the life they want outside of it. They dread Mondays and eagerly await Fridays to enjoy the weekend. They constantly check the clock, counting down the minutes until they can leave the office. They do their tasks as best they can, not out of passion, but to keep the job that provides the income they need for their personal life. And when the workday ends, they rush out, relieved and happy, to enjoy their free time, family, or hobbies.
 
On the other hand, some have the opposite outlook. For them, work is an obsession and their main goal in life: to climb the professional ladder. They aim to impress their bosses, stand out in their workplace, and gain recognition for their efforts. They never skimp on hours; while others head home, they stay late, tirelessly proving their worth. They even bring work home, as the line between office and personal life blurs—their entire existence revolves around work, with the sole aim of advancing their career.
 
Which of these two groups do you belong to? Or is there a third group? Yes, there is, and I hope you’re part of it.
 
This third group consists of those who work in what they truly love. They chose a career that ignited their passion and found a job that aligns with it. Day to day, they perform tasks they enjoy and excel at. They go to work with a smile, knowing they’ll enjoy what they do, which fulfills them both personally and professionally while also providing a salary for a rich personal life. They don’t obsess over the clock to leave early, nor do they stay late without reason; they simply finish their tasks and go home. On weekends, they happily enjoy their free time and family, and though they might occasionally bring work home, it’s not out of obligation or to impress anyone—it’s because they enjoy it. These people neither work to live nor live to work: they live and enjoy their personal and professional lives equally.
 
I’ll ask again: which group do you belong to? My sincerest wish is that you’re part of this third group.
 

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...
“From Alfred Nobel to AstraZeneca”: https://a.co/d/9svRTuI

Should you congratulate someone on a promotion?

Over the years, I’ve watched a former colleague climb the professional ladder. He started as a mid-level manager, then moved to a department head, and later to an executive position. It didn’t stop there. He left the company where he’d built his career to join a bigger competitor in a high-ranking role. Some time later, he was promoted to CEO of that company. All in all, his journey looks like one of success and well-deserved congratulations, but… 
 
Now I’ve learned he’s no longer the CEO of that company; instead, he’s been “promoted” to an even higher international position… in another European country. Should you congratulate him on such a promotion? I have my doubts. 
 
It’s certainly a more significant role with a better salary, but it forces him to uproot all his family ties since he must relocate abroad. What about his family? His friends? His daily life with hobbies, leisure, and enjoyment? His connection to the social environment where he grew up and developed? All of that gets shattered as he lands (who knows if alone or with his family) as an expatriate. Is that promotion and salary worth it? 
 
Perhaps when someone is single and the promotion involves working in a field they love, moving to another country feels like a reward worth celebrating. But when you have a family, a home, maybe a mortgage, relatives, friends, a close-knit environment, the promotion might come at too high a cost. 
 
What’s more important: professional success or personal and family fulfillment? What’s more valuable: a high-paying executive role or a lower position doing what you truly love? 
 
A former coworker once told me how her friends were shocked when she said she loved going to work because she enjoyed it so much, had fun doing it, and got paid for it. Isn’t that true happiness—enjoying the work you love while earning a living? 
 
Because when you’re torn from your environment, what awaits you after work each day? A hotel room in a foreign country? An empty apartment in another city? You, alone, without loved ones nearby—or having dragged them along, uprooting them from their own lives. 
 
No matter how prestigious the role or how high the salary, there comes a point when a promotion isn’t a reward but a punishment.

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...

“From Alfred Nobel to AstraZeneca”: https://a.co/d/9svRTuI 

The “presenteeists” in business

In the working world, there exists a peculiar figure that often goes unnoticed beneath the façade of dedication: employees who confuse "being in the office" with "working." These individuals, whom we might call "presenteeists," are experts in the art of feigning effort and commitment without adding real value to the company. This is a dynamic that, while it may seem harmless at first glance, has profound implications for both productivity and organizational culture.

Workplace presenteeism manifests in various forms, but its essence is consistent: being visible but not productive. These employees:
 
Constantly make themselves seen: They walk around the offices, chat with colleagues and superiors, ensuring their presence is noticed.
 
Display constant activity: They move from place to place, always with papers in hand, attend unnecessary meetings, or engage in trivial discussions, giving the impression of being perpetually busy.
 
Use time unproductively: Though physically in the office, their time is spent on activities with little or no added value. They browse the internet, take long coffee breaks, or get lost in conversations irrelevant to the business.
 
