Machiavelli in the Office-Part VII: Lady Luck

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Machiavelli’s wisdom is often overshadowed by is reputation.  A reputation that is synonymous with ambition and a wanton disregard for higher moral standards.  It is reasonable to question to what extent this image was true. The royal monarchs of old-world Europe were known to give lips service to the lofty visions of Aristotelian virtue.  In reality, quite often fell short of this ideal. Typically veering more toward the vices of greed, lust, ambition, and other excesses. From this perspective, it would appear as if Machiavelli merely pays the price for his honesty and pragmatism. It could be argued that he may even be more moral for his candor. Then again who wants someone exposing all of the trade secrets? It should also be noted that many of the debauchery prone rulers post-1532 who spoke of higher virtue may have very well taken a page out of old Nick’s book.

 

Machiavelli taught us about things far deeper than how to maintain an iron fist rule over a principality.  He was intimately aware of the shortcomings of human nature and intricately weaved these insights into the greater corpus of his brand of political philosophy. Hence why it is almost a crime to narrow his observations to the maintenance of the autocratic rule that characterized the Florentine royal court. He guides the patient and prudent reader that transcends the scope of political power. Machiavelli’s  The Prince is truly multidisciplinary and timeless. Expounding upon questions as broad as those of human psychology, diplomacy, opportunity costs, effective communication, and resource utilization.  So why not apply these lessons to the modern-day workspace? Hence why I have embarked upon this ongoing series.

 

Today’s topic of analysis is luck. Yes, the enigmatic variable of chance.  As much as skill and effort do play a role in success, there are circumstances that we cannot control.  The marginal effect of luck was not lost on Machiavelli. Especially considering he saw the advantage in managing newly acquired territories on virtue rather than on a happenstance shift in vicissitudes (Machiavelli, 1532, P. 22. Transl. Mansfield 1985) [1]. While it is unwise to rely on luck alone it cannot be left out of the equation. As luck accounts for all of the factors that are outside of the domain of our control. Through acknowledging the power of chance and uncertainty we can humble ourselves. Not fall prey to the hubris that can blindside us from success. Luck is a double-edged sword. When lady fortunate smiles upon us everything is wonderful. As soon as that smile sours and forms a grimacing scowl dark days are on the horizon. The variance of chance serves as limitation and such be considered in any decision.

 

The Prince certainly exhausts the point that fortunate alone cannot ensure success. Chance is too unstable to provide any clear and substantive results.  Luck and fortune are imperative in any enterprise that involves risk. It might be wise to preface that it best to take on calculated risk versus running into the situation blind. Machiavelli understood this well. However, he also acknowledges that you do need to take some risks. That with no risk there is no reward. That lady luck tends to smile down upon the young rather than the old. Why? Because as we age we become more risk-averse. Without risk, there isn’t a reward. Creating a razor-thin balancing act between the risk-to-reward ratio. Providing us with the insurmountable task of finding the golden mean. While lady luck does favor the young, keep in mind the young tend to make more mistakes. They may incur large victories on rare occasions, but they also experience a lot of losses.  Those losses provide the framework for our wisdom as we get older.

 

I conclude, thus, that when fortune varies and men remain obstinate in their modes, men are happy while they are in accord, and as they come into discord, unhappy. I
judge this indeed, that it is better to be impetuous than cautious because fortune is a woman; and it is necessary if one wants to hold her down, to beat her and strike her
down. And one sees that she lets herself be won more by the impetuous than by those who proceed coldly. And so always, like a woman, she is the friend of the young, because
they are less cautious, more ferocious, and command her with more audacity.

(Machiavelli, 1532, P. 101. Transl. Mansfield 1985) [2].

 

Regardless of the contingencies of luck, when lady fortunate smiles we must be ready to act.  In all honesty,  pushing aside the flowery language and the rape metaphor (which I do not endorse), he is telling us to recognize opportunities when they present themselves. Any time fortune turns in our direction it is a rare gift. The opportune time to exercise our virtue or skill to foster sustained success. Your boss assigns you to attend an industry convention. It sounds like an inconvenience, but you have been given a great opportunity. You have been presented with the chance to network. If you are presently dissatisfied with your job, you have your opportunity to scout out your next employer.  If you are a hiring manager you have just interviewed a perceptive and bright job candidate that exhibits leadership qualities. Do not let the age of this recent college graduate fool you. With some guidance to polish the soft skills, this individual could be your future protege. Lady luck has just thrown you a bone. You need to take her up on this gift. It requires your skill to recognize what is right in front of you. If not, it will pass you by. Because luck is fickle and fleeting.

