“…we can’t help wanting to seek connection and rank: to be accepted into groups and win status within them. This is the game of human life.”
[Will Storr - The Status Game - 2021 ]
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WHY an INDIVIDUAL CONTRIBUTOR as FREELANCER - (CLICK/TAP TO EXPAND)
WHY an INDIVIDUAL CONTRIBUTOR as FREELANCER - (CLICK/TAP TO EXPAND)
"An high performance individual contributor, with Assertive Commander (ENTJ-A) Extroverted, Intuitive, Thinking, Judging and Assertive personality traits. Decisive who loves momentum and accomplishment. Gathers information to construct creative visions and rarely hesitates for long before acting. An high performance individual contributor, decisive who loves momentum and accomplishment."
This is my experience and my perspective on traditional roles like Director or Executive, and my preference for a matrix approach— all while emphasizing the value I can bring to the Company. It’s authentic, focused, and ready to deliver confidently!
FAILURE IS NOT AN OPTION
I CONCEIVE A VISION OF THE FUTURE,
FORMULATE A STRATEGY TO ACHIEVE THAT VISION
AND EXECUTE EACH STEP WITH RUTHLESS PRECISION.
WHY I CHOOSE THIS PATH - (CLICK/TAP TO EXPAND)
I believe in focusing on what I love, making a difference, and growing my way—without managing people or needing a fancy title. In the end, I choose an individual contributor role as freelancer in a matrix management style because it lets me focus on what I do best, contribute meaningfully, and grow on my terms.
It’s about the work and the skills, not the ladder or the corner office. Not to mention the figures I wanted at the bottom line at the end of the month!
MY PERSPECTIVE ON TRADITIONAL MANAGEMENT ROLES - (CLICK/TAP TO EXPAND)
In my decades in sales, I’ve seen the reality behind titles like Director, Executive, or even Vice President. Often, the highest earners aren’t the ones in those management roles—they’re the salespeople like me - closing deals and building relationships, like I do.
I’ve even seen cases where a Senior Executive Vice President earns less than the team they oversee because they’re tied up in administration instead of driving revenue.
I’ve watched leaders at the top, like Presidents or Executives, get bogged down by stress, politics, and endless meetings - or worst - getting sacked without notice just after coming back from lunch!
That’s not the path I want. I’d rather deliver results than chase a title.
WHY MATRIX MANAGEMENT WORKS FOR ME - (CLICK/TAP TO EXPAND)
I thrive in a matrix management style because it aligns with how I work best. It’s about flexibility and impact, not hierarchy. Here’s why it suits me:
Learning from others: I can collaborate across teams without being stuck in a silo.
Effective communication: I leverage technology to stay connected and clear.
Building trust: I engage and listen, fostering relationships without needing authority.
Empowering others: I contribute expertise without micromanaging.
Business alignment: I stay tied to the bigger picture, not just a single department.
This approach lets me focus on results instead of the constraints that come with roles like Director or Executive.
MY EXPERIENCE WITH MANAGING PEOPLE - (CLICK/TAP TO EXPAND)
four-star **** General George Smith Patton Jr.,commander of the Seventh United States Army
in the Mediterranean theater of World War II,
and the Third United States Army
in France and Germany after the Allied invasion of Normandy
in the Mediterranean theater of World War II,
and the Third United States Army
in France and Germany after the Allied invasion of Normandy
I’ve managed people before, and I was good at it, really good at it.
I could lead like four-star **** General George Smith Patton Jr - when needed - but honestly, it felt like fighting a war with no enemy and without a casus belli. It drained me and pulled me away from what I love: the work itself.
I realized managing people isn’t my passion, because I tend to mirror the real high expectations I have on myself on the others, and often, I get disappointed by the lack of quality, commitment, results.
So, I’d rather hone my own craft and support a team through contribution than take on a role like Senior Vice President where I’m overseeing others day-to-day.
(for more about this, please read all this page and ENTJ section to understand
the ENTJ-A Assertive Commander / INTJ-A Assertive Architect personalities).
"I DON’T CARE IF YOU CALL ME AN INSENSITIVE BASTARD BADASS,
AS LONG AS I REMAIN AN EFFICIENT BASTARD BADASS".
HOW I CAN BENEFIT THE COMPANY - (CLICK/TAP TO EXPAND)
(ever seen the back of the peacock while doing the wheel?)
Titles like Vice President or Senior Executive?
Management level on the O.C. to talk about in the Business Lounge?
Plenty of direct reports to talk about during networking events?
They’re secondary to the impact I can really make.
I leave those fancy business card titles to those who enjoy to make the wheel with their tails like a peacock.
By leaning into my strengths as an individual contributor in a matrix management style, I can deliver real value without needing a fancy title or direct reports.
How i can contribute most effectively:
Bring insights from my experience.
Have a voice in decisions.
Support the team by sharing knowledge.
Stepping back to help others to shine.
Stay hands-on, keeping the company’s goals front and center.
Drive results that matter.
MY COMMITMENT - (CLICK/TAP TO EXPAND)
I will not join a Company to climb the corporate ladder or land a corner office with a big title like Executive or Director in the Organization chart: that is the PAST!
I want to make a difference, sharpen my skills, and deliver for the team in a way that fits me best.
That’s my path, and I believe it’s how I can bring the most to a Company. I’m excited to contribute, collaborate, and help to succeed — together.
FLAT HIERARCHY - (CLICK/TAP TO EXPAND)
FLAT HIERARCHY - (CLICK/TAP TO EXPAND)
Flatter hierarchies are seen as a way for businesses to better cope with uncertainty. Research shows that the “frontline – middle manager – big boss” pyramid works well when life is stable. However, in times of exponential change flatter organizations offer more agility.
the Agile Methodology – a self-governing teamworking structure - is now being tried in around 70% of organizations. It’s believed, in more democratic organizations, middle managers are less likely to build empires and silos. As a result, there’ll be more collaboration, knowledge sharing and innovation.
In addition to the need to innovate, young people don’t seem to accept dominant bosses as easily as previous generations.
However, much of this talk of empowerment is hot air. Bosses still rule.
Human psychology plays a critical role. We’ve evolved in hunter-gatherer tribes over millennia to feel more comfortable working in clear hierarchies.
A FRONTLINE knowledge worker - as a SALES person is - gains much from a well-delineated hierarchy: guidance and direction, mentorship and learning, a defined role, and clear expectations.
A London-based consulting firm that flattened the company's traditional hierarchy. An employee at the time, commented: “A real sense of chaos ensued…instead of creating a less competitive environment, it actually created a more competitive environment because people were desperate to prove their worth.”. Many employees - especially the younger who couldn’t see a clear path to seniority – quit.
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