The impact of this behavior is multifaceted:
 
Loss of Productivity: The company pays for work hours that do not translate into results. The time these employees spend present but unproductive represents a direct waste of resources.
 
Team Demoralization: Employees who do work hard may feel frustration or demotivation upon seeing others receive recognition for mere presence. This can lead to a drop in team morale and foster an inefficient work culture.
 
Bad Example: Presenteeism can become normalized, setting a precedent that what matters is being in the office, not what is accomplished there. This can distort expectations about what it means to work.
 
Difficulty in Evaluating Performance: It becomes challenging to distinguish between those who are truly committed and those who are simply present, complicating performance evaluations and merit-based career advancement.
 
To combat this phenomenon, organizations should take measures such as:
 
Promoting a Results-Oriented Culture: Instead of valuing presence, focus on achievements and tangible outcomes. Set clear, measurable goals for each employee.
 
Using Time Management Tools: Implement software to track actual work, not just presence.
 
Efficient Meetings and Communication: Reduce unnecessary meetings and encourage effective communication, preventing employees from feeling they need to be present just to join aimless conversations.
 
Education and Leadership: Train leaders to detect presenteeism and manage teams based on productivity rather than hours accumulated.
 
Workplace Flexibility: Allowing remote work and flexible schedules can shift the focus to the work performed, not the location where it’s done.
 
Presenteeism is a challenge present in nearly every company, yet few managers know how to spot it. It not only represents a loss in economic and productivity terms but also erodes a merit- and efficiency-based work culture. Recognizing and addressing this behavior is crucial to fostering a work environment where "being there" isn’t mistaken for "working," ensuring that each employee genuinely contributes to the company’s collective success.
 

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...
“From Alfred Nobel to AstraZeneca” (Vicente Fisac, Amazon) is available in e-Book and print editions: https://a.co/d/9svRTuI

"Smoke Sellers" in the business world

In the business environment, where innovation and enthusiasm are commonplace, certain figures stand out not for their execution skills but for their ability to sell ideas: the "smoke sellers." These professionals, armed with undeniable eloquence and charisma, have the knack for painting visions of success and progress that excite both executives and employees alike. However, once these projects are implemented at a high cost, they face the harsh reality: a lack of substance and commitment to see them through to completion.

"Smoke sellers" are masters of persuasion. They use language filled with promises, impressive statistics, and optimistic projections that portray an image of imminent success. Their talent for weaving compelling narratives about corporate transformations, disruptive innovations, or unprecedented operational efficiencies enables them to secure the support needed to kick-start major projects. In meetings, conferences, and presentations, their presence is magnetic, turning skepticism into enthusiasm.

However, the magic of words often fades quickly once projects are underway. The implementation phase reveals the true nature of these projects:

Lack of Planning: Often, grand ideas are not accompanied by detailed and viable plans. The absence of a solid strategy for execution leads to projects becoming unmanageable or inefficient.

Resistance to Hard Work: While the "smoke seller" enjoys the spotlight during the conceptualization stage, the reality of project management, with its demands for time, resources, and effort, is less appealing. The necessary commitment to keep a project alive and productive is not among their strengths.

High Costs, Low Results: Projects driven by this rhetoric tend to be costly in terms of financial investment, time, and human resources. When these do not translate into tangible benefits, initial enthusiasm turns into frustration and disillusionment.

The consequences of supporting "smoke sellers" can be significant:

Loss of Trust: Employees and executives can lose faith in leadership when they see that grand announcements do not materialize into results.

Waste of Resources: Both economic and human capital are poorly utilized, diverting resources from more viable projects.

Impact on Corporate Culture: A series of failed projects can lead to a culture of cynicism towards new initiatives, making future genuine innovation efforts more challenging.

Therefore, to avoid falling into the trap of "smoke sellers," companies should:

Promote Transparency: There must be clarity regarding expectations, resources, and risks associated with any project.

Rigorous Evaluation: Implement review processes that go beyond initial enthusiasm, thoroughly assessing technical and economic viability.

Balanced Leadership: Foster leaders who not only sell ideas but also demonstrate the ability to execute them. The combination of vision with pragmatism is key.

Culture of Accountability: Create an environment where accountability is the norm, ensuring that those who propose projects are also responsible for their execution.

