This is where your finance takes place

They will finally pay for my MBA!

After two months of “negotiation at the top”, the decision came down to me as an approval (seriously? Could it end-up in another way?). In fact, the HR department still refused to pay for it but my region decided that I was worth it. So they decided to take it from their own budget and not ask the Head Office for any support.

This was one of the best shot they did this year

I tend to be a very loyal employee. I stayed four years and a half at my previous department and I left simply because I needed to learn something new (I would have stayed if not). I would never threat my employer of leaving if I’m not happy.

In management, I believe that action needs to be done with the information you have on hand and with what you believe people deserve. Therefore, making decisions according to threats are never sincere since they are based on fear instead of goodwill.

This is why I didn’t say anything bad nor had any reactions to the fact that my MBA was refused. However, it was clear in my mind that I would leave within a year. I simply can’t work for someone who doesn’t believe in my. Call me naive; I still think that integrity and honesty have their place in the finance world. No need to say that I hold my manager in high esteem.

I also know what it means

Nobody told me nor ask me for anything in return (beside the fact that I have to pass my tests ), but I am not that stupid. I know that my case was approved because of what I did in the past and what they expect me to do in the future. Fortunately for me, I like challenges and I am always aiming the top.

In the end, it’s a real win-win situation. I have my MBA paid and they will get a fully motivated and (hopefully) performing employee in their team.

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I recently started a new job and that has to do a lot with trust between two individuals; between the client and his financial planner. While I am qualified to do the job (I have the diplomas, I read about finance all the time and I even write about it!), that doesn’t mean that my clients will believe in me. Therefore, I have to sell myself. This is actually the case for everybody that wants a promotion as well. You have to sell yourself to your boss if you want him to see you the way you really are.

Clothes

Clothes might be the most important asset (or cause of failure) you may have. When you dress well, you inspire trust and competency. When I started my first job, I used to show up with Docker’s pants and a shirt or polo. There was nothing wrong with that, but I was showing the image of an average employee. Keep in mind that average employees earn average wages and have average positions.

Ties, nice shoes and new shirts; this is where I had to go through before starting my new job. Thank God I have enough suits already!

Diplomas

You will laugh, but until recently, I didn’t have my Bachelor diploma (dated 2003!). The truth is that I never give much importance to a piece of paper. Unfortunately, most people do! However, I can appreciate that they want to be reassured when they sit in front of somebody that will manage their money. It’s their right and it is good this way.

Then, I had to order my diploma and search for nice frames to put all the paper I have on the wall. Hopefully it’s going to look nice in my office!

Decoration

Then again, you may laugh but there is nothing less motivating than an empty desk. I got lucky on this one as my parents bought me some plants and I had stuff at home that I could use to furnish my office.

Other

The list may be endless, but here are just a few items: a blackberry, a laptop, a nice suitcase, a new hairstyle, a little radio to play classical music, a new golf set, etc.

After spending about $800 on my appearance, I am just giving myself a chance to have people listen to me when I want to help them out J

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I would not say that HR can be evil, but let’s say that certain concepts could be misinterpreted. The KITA (kick in the pants) principle is one of them. Mr. Hertzberg wrote a very interesting article in the Harvard Business Review where he is saying that we use a lot of psychological KITA to motivate employees (such as bonuses, extra commission and other incentives). The bottom line is that, most of the time, the employer is the one who is motivated (he is the one kicking) and the employee simply reacts (or move if it’s a real kick in the bottom!). In the end, the company is trying to find a way to create self motivation from the employee by using methods that will only make him move.

The illustration of a KITA is pretty funny, the literature interesting and the optimistic inside me would say that it is a great thing that you boss is trying to find sources of motivation for their employees. However, while sometimes I’m the most positive guy on earth, the human race put me through a lot of cynicism as well. Therefore, I am asking myself; is HR department is trying to find ways to motivate employees, or are they trying to manipulate them in order to get what they want from them?

If I take the Primerica example, I would say that they tend to manipulate the information in order to motivate people. They use data and put them into their best shape. On the other side, I am wondering if it is not always the case with every company. Can HR be that evil?

I don’t know if they are the root of all evil, but their bureaucracy certainly is! While everybody accepted to sign on my MBA program (my ex-boss, his boss and the VP), HR bureaucracy decided otherwise. Even though I just received their notice, I am convinced it is only a technical problem and it will be solved shortly. However, if they would have though about self motivation of their employees for a quick seconds, they would probably have realize that refusing an MBA program, once started, could be devastating for an employee.

Did they think one second before sending the notice? Not a nanosecond. Why? Because there is no implication on their hand! One of my teachers always says: “where there is no implication of an employee, there is no service”. Thank you.

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image source : The Regional Economist