 

 

Machiavelli’s wisdom is often overshadowed by is reputation.  A reputation that is synonymous with ambition and a wanton disregard for higher moral standards.  It is reasonable to question to what extent this image was true. The royal monarchs of old-world Europe were known to give lip service to the lofty visions of Aristotelian virtue.  In reality, quite often fell short of this ideal. Typically veering more toward the vices of greed, lust, ambition, and other excesses. From this perspective, it would appear as if Machiavelli merely pays the price for his honesty and pragmatism. It could be argued that he may even be more moral for his candor. Then again who wants someone exposing all of the trade secrets? It should also be noted that many of the debauchery prone rulers post-1532 who spoke of higher virtue may have very well taken a page out of old Nick’s book.

 

Machiavelli taught us about things far deeper than how to maintain an iron fist rule over a principality.  He was intimately aware of the shortcomings of human nature and intricately weaved these insights into the greater corpus of his brand of political philosophy. Hence why it is almost a crime to narrow his observations to the maintenance of the autocratic rule that characterized the Florentine royal court. He guides the patient and prudent reader that transcends the scope of political power. Machiavelli’s  The Prince is truly multidisciplinary and timeless. Expounding upon questions as broad as those of human psychology, diplomacy, opportunity costs, effective communication, and resource utilization.  So why not apply these lessons to the modern-day workspace? Hence why I have embarked upon this ongoing series.

 

Today’s topic of analysis is luck. Yes, the enigmatic variable of chance.  As much as skill and effort do play a role in success, there are circumstances that we cannot control.  The marginal effect of luck was not lost on Machiavelli. Especially considering he saw the advantage in managing newly acquired territories on virtue rather than on a happenstance shift in vicissitudes (Machiavelli, 1532, P. 22. Transl. Mansfield 1985) [1]. While it is unwise to rely on luck alone it cannot be left out of the equation. As luck accounts for all of the factors that are outside of the domain of our control. Through acknowledging the power of chance and uncertainty we can humble ourselves. Not fall prey to the hubris that can blindside us from success. Luck is a double-edged sword. When lady fortunate smiles upon us everything is wonderful. As soon as that smile sours and forms a grimacing scowl dark days are on the horizon. The variance of chance serves as limitation and such be considered in any decision.

 

The Prince certainly exhausts the point that fortunate alone cannot ensure success. Chance is too unstable to provide any clear and substantive results.  Luck and fortune are imperative in any enterprise that involves risk. It might be wise to preface that it best to take on calculated risk versus running into the situation blind. Machiavelli understood this well. However, he also acknowledges that you do need to take some risks. That with no risk there is no reward. That lady luck tends to smile down upon the young rather than the old. Why? Because as we age we become more risk-averse. Without risk, there isn’t a reward. Creating a razor-thin balancing act between the risk-to-reward ratio. Providing us with the insurmountable task of finding the golden mean. While lady luck does favor the young, keep in mind the young tend to make more mistakes. They may incur large victories on rare occasions, but they also experience a lot of losses.  Those losses provide the framework for our wisdom as we get older.

 

I conclude, thus, that when fortune varies and men remain obstinate in their modes, men are happy while they are in accord, and as they come into discord, unhappy. I
judge this indeed, that it is better to be impetuous than cautious because fortune is a woman; and it is necessary if one wants to hold her down, to beat her and strike her
down. And one sees that she lets herself be won more by the impetuous than by those who proceed coldly. And so always, like a woman, she is the friend of the young, because
they are less cautious, more ferocious, and command her with more audacity.

(Machiavelli, 1532, P. 101. Transl. Mansfield 1985) [2].

 

Regardless of the contingencies of luck, when lady fortunate smiles we must be ready to act.  In all honesty,  pushing aside the flowery language and the rape metaphor (which I do not endorse), he is telling us to recognize opportunities when they present themselves. Any time fortune turns in our direction it is a rare gift. The opportune time to exercise our virtue or skill to foster sustained success. Your boss assigns you to attend an industry convention. It sounds like an inconvenience, but you have been given a great opportunity. You have been presented with the chance to network. If you are presently dissatisfied with your job, you have your opportunity to scout out your next employer.  If you are a hiring manager you have just interviewed a perceptive and bright job candidate that exhibits leadership qualities. Do not let the age of this recent college graduate fool you. With some guidance to polish the soft skills, this individual could be your future protege. Lady luck has just thrown you a bone. You need to take her up on this gift. It requires your skill to recognize what is right in front of you. If not, it will pass you by. Because luck is fickle and fleeting.