"Smoke sellers," so common in all businesses, alert us to the need not to be swayed by words alone and to demand periodic checks to ensure that what is presented and approved does not remain just words but is worked on until completion, with regular accountability.
 

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...

“From Alfred Nobel to AstraZeneca” (Vicente Fisac, Amazon) is available in e-Book and print editions: https://a.co/d/9svRTuI 

The “Yes, Boss” syndrome

In the intricate web of workplace relationships, a phenomenon exists that can undermine an organization’s effectiveness and morale: the tendency of some executives to surround themselves exclusively with employees who offer a constant stream of praise and unconditional approval. This behavior not only disrupts internal dynamics but can also lead to flawed strategic decisions and a distorted corporate culture.

The Echo of Flattery: When Executives Favor Approval Over Merit
 
Executives caught in this cycle of flattery often develop what could informally be called the “Yes, Boss Syndrome.” It is characterized by: 
 
Circle of Sycophants: These leaders surround themselves with a group of employees who consistently agree with their decisions, bolstering an inflated sense of their own infallibility. This entourage acts like a court, where loyalty is proven through flattery rather than hard work or innovation. 
 
Belief in Praise: Over time, these executives start to buy into their own hype, mistaking flattery for genuine merit. This can distort their self-perception, leading to overconfidence in their leadership and decision-making abilities. 
 
Dismissal of True Talent: Employees with real skill, constructive criticism, or innovative ideas may be sidelined or ignored because they don’t fit the pattern of adulation the executive has come to expect. 
 
Favoritism and Bias: Promotions and recognition hinge more on personal approval than on professional achievements or capabilities, fostering a workplace where meritocracy gives way to informal nepotism.
 
Consequences for the Company
 
The impact of this behavior on the organization can be profound: 
 
Ineffective Decisions: Choices made without real dissent or critique may not be optimal, leading to strategic missteps that could have been avoided. 
 
Staff Demoralization: Employees who see sycophants rewarded over the deserving can become disengaged, lowering morale, commitment, and productivity. 
 
Talent Drain: Competent, forward-thinking professionals may seek opportunities elsewhere, at companies where their contributions are genuinely valued. 
 
Stagnant Innovation: A lack of diverse perspectives and the suppression of contrary opinions can halt the flow of innovation, which is critical in a competitive market.
 
Addressing the Phenomenon
 
To counter this dynamic, the following approaches are recommended: 
 
Authentic Leadership: Cultivate a leadership culture where executives actively seek constructive criticism and value diverse viewpoints. A leader must distinguish between empty praise and meaningful feedback. 
 
Transparent Performance Reviews: Implement objective evaluation systems based on clear performance metrics. This reduces bias and ensures recognition is tied to tangible achievements. 
 
Leadership Skill Development: Offer training that highlights the importance of nurturing genuine talent and innovation, teaching leaders to see disagreement as a catalyst for growth. 
 
Feedback-Friendly Culture: Foster an environment where all employees feel safe to voice their opinions without fear of reprisal, with executives modeling openness and receptivity.
 
Conclusion
 
While flattery might offer some executives short-term gratification and a false sense of security, the long-term health of any organization depends on leaders surrounding themselves with constructive critics and visionaries, not just yes-men. Only then can decisions be made in the company’s best interest, rather than to stroke the leader’s ego. 
 

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...
“From Alfred Nobel to AstraZeneca” (Vicente Fisac, Amazon) is available in e-Book and print editions: https://a.co/d/9svRTuI

The “Excessive Delegator”

In the workplace, delegation is a vital skill for efficiently managing tasks and resources. However, there exists a particular type of employee who has turned delegation into a dark art of responsibility avoidance: those who systematically offload as much as possible, not to empower their team or optimize workflows, but to dodge hard work—only to later position themselves as masters of credit-taking and blame-shifting.

The Excessive Delegator’s Modus Operandi
 
Indiscriminate Delegation: They assign tasks, projects, and even minor decisions to others, often without regard for whether the recipient has the capacity or time to handle them effectively. 
 
Disengagement: Once a task is delegated, they wash their hands of it, providing little to no guidance or oversight, which can lead to subpar outcomes. 
 
Credit Hogging: When the delegated work yields success, they swiftly claim the credit, framing it as evidence of their leadership or management prowess. 
 
Blame Shifting: Conversely, when things go awry, they excel at deflecting responsibility, pointing fingers at the person who carried out the task for failing to understand, communicate, or meet expectations.
 
