The Profession of Manager

There had been changes in technology. There had been changes in governments and management systems. Writing transformed from something like covert knowledge to being available for ordinary people, and then suddenly turned digital, which made it open for any dummy with a smartphone in hands and an opinion in the head.

There had always been those who held power and funds. There had always been those who did something for nothing or for money. The former ones didn’t want to contact the latter directly — the greater was a structure (workshop, company, state), the more acute was the need for “system elements transmitting the control action to a system’s working body”. And there was one same quality of good “middlemen” — they all meet professional requirements. They could speak and listen, fragmentize and set tasks, inquire the status and realign efforts – for instance, transferring production to the country with a more suitable climate.

Every year that passes without extinction doubles the additional life expectancy. Nassim Taleb is everything. Lindy Effect. (Antifragile: Things That Gain from Disorder).

Those who work in the middle of hierarchies are essential for systems to exist. They don’t feel special about technology or philosophy change, because they do fulfill functions that a system needs — managing its working body.

Should a profession be sustainable? Oh, yes it should. Are there professions that sustainable that we will study their principalities today which almost had not changed over centuries. Yes, there are. And we speak of managing people for reaching results.

How to move in hierarchies that we architect for big deals? Build your career. Lift yourself a couple of levels higher, watch around, and then decide what your profession is, what will give you freedom and money, what will gladden you and become your hobby. Any profession should be sustainable, demanded, well-paid, and freedom-granting.

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