Machiavelli in the Office – Part VI- Don’t Hire Mercenaries

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Machiavelli could easily be considered one of the most misinterpreted thinkers in political philosophy. His name has become synonymous deceit and other vices of public office. This marred image of Machiavelli has sullied his reputation as a philosopher for centuries. Despite Machiavelli’s image problem, his insights extend well beyond the provincial mode of retaining tyrannical authority. He expounded upon immutable truths about human nature. Truths that need to be acknowledged anytime you are navigating any kind of social hierarchy. Whether naturally developed or systematically contrived.

 

By Machiavelli conveying these truths in his works of political philosophy, he distinguishes himself on a deeper level than a mere political theorist. Rather, he transcends that restrictive title. Embarks upon detailing the more convoluted and perplexing realm of human nature. His observations at times even veer into the territory of practical advice.  Hence why the application of his work isn’t just limited to the sly trickery that characterized the Florentine royal court back in the 16th century.

 

In terms of applying  Machiavelli’s lessons to the workplace, this insight is a unique one. That requires some abstract thinking to foresee the application but conceptually is similar enough that it works. This is about hiring managers utilizing contracted employees from employment agencies. This is colloquially known as “using temps” or temporary employees. Some individuals may question what hiring temps over fully company employees has to do with mercenaries. Hiring mercenaries is something that Machiavelli advises all shrewd rulers to avoid doing so.

And by experience one sees that only princes and armed republics make very great progress; nothing but harm ever comes from mercenary arms. And a republic armed with its arms is brought to obey one of its citizens with more …. (Machiavelli, 1532, P.50. Trans. Mansfield 1985) [1].

 

And because with these examples, I have come into Italy, which has been governed
for many years by mercenary arms, I want to discourse on them more deeply, so that, when their origin and progress have been seen, one can correct them better. (Machiavelli, 1532, P.52. Trans. Mansfield 1985) [2].

 

Let him, then, who wants to be unable to win make use of these arms, since they are much more dangerous than mercenary arms. For with these, ruin is accomplished; they are all united, all resolved to obey someone else. But mercenary arms, when they have won, need more time and greater opportunity to hurt you since they are not one whole body and have been found and paid for by you. (Machiavelli, 1532, P.55. Trans. Mansfield 1985) [3].

 

All three quotes from The Prince exemplifies the perils of hiring soldiers. At the end of the day, the soldier of fortunate only has his eyes set on fortune. There isn’t any sense of pride, heritage, community, kinship, or other forms of social cohesion bonding them to the kingdom they have been paid to defend. Even if native-born soldiers are receiving a salary and other benefits (in the modern era; health insurance, education) they still have a bond to the country they defend. They joined the military out of nationalist or patriotic convictions.  There is more of an emotional and philosophical bond to there defense of the homeland. Money can motivate people to do unfathomable things. To truly and consciously commit to taking a bullet for a cause is an act based upon strong convictions. This is the kind of loyalty that cannot be bought. Some historians have even speculated about the folly of England utilizing Hessian mercenaries in the Revolutionary War. Ultimately, providing some credence to the assertions of Machiavelli.

 

Temporary workers hired from an employment agency provide similar issues. From my observations, temps tend to be fired for much more frivolous reasons than full employees. If you are hired directly, in most instances, your boss will understand if you are having car trouble. If you are a temp you could very well be fired over the incident. If you were directly hired by the company you would be subject to the rules listed in the “employee handbook”.Such document details policies that provide specific parameters for proper conduct. Meaning you can be three times versus once before you are terminated. Temps are technically considered employees of the employment agency. So they are not insulated by these measures. Paralleling the premise of being paid to be a foreign soldier.