Negative Impacts on the Company
 
This excessive delegation carries several detrimental effects: 
 
Team Demotivation: Employees burdened with tasks dumped on them without proper support can feel overwhelmed, undervalued, or exploited, leading to low morale and reduced productivity. 
 
Work Quality: Lack of oversight and direction often results in lower-quality output, as delegated employees may lack the guidance needed to meet expectations. 
 
Culture of Irresponsibility: Encouraging a dynamic where accountability isn’t shared or acknowledged can erode teamwork and trust within the organization. 
 
Inefficiency: Delegation without a clear plan can lead to duplicated efforts, misunderstandings, and inefficient use of human resources.
 
Strategies to Address This Behavior
 
Organizations can take proactive steps to curb these effects and promote healthy delegation: 
 
Leadership and Management Training: Offer programs that highlight the importance of effective delegation, emphasizing ongoing supervision, support, and communication. 
 
Role and Responsibility Clarity: Ensure that delegators retain accountability for the tasks they assign, preventing total disengagement. 
 
Performance Evaluations: Introduce assessments that evaluate not just outcomes but also the delegation process itself, including how it was managed. 
 
Transparency Culture: Foster an environment that values team contributions and discourages blame-shifting. 
 
Positive Leadership Models: Leaders should exemplify delegation as a tool for team growth, not a means to avoid work.
 
Conclusion
 
Delegation is a powerful tool when used properly to drive growth, efficiency, and skill development within an organization. However, when it morphs into a tactic for evading responsibility, it can harm both morale and operational effectiveness. The solution lies in educating employees on proper delegation, fostering a culture of shared accountability, and ensuring that recognition and critique are fairly distributed. Only then can delegation be prevented from devolving into a game of avoidance and a race to claim unearned credit.
 

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...
“From Alfred Nobel to AstraZeneca” (Vicente Fisac, Amazon) is available in e-Book and print editions: https://a.co/d/9svRTuI

The “Corporate Brown-Noser”

In the corporate world, where hierarchies and power dynamics are ever-present, a peculiar social phenomenon thrives: employees and executives who specialize in "brown-nosing" their superiors. While this behavior is hardly new, it has intensified in modern organizations where personal visibility and recognition can sometimes outweigh actual performance in value.

"Brown-nosing" refers to a set of actions and attitudes adopted by an employee or executive with the primary goal of pleasing and winning favor with their boss, often at the expense of productivity and workplace effectiveness. These behaviors may include: 
 
Excessive Flattery: Lavishing praise on the boss’s decisions, even when they’re far from sound. 
 
Relentless Visibility-Seeking: Ensuring the boss notices their presence and dedication, often by over-attending meetings or events where the boss will be. 
 
Playing the Messenger: Rushing to deliver news—especially good news—directly to the boss to score favor points. 
 
Unconditional Alignment: Adopting the boss’s opinions, even when common sense or professional ethics suggest otherwise. 
 
Risk Avoidance: Refusing to make decisions without explicit approval from the boss, sidestepping any chance of failure that might reflect poorly.
 
Impact on the Company
 
This behavior can have significant repercussions for both the individual and the organization: 
 
Uneven Work Distribution: Brown-nosers often spend time on activities that add little real value, leading to reduced productivity and overburdening colleagues who focus on their actual responsibilities. 
 
Popularity Over Merit: Promotions or key project assignments may hinge more on who’s the boss’s favorite than who’s truly capable, demoralizing talented employees. 
 
Toxic Workplace Culture: Perceptions of favoritism can breed distrust, unfair competition, and disengagement among staff. 
 
Stifled Innovation: Suppressing dissent or differing opinions to stay in the boss’s good graces can choke creativity and hinder progress within the company.
 
From a psychological standpoint, this phenomenon might stem from insecurity, a need for validation, or a calculated strategy for career advancement. Yet, from the perspective of effective leadership, a boss should distinguish between flattery and genuine merit: 
 
Authentic Leadership: Leaders must cultivate an environment that prizes hard work and innovation over sycophancy. This requires self-awareness of biases and openness to constructive criticism. 
 
Merit-Based Culture: Implementing objective evaluation systems that reward real performance and contributions to company goals can diminish the effectiveness of brown-nosing as a career tactic. 
 
Education and Awareness: Raising awareness among employees and executives about the downsides of these practices can foster a collaborative, respectful workplace.
 
