Fast decisions in slow companies: ethics, (a bit of) humor and the 2Cs for Corporate Contradiction

This essay is a deeper dive into the real-world challenges behind the hopeful ideas I shared in my shorter LinkedIn post “When work stops treating you like a child, it changes you: reflections on accountability and trust”. That piece explores the courage and trust needed to be treated like an adult at work, while here I unpack why these ideas can be hard to apply in many corporate cultures.

I recently read an email reportedly from a well-known CEO that leaked and was shared a lot on LinkedIn. The ideas in it make sense, but they feel more like a wishful daydream, a love letter to practicality or maybe a letter to Santa Claus before burnout sets in.

Now that summer is here and a heatwave is hitting Europe, my own critical thinking is feeling from the shadow of my office the heat too. Still, here is my take in full length. Enjoy!

1. Introduction: A CEO message from another world

Sometimes, a set of workplace “rules” appears that feels like it came from a different world, one where people actually enjoy their jobs, meetings finish quickly, and emails are short enough to read without scrolling.

These rules are easy: avoid big meetings, leave if you are not needed, ignore the chain of command, speak clearly, stop having too many meetings, and use common sense instead of following rules blindly.

On Earth-Prime (our planet), these ideas sound extreme. On Twin Earth, the world they come from, they are just normal.

2. The main ideas behind the rules

The rules basically say:

• Time is the most valuable resource at work: don’t waste it.

• Communication should be direct, clear and avoid too much hierarchy.

• Rules should help us, not stop us. If they don’t help, ignore them.

• Making decisions quickly is not only good but helps us compete.

It is perfect, like a love letter to common sense!

3. Ethical questions: Fast decisions vs. fair process

There is a moral question in these rules: should speed be more important than everything else?

From a utilitarian view: if fast decisions save time, money, and chances, then a few hurt feelings are acceptable.

From a deontological view: the process is important. Skipping managers or ending meetings early might leave out people, be unfair, or miss important points.

Also, from a virtue ethics view: “attack the problem directly” can be brave, but without care, it is reckless. Something like doing surgery just because you have a knife and feel confident.

4. Real Corporate Life: Why this feels against the norm

These rules clash with usual corporate ways:

• Bureaucracy: Hierarchies exist to protect reputations and power, justify jobs.

• Wrong incentives: Middle managers are rewarded for avoiding risks, not solving problems fast.

• Rules and laws: In some industries, skipping steps can be illegal, not just difficult.

• Office politics: Talking directly or skipping your boss may sound brave until you get fired!

5. What These Rules Really Mean in Companies

• Rule: “Leave a meeting if you’re not contributing.” Corporate Meaning: “Stay, pretend to listen, and make eye contact once so no one thinks you are doing something else.”
  

• Rule: “Forget the chain of command.”

  Corporate Meaning: “Send emails to twelve people, wait three weeks for approval, then call another meeting to talk about why you didn’t get approval.”
  

• Rule: “Attack issues head-on.”

  Corporate Meaning: “Spend two months making a 40-slide presentation to convince leaders the problem may exist.”

6. When these rules do work

These rules work well in:

• Small teams where everyone shares the same goal.

• Emergency situations where time is more important than process.

• Places with trust and where people feel safe to speak up.

Here, “attack issues head-on” means solving problems fast, not being rude. It helps save the project, money, or the company.

7. When these rules can hurt your career

These rules fail badly in:

• Companies where agreement is more important than results.

• Strict industries where rules are legal reasons, safety critical areas, quality.

• Places where “taking initiative” means doing your boss’ work without permission or thanks.

8. Conclusion: Imagine a different world

Imagine Twin Earth:

Meetings are rare and finish quickly. Decisions happen immediately. Problems are solved before they get worse. Rules exist to help results, not to block them.

Here on Earth-Prime, people are not there yet. They still have long meetings, many approvals, and regular workshops, all to find ways to shorten meetings, speed decisions, and make rules better.

So forgive me but when I read or hear of such recommendations, I often tell my clients: please do let me know how that is going… in Q4.

Link to LinkedIn post: https://www.linkedin.com/posts/lhuman_leadership-accountability-workculture-activity-7360697119923417090-rQ_P?utm_source=share&utm_medium=member_desktop&rcm=ACoAAAjKJ8sBoMwxP79J4qpBYFOn4ryzfceI3C8

CorporateCulture #WorkplaceHumor #CriticalThinking #EthicalLeadership #DecisionMaking #OrganizationalChange #TeamDynamics #MeetingCulture #WorkplaceEthics #ManagementTips #CoachingForLeaders #WorkplaceReality #BusinessHumor #OrganizationalBehaviour #ProfessionalDevelopment #LeadershipCoaching #WorkplaceWisdom #ManagementHumor