 

The pretense of lacking stability and lack of uniform policies for temps skews incentives away from productivity. We all know that “temp-to-hire” arrangements are an exercise in carrot dangling. Your manager doesn’t ever treat you like part of the team. What is the point in killing yourself for a company that will never outright hire you? It presents a problem of mutual investment. The employer doesn’t feel invested in the temporary employee. The temporary employee does not feel invested in the company.  Creating a disconnection that is a very similar dynamic to that of mercenaries. A lack of connection and commitment does not yield good results.

 

 

 

Machiavelli in the Office – Part V: Respect Property and Privileges

 

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Machiavelli’s remains one of the most insightful and misinterpreted philosophers of the Pre-Enlightenment era. His observations have been grossly distorted to the point that his very name inspires fear of treachery and callous calculations. Few people in human history have ever been honored with having their name made into an adjective. However, this honor for Machiavelli is muted by the fact that it carries a negative connotation. Leading to his legacy as a writer and thinker to be forever stained.

 

Machiavelli’s legacy is marred by misconceptions is typical for writers who are either seldom read or read in the proper context. I would tend to agree with Machiavelli scholar Harvey Mansfield that the latter is very much applicable to his work [1]. Machiavelli was immoral or amoral as he is typically painted by popular perception. Rather he departed from the classical understanding of morality.  Favoring pragmatic uses of force and deception versus appealing to divine directives. These same godly decrees most likely were given lip service by the pre-renaissance ruler. However, once they interfered with the interests of the royal court were quickly dispensed with. Leading one to surmise that maybe Machiavelli wasn’t any less moral, but rather was more forthright.

 

All because he has been misrepresented over the centuries does not mean we cannot draw valid lessons from him. He provides some great reflections upon general aspects of human nature that extends beyond the blood-soaked halls of the 16th-century Florentine royal court. Lessons that can be applied to just about any social structure including the work environment.

 

In Niccolo Machiavelli’s book The Prince, he mentions several times that a rule needs to respect the property of his subjects. This lesson can be modified for a manager in an office environment by supplanting property with workplace privileges. An example would be allowing your employees the ability to work remotely a few days a week. Keep in mind this example may be more applicable in the pre-COVID-19 world. It will work for this essay. Naturally, if you receive a directive from upper management to suspend this privilege with little justification their will be some backlash.  The brewing undercurrent of frustration and resentment will dampen morale.  The consequence of backlash is referenced multiple times in The Prince.

 

Machiavelli cautions to be cautious when levying taxes upon your subject because unjust and burdensome taxation could fuel discord (Machiavelli, 1532, P. 68 & 72, Transl. Mansfield, 1985) [2]. Predating the whole “taxation is theft” mantra. However, he does more directly call out the vice of not respecting property rights among rulers.

 

What makes him hated above all, as  I said, is to be a rapacious usurper of the property and women of his subjects. From these, he must abstain, and whenever one does not take away either property or honor from the generality of men….  (Machiavelli, 1532, P. 68 & 72, Transl. Mansfield, 1985)  [3].

 

In other words, it might be wise if you have any leverage to debate this policy change with upper management. Otherwise, you will have some disgruntled employees on your hands. Unfortunately, in some instances, managers need reminders to keep their hands off of the property of their subordinates. It could be as minor as using Karen’s bottle of hand sanitizer when she on vacation without her permission.  It could even as severe as taking claiming to Henry’s commission on a sale behind his back. Both situations demonstrate a boss disrespecting the property of their employees. While the scene with the hand sanitizer is little more of minor faux pas, taking someone else’s commission is stealing out of their pocket.  Aside from the moral consideration of theft, how are you going to gain the respect of your staff if you are willing to blatantly steal from them?  You are lucky if you can retain staff at that point never mind have them respect you.

 

Unfortunately, I have to say don’t fraternize with the spouses and romantic partners of your employees. Not that they are property. Slavery has been abolished, therefore people cannot be property.  There is no better way to sow resentment than to cross that line. It is a folly that will not only sully your reputation as a leader but will cause unnecessary friction.  Also, it is completely a superfluous action. There is never a good reason to venture into that territory.  No one leadership using reason would ever think that such conduct is permissible. You are not a member of congress. You are not in the oval office. There is no reason to ever go there.

Machiavelli in the Office-Part 2- Flattery

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The wise words of Machiavelli are equally applicable to the campaign trail and the sales floor. They aren’t regulated to the shadowy subterfuge of the Renaissance era Florentine Court.  After all, The Prince is the work that transitioned us from unconditional virtue to pragmatism. In the hierarchical folds of a corporate office, pragmatism prevails over virtue. Your happy hour drinking buddy may superficial appear to be a friend. However, if it is between your well being and their promotion. Rest assured they will betray your “friendship” for the promotion. When your livelihood is on the line the incentives to do what’s practical are high. To some extent, the ends justify the means. The only restraint is your local human resources office.

