The modern workplace is a paradox of constant change and enduring challenges. While technology and automation reshape industries, fundamental issues in leadership and career navigation persist. Many professionals quietly lose a third of their lifetime earnings due to poor career choices. Is there a way to build a long, successful, and profitable career despite these shifts?
Tim Staton and Dr. Deepak Bhootra, a sales career longevity advisor, discussed these very questions. Dr. Bhootra spent 34 years in the corporate world. He now dedicates his work to fixing these issues. As an ICF-certified coach, he has guided over 1,500 professionals. He also founded Rise Up, a career platform for young professionals.
Leadership dynamics often feel like they remain unchanged despite decades of progress. Deepak Bhootra shared an observation from his own life. He notes that the workplace challenges his sons face today echo his own experiences from 30 years ago. His sons, aged 28 and 26, discuss issues like colleagues taking credit for ideas. They talk about bosses asking for weekend work with little notice. They also discuss ambiguous feedback like “change your body language.”
Deepak Bhootra explained that these situations highlight a persistent issue. “The more that things change, they stay the same.” He believes humanity has not fully grasped the “leadership dichotomy.” This suggests that while tools like AI offer new possibilities, they do not inherently solve human interaction problems. Attitude and soft skills remain paramount.
Vague feedback, such as “work on your body language” or “improve your presence,” can confuse employees. Tim Staton asked Deepak Bhootra about the true meaning and usefulness of such statements. Deepak Bhootra was direct in his response. He emphasized that improving these aspects for a broad audience is not the main goal. Instead, the focus should be on “managing upwards.”
“Managing upwards” means understanding and adapting to what your immediate leadership wants. Deepak Bhootra said, “You’re playing for an audience of 2 or 3, which is your leadership.” He noted that adapting to leadership can lead to greater financial success over time. This approach involves diplomacy, not politics. It means seeking win-win solutions. It also requires understanding your boss’s broader goals and aligning your actions with them.
For example, Deepak Bhootra explained that if a boss gives a difficult instruction, the employee should first focus on the message. Emotional reactions to tone can come later. An intentional approach to understanding your boss’s working style and thought process is key. This allows you to map your actions to theirs. It is a structured, decisive way to work with leadership, rather than leaving things to chance.
Many young professionals enter the workforce with big ideas. They often want to change things quickly. However, leadership might resist these changes. This can leave younger employees feeling unheard and unsure about success. Tim Staton asked Deepak Bhootra about this problem and the importance of value.
Deepak Bhootra clarified the core issue. Employees want to do what they like. Leadership needs them to do what the company requires. The goal is to bridge this gap. His own career path illustrates this point. Early in his career, he hated Excel. Yet, he used it to solve a company problem. His bosses were complaining about financial losses on a transport route. He analyzed the numbers. He discovered that brokers were taking any deal to get trucks back quickly, regardless of profitability.
His initiative caught the attention of senior leadership. They saw the value in his work. This led to a change in company policy. This experience taught him that delivering value that aligns with leadership’s needs is crucial. He explained, “You can still take ownership of projects that you feel can add value.” The key is not to work in isolation. Instead, engage in projects that resonate with the company’s goals. Lean Six Sigma training, for example, encourages employees to identify and fix problems. These actions make a difference. Then, make sure your contributions are recognized.
Despite advancements, a systemic problem persists in the workplace. Tim Staton asked Deepak Bhootra to define this problem. Deepak Bhootra pointed to a fundamental issue: the dehumanization of the workforce. He highlighted that “human beings” do not appear on a company’s balance sheet, even though terms like “human capital” are used. The system prioritizes “sweating assets.”
Deepak Bhootra believes that automation and AI were supposed to uplift humanity. However, they have inadvertently led to a loss of humanity in the workplace. He cited practices like “rank and yank” performance management systems. These systems promise job security for top performers. Yet, companies still lay off employees due to economic shifts or new technologies like AI. He explained that many employees feel like “cannon fodder.”
This mindset creates a challenge. In a post-COVID world, younger generations expect more from companies. They want flexible work arrangements. They also seek a strong value system from their employers. The old interview question, “Where do you see yourself in 5 years?” now seems absurd. This is because rapid change makes such predictions difficult. Deepak Bhootra believes that leadership issues persist because human beings are fundamentally emotional. Automation can deceive us into thinking that standardization solves all problems. However, it often overlooks the human element.
