If you’re a good Advertising Manager: Do it yourself!

Over the course of my 10 years as an Advertising Manager at a major agrochemical company, I demonstrated that, for any advertising client, it’s far more cost-effective to oversee all the processes involved in a campaign or advertising activity and hire each contributing agent individually, rather than entrusting everything to a single external intermediary. I also proved that working directly with freelance illustrators, photomechanical services, printers, promotional gift suppliers, direct mail advertising firms, outdoor advertising companies, recording studios, media buying agencies, and more doesn’t exclude advertising agencies—quite the contrary, I collaborated with them on numerous occasions throughout this period. Likewise, I showed that it’s more profitable for a company to have its own Advertising Department rather than relying on a single employee with no advertising expertise (a common scenario) to outsource all the work to an external firm.

With the substantial workload at ICI-Zeltia (now Syngenta), partnering with advertising agencies was essential, but I reserved their involvement for large-scale promotions and campaigns requiring the simultaneous use of diverse advertising elements across varied, tightly interconnected media—aligned in creativity, intensity, and duration. However, for more isolated, one-off actions tied to other products—such as producing brochures, booking a local radio and press campaign, securing billboards, or organizing a small regional giveaway—the Advertising Department took charge, directly hiring and supervising each necessary supplier.
 
Here’s my advice to Advertising Managers who’ve been leaving everything in the hands of a single external provider: try taking the reins on a standalone project. Negotiate, hire, and oversee each supplier involved in that advertising effort yourself, then compare the costs you achieve with what you were previously paying when a single provider handed you one all-inclusive invoice. As a bonus, if you truly love Advertising (with a capital “A”), you’ll relish diving in and taking ownership of those projects or elements. They’ll no longer be “something someone else did”—they’ll be “something you did yourself.”
 

A well-documented exploration of Medicine, Pharmacy, and rural society in the 19th century through two biographies that should not be forgotten:
“Kisses are tears”: https://a.co/d/eCok2Y0 

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

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

The phenomenon of "Climber" employees

In the workplace, a certain type of employee has gained unfortunate notoriety: the "climber." These individuals are driven solely by the goal of rising through the corporate hierarchy, regardless of the means they employ to achieve it. Let’s take a closer look at this phenomenon, its characteristics, consequences, and potential solutions.

A "climber" employee is someone whose primary motivation is not to contribute to the company’s collective good, but to advance their personal career at any cost. Their tactics may include:

Manipulation and Favors: They use flattery, manipulation, or the exchange of favors to win the approval of superiors. 
 
Disloyalty and Sabotage: They don’t hesitate to belittle or even sabotage colleagues to stand out or eliminate competition. 
 
False Claims to Merit: They inflate accomplishments, take credit for others’ work, or exaggerate their abilities to be considered for promotions. 
 
Exploitation of Confidential Information: They may leverage private or sensitive information to gain an advantage.

The presence of such employees can have profoundly negative effects: 

Toxic Work Environment: Distrust and unfair competition can erode team spirit and morale. 
 
Inefficiency and Mistakes: Promoting unqualified individuals can compromise work quality and decision-making. 
 
Employee Turnover: Valuable staff may choose to leave when faced with an environment of favoritism and lack of meritocracy. 
 
Reputation Damage: The company’s credibility—both internally and in the market—may suffer if it’s perceived to reward unchecked ambition over genuine merit.

Moreover, their presence impacts other employees, creating a demoralizing atmosphere: 

Demotivation: When promotions are not merit-based, the drive to excel diminishes. 
 
Distrust: A culture of betrayal and power struggles undermines workplace relationships. 
 
Stress and Burnout: The pressure to compete in an unfair environment can lead to emotional and physical exhaustion.
So, what can companies do to address this growing phenomenon? Here are some actionable steps: 
Transparent Performance Evaluations: Ensure promotions are based on clear, objective performance metrics. 
 
Culture of Transparency: Foster an environment where achievements and mistakes are visible and handled fairly. 
 
Leadership and Ethics Training: Educate employees on values and leadership practices that reward integrity and teamwork. 
 
Reporting Mechanisms: Implement safe, anonymous channels for reporting inappropriate behavior.
To managers and HR professionals, the message is clear: the "climber" phenomenon not only hampers an organization’s growth and morale but also signals a workplace culture in need of review and reform. To build a healthy and productive environment, companies must prioritize leadership practices that value merit, integrity, and collaboration over unscrupulous ambition. Only then can they ensure sustainable and equitable growth for both the organization and its employees.
 

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