 

Part 2 of this series is more geared towards management as we address the issue of flattery.  Flattery can assume forms. Ranging from compliments to subordinates hanging out with their boss after work. How sincere are the motives of the brown-nosers and yes-men that surround you? Every apple-polisher as an ulterior motive. The unfortunate facts are there is a significant number of those in management that seek the approval of their subordinates. It hinges on a similar principle of presidential approval polls. Your employees under your leadership assume the role of a constituency. However, you can’t let the prisoners run the prison. That’s why it is imperative to superficially appeal to the biases of your employees, but do so in a manner that can provide you leverage. Perception is everything. It is important to remember your employees are not your friends. Due to many in management longing to feel expected they often blur this line. This is a trap that strong leaders adroitly sidestep.

 

I do not want to leave out an important point and error from which princes defend themselves with difficulty …. the flatters of whom their courts are full; for men take such pleasure in their own affairs and so deceive themselves there that they defend oneself from it risks the danger of becoming contemptible. From there is no other way to guard oneself from flattery unless men understand that they do not offend in telling the truth..

(Machiavelli, 1532, Trans. Mansfield (1985) P. 93-94)  [1].

 

The quote above from The Prince provides some straightforward advice to anyone in management. Hire people that are honest. The facts are not everyone is going to like you. Especially considering any leadership position requires you to make tough decisions. It is best to look towards your subordinates that provide forthright feedback than those who blow smoke. If you distort the social dynamic between boss and employee it is a treacherous path. Employees stop respecting you as a boss. Which means you are no longer able to command any authority. Beyond that flattery is generally illusory in nature. Merely smoke and mirrors. Odds are if Bill is having a 30-minute conversation complimenting you about your new BMW, isn’t just trying to be friendly. He is utilizing flattery as a tool to gain leniency or consideration for a promotion. The fact that John all of a sudden wants to go out for a drink with you on Friday, should be held in suspicion. In contrast, it is wise to listen to Jim’s feedback on the new invoicing process. Rather than hold his constructive criticism against him.

 

Not only does flattery blind us to the reality of the motives of others, but it also erodes respect.  Being wary of flattery is a natural corollary of  Machiavelli’s most famous principle of  “it is better to be feared than loved”. I will directly address that concept directly in another essay. As I mentioned earlier about the distortion of the social dynamic, once esteem is lost it is difficult to be regained. Psychologically we are wired to remember the negative more so than the positive. It may be impossible to revive your image after slamming down shots at the local bar with all of the bootlickers in your office. It is prudent to distance yourself from such situations. Focus on the employees that provide valid criticisms. Set aside your ego and realize that you are not always right and that no one is Mr.Popular.  This isn’t High School and it certainly isn’t a popularity contest. It is more important to command some respect without being too draconian. That will also have some adverse consequences. The Law of Dimmishing Returns applies to just about anything. Whether tanigble or conceptual.

 

 

 

 

Machiavelli In the Office- A Career Advancement Guide (Part-1)

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Niccolo Machiavelli’s The Prince is arguably one of the most important books ever written. It is often speculated to be one of the first written works of political philosophy. It dropped us down from the lofty cloud of idealist virtue to the Earthly necessity of hard-nosed pragmatism. Straying from the idealized conceptions of Plato’s Republic and Aristotelian “right-reason”.  It is not enough to behave virtuously, but we must also have virtuous intentions. It because evident how such principles can impede effective leadership. Machiavelli was concerned with results making him to some extent a forerunner for . He catapulted us into the era of modern philosophy. An acknowledgment of what is versus what should be. An acknowledgment of the true nature of man in contrast to what man could be. Such deep insights are not without a price. Few thinkers have been as universally misrepresented and villainized as Machiavelli.  Often reduced to a cartoon caricature.

