Oct 06, 2025 08:00:00

'School rules' don't apply in society. A collection of advice for those who are frustrated by unspoken rules at work.

By attending school, people acquire knowledge and learn the communication skills and ethics necessary for group living. Some people attend school for as little as nine years, or as long as a dozen years. However, even if you achieve excellent grades at school, it doesn't mean you'll be as successful in society. Leading Sapiens,

which offers coaching, consulting, and training specializing in leadership development, offers advice for people who are bound by the 'rules they learned at school' and are unable to perform as well as they would like in society.

Work is Not School: Surviving Institutional Stupidity
https://www.leadingsapiens.com/surviving-institutional-stupidity/

Organizations are not purely meritocracies, nor do they operate solely on clear standards. Companies often use data and other methods to claim they are meritocracies or operate based on clear standards, but this is only on the surface. In reality, it is clear that 'distorted psychology,' 'imperfect decision-making,' and 'conflicting interests' exist. Leading Sapiens describes this as 'organizational absurdity' or 'organizational stupidity.'

Here are 10 tips for dealing with such 'organized stupidity.'

◆1: If necessary, blame stupidity rather than malice.

While some people tend to attribute workplace issues to malicious intent, such as 'office politics' or 'betrayal,' Leading Sapiens points out that in reality, most problems can be explained by stupidity, inertia, poor incentives, lack of focus, or misunderstandings.

Leading Sapiens advised that by assuming that those around you are simply stupid, rather than assuming they are malicious, you can avoid becoming emotionally attached and act without feeling victimized or paranoid. This will also make it easier for you to have your own choices and take control.

Leading Sapiens write that assuming malice makes you cynical, while assuming stupidity keeps you curious, because it helps you understand what's going on behind the scenes and ask questions like, 'What kind of pressures is that person under?'

Taking all of this into consideration, Leading Sapiens advised, 'If you think that no one is trying to bring you down, but that you're just trying to survive until the weekend, you'll have more room and curiosity.'

◆2: Organizations are never meritocratic

Managers often say, 'We're a meritocracy,' but that doesn't mean that 'talented people' always get promoted. Rather than performance, what's rewarded is 'power distance,' 'timing,' 'impression,' and 'political usefulness.' Leading Sapiens points out that this doesn't mean results aren't necessary, but rather that results alone aren't enough.

There is a misconception that 'if you're excellent, you'll automatically be recognized.' While results can certainly create value, they don't necessarily become visible or become influence or stories. Ability is important, but you need a 'stage' and a 'spotlight.' Leading Sapiens advised that you don't need to become a self-promotion machine, but rather you need the right 'way to deliver your results,' in other words, a distribution strategy.

◆3: Recognition (impression) is as important as results
In schools, everyone is evaluated by the same standards, and fairness is guaranteed. However, there is no such system in organizations. In organizations, 'perception (impression)' is equal to 'data,' and this data is actually constructed roughly by busy people with only fragmented input. You need to manage your own story and intentionally manipulate impressions.

Leading Sapiens argues that 'how you are perceived by others' is just as important as your results. They explain that it's not enough to just 'do a good job,' but to be conscious of making the work you complete appear 'valuable,' and that you need to 'translate' your work, create a 'story' or 'interpretation' to help others understand its meaning.

If you neglect to do this, others will talk about your work without your permission, and your work may not necessarily be interpreted accurately or favorably.

◆4: Don't fight for 'objective fairness'

On the surface, organizations are managed using numerical values such as

KPIs and OKRs , which guarantee 'objectivity.' However, in reality, 'value stories' formed through informal reputation and word of mouth, such as 'who can be trusted' and 'who should be given opportunities,' take precedence, and are then justified by 'data.'

Rather than getting angry at such a system, we need to be able to understand the subjective logic behind it. Specifically, this means being able to understand who people trust and why, and what people consider strategic and what they consider tactical.

Leading Sapiens writes, 'Subjectivity is not the enemy, it's the fundamental fabric of the organization.'

◆5: Be aware of the positioning of your strengths
Why now? Why me? Why this way? Great ideas and high performance are meaningless if they are poorly positioned. Conversely, even mediocre ideas can be seen as 'visionary' if they are poorly positioned.

