To Know or Not To Know

Technical knowledge is not always a good for you in the modern workplace. Unless you are careful, others will take advantage of your expertise and dump their responsibilities on you. You may not mind it as long as they respect your expertise. But, they often hog the credit for your work and present their ability to evade work as people management skills.

La gestion des personnes est mieux récompensée que l'expertise technique,,en,Cette différenciation entre experts et managers de niveau intermédiaire en termes de récompenses est un phénomène asiatique local,,en,Ici,,en,ceux qui présentent l'œuvre semblent en avoir le mérite,,en,peu importe qui l'exécute réellement,,en,Nous vivons dans un lieu et une époque où l'articulation est souvent confondue avec des réalisations,,en,Dans l'ouest,,en,les connaissances techniques sont plus facilement reconnues que les présentations fluides,,en,Vous n’avez pas besoin de regarder au-delà de Bill Gates pour apprécier les hauteurs auxquelles l’expertise technique peut vous mener dans l’Ouest,,en,Gates est plus qu'un expert,,en,il est aussi un leader d'une grande vision,,en,Les leaders sont différents des gestionnaires de personnes,,en,Les leaders fournissent l'inspiration et la direction,,en,Ils sont cruellement nécessaires dans toutes les organisations,,en,grand et petit,,en,Contrairement aux gestionnaires de personnes,,en. This differentiation between experts and middle-level managers in terms of rewards is a local Asian phenomenon. Here, those who present the work seem to get the credit for it, regardless of who actually performs it. We live in a place and time where articulation is often mistaken for accomplishments.

In the West, technical knowledge is more readily recognized than smooth presentations. You don’t have to look beyond Bill Gates to appreciate the heights to which technical expertise can take you in the West. Of course, Gates is more than an expert; he is a leader of great vision as well.

Leaders are different from people managers. Leaders provide inspiration and direction. They are sorely needed in all organizations, big and small. They are not to be confused with middle-level folks who keep harping on thebig picture,” the “value-chainand such, and spend all their working hours in meetings. You know who I am talking about. Why should they get such hefty salaries when they know and do so little?

Unlike people mangers, technical experts are smart cookies. They can easily see that if they want to be people managers, they can get started with a tie and a good haircut. If the pickings are rich, why wouldn’t they?

Going the other way is a lot harder though. For a pure people manager to become a technical expert, it takes a lot more than losing the tie. But why would anybody want to be an expert in the current corporate climate here? Slim pickings, really.

Is it time to hide your knowledge, get that haircut, grab that tie, and become a people manager? It comes down to your personal choice. Knowledge gives you technical authority and a sense of indispensability. But it also sets you up for a stunted career progression. So the choice is between fulfillment and satisfaction on the one hand, and convenience and promotions on the other.

I wonder whether we have already made our choices, even in our personal lives. We find fathers who cannot get the hang of changing diapers or other household chores. Est-il probable que les hommes ne puissent pas comprendre les machines à laver et les micro-ondes alors qu'ils peuvent utiliser des machines compliquées au travail,,en,On trouve aussi des femmes qui n'arrivent pas à équilibrer leurs comptes et à estimer leurs dépenses,,en,Est-ce vraiment une déficience mathématique,,en,ou une question de commodité,,en,le manque de connaissances est une arme aussi puissante que son abondance,,en,Quelle est la valeur du talent,,en,Les banques font de l'argent,,en,Notre profession en finance nous apprend que nous pouvons mettre une valeur monétaire à tout dans la vie,,en,La rétention des talents n'est pas différente,,en,Après avoir pris en charge autant de facteurs de pression que possible,,en,la question suivante est assez simple,,en,Combien faut-il pour retenir les talents,,en,Ma ville-état de Singapour souffre d'un désavantage particulier en matière de gestion des talents,,en,Nous avons besoin de talents étrangers,,en? We also find ladies who cannot balance their accounts and estimate their spending. Is it really a mathematical impairment, or a matter of convenience?

At times, the lack of knowledge is as potent a weapon as its abundance. Yes, knowledge is a double-edged sword. Use it wisely!

Comments

One thought on “To Know or Not To Know

Comments are closed.