Don't Believe What They Say!

 "You're hired," declared the institution head after concluding the interview process. While I knew he held the role of the sole owner, with decision-making power centralized in his hands, I was taken aback when he indicated that my performance would be evaluated by the management, potentially impacting salary increments.

To gain deeper insights, I consulted colleagues, some of whom I knew from previous positions. They affirmed my understanding that, despite the existence of other management members, their presence on the campus was minimal, and he remained the predominant authority for nearly all decisions.

Several years later, I engaged in a conversation with the principal of a renowned institution, exploring the possibility of striking a deal for my services. Although acquainted with his virtues (or lack thereof) and vices, I approached the discussion with tempered expectations, influenced by another acquaintance's suggestion.

Instead of delving into a discussion about my services, the principal diverted into a discourse about the conditions within his institution, proudly detailing the substantial funds allocated to digital marketing (as if from his own pocket). Despite directly rejecting my services, he continued to emphasize his personal role in relation to the institution, utilizing a disproportionate amount of "I" in his communication. Predictably, this hindered any progression to presenting my services to stakeholders.

In the initial incident, despite being the sole decision-maker, he utilized terms like "management" and "we," suggesting a broader decision-making process. In the latter incident, the principal used the singular term "I," despite representing an entire institution.

These two incidents, initially intriguing, were further clarified by a recent psychology book. Individuals with superior power aim to convey a sense of collective decision-making to dissuade others from seeking favors or exerting pressure for decisions in their favor. Conversely, those with limited powers in a larger institution may succumb to narcissism, fixating on individual power and, ultimately, unable to provide guarantees.

It is advisable that when approaching someone for a business deal, astutely observe the pronouns they use. If a person in a powerful position, seated in a commanding chair, consistently uses "We" pronouns, it signifies more influence than initially perceived. Conversely, if an individual excessively boasts about personal achievements using "I" pronouns, prospects may be limited unless they facilitate an introduction to a superior authority.