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How to get a pay raise without licking shoes
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If you have a boss. Or if you are a boss. You know what moves your ass, right? You know it perfectly. “No trouble”. That’s it. So sad, and so true. “Don’t bother me. Don’t put me in trouble. Over average results, but not too much, otherwise, I don’t know what objectives, bonuses, etc. discuss with you… My biggest fear? To be fired.” This is many bosses’ minds. You may like it or not, but that’s what we have. Specially in big corporations. Being fired is the main worried of most bosses, screwed in a great seat with a good salary and the kids in private school, with the Audi Q7 to be paid yet, and the holidays to Mexico in a 4-star hotel already booked making the most of the latest promotion… Well… now, you can do with this information whatever you want. Up to you. I have a few ideas. You can pick up my brain in the link below... Only until 31 January.
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Vicente Valencia
Weekly insights on how to perform when it matters | High-stakes decisions. Real situations. No BS. | 👇JOIN +2k readers 👇
Talking to good friends in Ferrovial and health & safety, we end up comparing cultures. Comparing projects. And disasters… UK. In the 2000s. Heathrow Airport Terminal 5 Budget: more than £4 billion Big… very big project, with lots of complexities and workers. Every engineer knows that… If something went wrong… it wouldn’t be small. So, they treated safety like a system… for real. Not a slogan. Daily briefings. Clear reporting lines. No ambiguity on responsibility. And… Anyone could stop the...
Canada. Mid-2010s. Milton–Madison Bridge Not a PPP, but a serious piece of infrastructure. Old steel truss bridge. Built in 1929. As an engineer… I love it. Around 13,000 vehicles per day. But… like all old bridges… It was structurally done. Fatigue. Corrosion. Narrow lanes. No shoulders. A bad accident waiting to happen. So they decided to replace it. Nothing new. But… they chose a method most people would avoid. Slide-In Bridge Construction or SIBC The idea is brilliant. Build the entire...
I’m reviewing a project right now. A mess. Close to failure. Fixing situations like this… is my bread and butter. But the real question is not: “How do we get out of this sh*t?” It’s: “How did we end up here… again?” Because this is not random. Every country has it. Every sector repeats it. And no… it’s not because people are stupid. Governments hire smart people. Companies bring top talent. Advisors look impressive on paper. And still… Same problems. Same patterns. Same endings. So what’s...