The question isn't just 'what to say,' but 'when,' 'how,' and 'through whom.' Persistence is also important, and you need to think of it as a 'campaign' rather than a 'one-off.' Life isn't like a 'tsunami with one-hit kills,' but rather like 'multiple waves crashing on different shores.' Leading Sapiens explains that consistently sending out your message in a variety of forms will make a big difference later on.

◆6: Be aware of the gap between your own standards and the standards of others

Not everyone operates by the same rules. Even if you prioritize 'content' and 'contribution,' the other person may prioritize 'appearance' and 'relationships.' Even in everyday work, there are people who 'present ordinary things strategically,' and there are people who 'build influence by building relationships.'

Rather than dismissing this as 'office politics,' it's important to correctly understand the reality. As long as you turn a blind eye to the reality you don't want to see, you won't be able to fully participate in the game. The reason you're at a disadvantage despite maintaining your 'integrity' may be because you're overlooking the reality that 'influence operates through a variety of channels.'

'Rather than expecting fairness, it's important to anticipate imbalances and adapt accordingly,' Leading Sapiens advised. 'Being ethical doesn't mean being reactive, it means being strategically alert.'

◆7: The higher you advance, the narrower your position becomes and the more ambiguous it becomes.
The number of people with high positions in an organization is small, and the world is ambiguous and subjective. The higher you are in the position, the less clear what constitutes 'good performance.'

Even if you didn't get promoted despite doing everything right, you should think of this as a structural necessity, not a denial of your abilities or value. The habit of persevering in difficult situations will give you the strength to survive the long game. The greatest weapon is a high frustration tolerance. Leading Sapiens argued that although it may seem trite, it is actually a very powerful characteristic.

◆8: Be aware of which game you are competing in
Organizations don't have just one game, they have multiple games going on at once: some are trying to build long-term trust, others prioritize short-term attention and recognition. You don't need to, and shouldn't, be all in on everything.

In fact, the greatest danger is unconsciously getting caught up in someone else's game, as you may find yourself competing by someone else's standards and exhausted by chasing roles and promotions that don't suit you.

Whatever path you choose, you need to 'accept it as your own choice,' whether good or bad. If you value 'sustainable value,' you need to be prepared to accept that you may not immediately achieve any notable achievements or titles. What is essentially important is not which path you 'walk,' but whether you can accept that 'everything was my choice.'

9. Focus on what you can control

Being consumed by things you care about but can't influence is a recipe for

burnout . The larger your organization, the more likely you are to feel like you're constantly being driven by external factors. However, it's important to resist that and focus on the areas you can manipulate and influence.

Leaders and veterans have more 'distributed influence' than you might think, and it can sometimes have an impact in unexpected places. Your 'sphere of influence' includes your position, relationships, and meaningful efforts, so it's important to have a clear understanding of it.

◆10: Have a balanced “life portfolio”

Diversifying your assets is common sense in the world of asset management, but it's often forgotten when planning your career. If you base your value solely on organizational evaluations, then if that foundation is shaken, your very identity will be shaken. For this reason, Leading Sapiens argues that the strongest risk hedge is 'meaningful diversification of investments.'

Specifically, it's important to 'hone skills and abilities that can be utilized outside the organization,' 'invest in different communities and connections,' and 'multiply your projects, relationships, and learning opportunities.' Leading Sapiens advised that if you have such a 'source of adaptability,' you 'can draw up a sustainable life strategy that isn't influenced by the next personnel cycle or a single piece of feedback.'

The social message board Hacker News discusses the differences between school and work, stating, 'School doesn't allow the same freedom of movement as the workplace, so those with observational skills and diligence can get back on track, but this doesn't work at all in the workplace.' 'At work, there are almost infinite opportunities to fail, but even if you actually face failure, you can move to another position after a few weeks or months of planning for improvement.' 'It doesn't matter if you're not good at writing papers at school. Just write papers, and whether you improve or get worse, the number of papers you have to write doesn't change. On the other hand, at work, you can develop expertise, minimize weaknesses, and make use of strengths.' 'Very few jobs have elements similar to tests. In the real world, you have to understand why a particular task is necessary, but most people have the opportunity to stop and check reference materials for details. Tests don't reflect these elements at all.' 'In the real world, you're always asked for additional explanations and can negotiate your own limitations. When you receive instructions from your boss, you need to discuss and explain the limitations of your approach and any alternatives that seem partially effective. This is very effective in the real world, but it's much more restrictive in a classroom environment.' Advice such as this has been posted.