 

A book spanning less than 200-pages rarely has many insightful observations embedded in it as The Prince. Few books are as nuanced as The Prince contributing to the wide array of misinterpretations. Most of us would prefer to live under governments far more liberal than a highly centralized principality. That does not mean the advice in Machiavelli’s most well-known work doesn’t apply to modern politics. The observations made in The Prince applies to any organization with a social hierarchy. Meaning its applicability extends the bloodstained floors of the Florentine royal court. The wisdom presented in The Prince can easily be applied to the boardroom as well as the political arena. I would contend that many of the principles that encompass the Machiavellian brand of political philosophy can be applied in the office. That’s right, you can utilize these same tactics at work.  Here we will embark upon a series of applying the political lessons from Machiavelli to the workplace.

 

The first lesson of we can draw from Machiavelli to apply to our work life, it is more important to appear virtuous than to be virtuous. Keeping up appearances. What your actual motives are for making friendly small talk with your co-workers or subordinates is inconsequential to the outcome. Similar in politics, it doesn’t matter if you follow through with your campaign promises. The “say-do gap” can be mended by high voter approval ratings. If the voting public has a high opinion of you it isn’t necessary to be effective. The same can be said at work. Even if you are the hardest worker in your department you could be passed for a promotion if you appear to be unsociable. The consequences of having cultivated such a bad reputation is difficult to correct. To some extent, image is everything.  This is a sentiment that is echoed throughout The Prince.

 

Thus, leaving  out what is imagined about a prince and discussing what is true, I say that all men whenever one speaks of them, and especially princes, since they are placed higher, are noted for some of the qualities that bring them either praise or blame. … someone cruel, one merciful… the one honest, the other clever… And I know that everyone will confess that it would be laudable thing to find a prince with all of the above mentioned qualities  that are held good. But because we cannot have them,  nor wholly observe them, since human conditions do not permit it. (Machiavelli, 1532, P. 61-62. Trans. Mansfield 1985) [1].

 

And one of the most powerful remedies that a prince has against conspiracies is not to be hated by the people . (Machiavelli, 1532, P. 72. Trans. Mansfield 1985) [2].

 

Both quotes exemplify how appearing to be good is more important than being good. There are a lot of admirable characteristics that you want to display to your co-workers. You want to appear smart, creative, reliable, friendly, interesting, enterprising, etc. The probability of one person possessing all these attributes is slim. Making it a necessity to pretend to have these attributes. Which is imperative if you are seeking career advancement. The idiom of “faking it until you make it” is central to this whole idea. This is why oftentimes individuals in management rarely admit to being ignorant or lacking information.  It degrades confidence in their leadership abilities. This is somewhat perverse the standpoint of pure logic. Human perception is seldom guided by logic. Especially when we account for the prosperity of people to use heuristics to aid in making quick decisions. A rule of thumb is to appear to be organized, sociable, hardworking, intelligent, and possessing a capacity for critical thinking. It is hard for your boss or co-workers to objectively validate that you have all these characteristics. It is easier to assume some who is confident and well-spoken has their shit together. Rather than examine the quality of work from a co-worker that is more reserved.  Whether you are dealing with voters or hiring managers appealing to their biases is key.

 

Part of behavior in a manner that will cultivate a positive image it is imperative to stay on the good side of your co-workers. Attend the occasion happy hours. Say good morning to everyone. Engage in small talk. Small talk can also double as a means of extracting information and gossip. Serves as a dual benefit. No one will be the wiser that you have ulterior motives. It also helps you to better integrate yourself with your co-workers. All of this goes into the social capital bank for you. Regardless of your intentions. If you are within the good graces of your peers they are less apt to throw you under the bus or start rumors about you. It isn’t full proof, but what is? It is when you appear unfriendly and negative is when people tend turn on you. Appearing to be nice will help smooth over your deficits in other areas of your job. Even if you are an impeccable worker, if you are hated by your peers you are on borrowed time.  It will create a hostile work environment for yourself and at that point you are better off jumping ship. Unfortunately, a bad reputation will endure longer than your tenure at the company. It is quite cumbersome to revive a sullied reputation among closed-minded people.

 

Much how Machiavelli dedicated his great book Lorenzo de’ Medici, I should dedicate this blog series to someone.  To the recent college graduate with too much time on their hands. As you pursue Zip Recruiter and Indeed for your first career opportunity, please keep this blog series in mind. The advice present is unorthodox and may even make your future human resources representative queasy. However, take from a guy with a job … it is sound advice. I may not be as innovative or clever as Machiavelli, but I can apply his philosophy to corporate America on a micro-scale.  I wish you luck in your job search.