Conclusion
 
While brown-nosing may seem like a winning short-term tactic for some, in the long run, both individuals and organizations thrive in environments where excellence, integrity, and innovation drive success. The key lies in recognizing and rewarding authentic performance, building a culture where every employee—regardless of their place in the hierarchy—can contribute value genuinely. The “art of pleasing the boss” is a fleeting skill that doesn’t stand the test of time.
 

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...
“From Alfred Nobel to AstraZeneca” (Vicente Fisac, Amazon) is available in e-Book and print editions: https://a.co/d/9svRTuI

The plague of “Laziness” in the workplace

In any organization, regardless of size or industry, there are employees who can be described as "lazy." These workers exhibit a range of behaviors that not only hinder their personal performance but also significantly affect the company’s overall productivity, team morale, and workload distribution.

Workplace laziness is both an efficiency issue and a moral one, manifesting in various ways: 
 
Missed Deadlines: These employees rarely complete tasks on time, often seeking extensions or crafting excuses to justify delays. 
 
Absenteeism: They frequently miss work, citing questionable illnesses or recurring personal emergencies as reasons. 
 
Time-Wasting: They spend an excessive portion of their workday on non-work activities, such as lengthy chats with colleagues, overuse of social media, or unnecessarily long breaks. 
 
Unnecessary Movement: They constantly move around the office, creating the illusion of busyness while actually dodging their duties. 
 
Excuses and Justifications: They maintain a stockpile of excuses for every situation, from incomplete tasks to subpar work quality.
 
Impact on the Company
 
The presence of such employees can lead to serious consequences: 
 
Reduced Productivity: Unfinished or poorly executed work drags down team and project efficiency. 
 
Workload Imbalance: More diligent employees, particularly the most responsible ones, end up taking on extra tasks, risking burnout and fostering resentment. 
 
Low Morale: A sense of unfairness arises when some seem to “get away” with shirking duties, dampening the spirits of those who consistently perform. 
 
Reputation and Work Quality: Substandard output can harm the company’s reputation with clients and partners.
 
Strategies to Combat Laziness
 
Tackling this issue demands proactive and strategic measures: 
 
Performance Evaluations: Implement clear, regular assessments that measure not just results but also work-related behaviors and attitudes. 
 
Absenteeism Management: Set firm policies on absences, with defined consequences for unjustified time off. 
 
Accountability Culture: Foster an environment where every employee is held accountable for their tasks, rewarding transparency and initiative. 
 
Training and Development: Provide training that enhances technical skills while also addressing time management and work ethic. 
 
Personalized Intervention: In clear cases of laziness, meet individually with the employee to uncover potential underlying issues (e.g., lack of motivation or personal struggles) that could be addressed. 
 
Recognition and Motivation: Celebrate and reward strong performance to inspire all employees and encourage positive behavior.
 
Conclusion
 
Laziness in the workplace isn’t just an individual flaw; it’s an organizational challenge that requires a comprehensive approach to resolve. By identifying and addressing these behaviors, companies can boost efficiency and cultivate a fairer, more motivating work environment where everyone can thrive. 

The solution lies in blending firm policies, inspiring leadership, and a corporate culture that values and demands commitment from all its members.
 

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...
“From Alfred Nobel to AstraZeneca” (Vicente Fisac, Amazon) is available in e-Book and print editions: https://a.co/d/9svRTuI

The “Ostrich Executive” in the workplace

In the business world, where communication is pivotal to an organization’s success and reputation, there exists a leadership archetype that resists this fundamental principle: the "ostrich executive." This type of leader is defined by a deep-seated fear of engaging with the media, opting to sidestep any public interaction they cannot control as effortlessly as they do within their own company.

The "ostrich executive" is characterized by: 
 
Fear of Journalists: Every suggestion from their Communications Director for interviews or press conferences is met with excuses or reluctance. They only participate when left with no choice, and even then, they do so grudgingly. 
 
Ignorance of Image Value: They fail to see how a polished presence and well-crafted words in the media can bolster the company’s image. Their focus remains on internal control, not external perception. 
 
Lack of Training: They refuse to engage in spokesperson training programs that could equip them with the skills to handle tough questions and high-pressure media situations. 
 
Control vs. Reality: Accustomed to an environment where their word is law, they struggle to grasp that journalists aren’t under their command. Their desire to dictate the narrative, as they do with employees, clashes with the media’s independence and scrutiny.
 
This behavior carries consequences: 
 
Corporate Image: The executive’s absence from public events and interviews can be perceived as a lack of transparency or leadership, damaging the company’s reputation. 
 
Missed Opportunities: Failing to seize key moments to communicate achievements, strategies, or crisis responses means losing the chance to shape the public narrative in the company’s favor. 
 
Media Relationships: Avoiding journalists can strain ties with the press, making future communication efforts more challenging and less effective. 
 
Disconnect with Stakeholders: Leaders who shun public communication lose touch with stakeholders—from customers to investors—who value accessibility and transparency in leadership.
 
To address this behavior, several approaches could be considered: 
 
Education and Training: Offer targeted training in communication and crisis management. Confidence comes from preparation and practice. 
 
Culture of Transparency: Foster an organizational culture that values external communication as much as internal efforts, acknowledging its role in reputation and business success. 
 
Communication Strategy: Develop a plan where the executive has a clear role in the public narrative, with concise messages and specific goals for each media appearance. 
 
Advisory Support: Equip the leader with a Communications team that not only prepares them for public engagements but also highlights the benefits of proactive media interaction.
 
The "ostrich executive" reflects a disconnect between leadership and one of the most critical aspects of modern management: strategic communication. These leaders must realize that, just as in their companies, they cannot "bury their heads" when faced with media challenges. Public image and corporate reputation are valuable assets that demand direct engagement and proper preparation. Only by transforming fear into opportunity can they turn media communication into a cornerstone of their leadership strategy.
 

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...
“From Alfred Nobel to AstraZeneca” (Vicente Fisac, Amazon) is available in e-Book and print editions: https://a.co/d/9svRTuI

The “Long-Distance Runners” in the workplace

In the vast corporate world, where flashiness and noise often steal the spotlight, there exists a group of employees who operate under a markedly different philosophy: the "long-distance runners." These professionals are the quiet pillars of organizational success, relying on consistency, efficiency, and effectiveness without the need for fanfare or empty rhetoric.

The "long-distance runners" don’t chase immediate recognition or engage in office politics to gain visibility. Their focus lies in: 
 
Consistency: They are relentless in their commitment to long-term goals. Day by day, step by step, they work toward objectives that may take months or years to achieve. 
 
Efficient Work: Their approach is straightforward and effective. They avoid wasting time in unnecessary meetings or self-promotion, dedicating their efforts to tasks that deliver real value. 
 
Results Over Noise: Their success is measured by tangible outcomes, not by how much they say in meetings. At the end of the day, they are the ones who have made significant strides toward the company’s goals.
 
One of the most striking traits of these workers is how long it often takes for their contributions to be acknowledged: 
 
Initial Invisibility: In environments where immediate visibility can lead to quick promotions, "long-distance runners" may go unnoticed for extended periods. Their work, though vital, isn’t always obvious to leaders focused on short-term, high-impact results. 
 
The Revelation of Value: Over time, as their achievements and progress become undeniable, their contributions come into focus. Their consistency and ability to meet meaningful goals become impossible to overlook. 
 
Deserved Rewards: Eventually, when their worth is recognized, these workers often receive promotions or rewards that reflect their true impact on the organization. Unlike others, their accolades stem not from appearances or self-marketing, but from pure merit and effectiveness.
 
Recognizing "long-distance runners" highlights the importance of patience and perseverance in the workplace. It also prompts reflection on how companies should manage talent and career progression, emphasizing: 
 
A Culture of Efficiency: Organizations that prioritize efficiency over superficiality create an environment where these professionals can thrive. 
 
Results-Based Evaluation: Implementing assessment systems that focus on concrete achievements and long-term impact can help identify and reward these workers sooner. 
 
Mentorship and Support: Leaders must recognize the value of these employees and provide mentorship and support, ensuring their quiet efforts don’t go unnoticed.
 
The "long-distance runners" are the unsung heroes of many companies—those who, without seeking applause, lay the foundation for success through steady effort and effective work. Their delayed recognition speaks not only to the need for fairer evaluation systems but also to the importance of valuing substance over spectacle in the professional world. In the long run, it is these dedicated and efficient workers who propel organizations to new heights of achievement and stability.
 

A journey through the history of the pharmaceutical industry and one of its great laboratories that had its origins in Alfred Nobel...
“From Alfred Nobel to AstraZeneca” (Vicente Fisac, Amazon) is available in e-Book and print editions: https://a.co/d/9svRTuI