The disconnect between junior and senior employees often stems from a communication problem. Junior employees seek guidance. Senior leaders believe they are providing it. However, the guidance offered does not always match what younger professionals need. Tim Staton asked how to bridge this gap.
Deepak Bhootra drew parallels to sales practices from the '80s and '90s. The “stick or carrot” approach was common then. This created a generation of leaders focused on numbers and outputs. Today’s leaders, many raised in that system, face new expectations for political correctness and empathy. Yet, their core leadership style often remains unchanged. For example, a sales leader might feel pressure from above. They then apply that pressure to their team. When questioned about this, the common response is, “I pay them tons of money… with that type of money, he better deliver.”
However, Deepak Bhootra challenged this mindset. He used the analogy of a high-earning individual bleeding by the side of the road. Basic humanity dictates offering help, regardless of income. This suggests that high pay does not justify abuse. This hierarchical mindset, where leaders feel they “own everything,” is problematic. Deepak Bhootra countered this by stating, “Leaders are there because followers are there.” He believes in “great followership makes leadership.” This means leaders should understand they are in a position of greatness because others allowed it.
The concept of “flattening the organization” has gained traction as a way to improve efficiency. However, Tim Staton noted that this often does not lead to better outcomes. Deepak Bhootra explained why. Flattening an organization simply increases the “span of control” for managers. He cited Graecunas’ Theorem from his bachelor’s degree studies. This theorem outlines the point at which an increased span of control causes organizational breakdown.
While automation often drives flattening, economic considerations are a primary factor. Companies observe competitors moving from a 1:7 leader-to-reportee ratio to 1:11, and they follow suit. This leads to situations where managers have 30 or even 300 direct reports. Deepak Bhootra found these numbers alarming. This makes meaningful employee interaction impossible. A manager giving only 10% of their time to 25 employees amounts to just four hours a week for one-on-one interactions.
He argued that human beings and society thrive on structure and hierarchy. Tribal knowledge and relationships traditionally relied on clear leadership structures. Flattening, driven by tools and technology, overlooks the human need for connection and guidance. This has led to the “great disappearing middle manager.” This role once provided career progression opportunities. Its absence has contributed to economic instability for many. It creates an “hourglass” organizational structure, wider at the top and bottom but narrow in the middle.
Rebuilding Mentorship and Tribal Knowledge
The disappearance of the middle manager and the shift in organizational structure have weakened traditional mentorship. Tim Staton expressed concern about the “blind leading the blind.” He noted the loss of the “little old lady in sneakers” or “old man in the corner” who provided historical and tribal knowledge. He asked how to bring this back.
Deepak Bhootra explained that mentorship has changed. It used to be about seeking wisdom and experience to improve job performance. Now, people often look for mentors to “navigate through their jobs” and secure promotions. This creates a transactional dynamic. People seek mentors not for genuine growth, but for career advancement. They prioritize those who have demonstrably “grown” in the organization over those with deep wisdom but perhaps less vertical movement.
He questioned the value of learning from someone who teaches investment strategies but cannot apply them to their own financial betterment. Similarly, he noted that employees may dismiss a long-serving, wise individual if that person has not moved up the corporate ladder. This vicious cycle has replaced authentic coaching with objective-driven interactions. Often, a mentee’s initial request for mentorship quickly turns into a query about promotion opportunities.
Despite the challenges, Deepak Bhootra offers a practical framework for career longevity called “RISE UP.” This framework provides actionable steps for navigating the modern workplace.
Deepak Bhootra introduced another practical tool: the push-pull model. This helps individuals understand their motivations for job changes.
Deepak Bhootra noted that he finds a recurring theme when coaching. When someone says their “boss sucks” and they want to leave, it’s often an emotional push. If they haven’t fixed the underlying issues in their behavior, a new job with a 5% raise will not bring lasting happiness. Money, he argues, offers temporary happiness, like “a joint.” It will leave you with a “headache” later.
The modern workplace presents both challenges and opportunities. By understanding the dynamics of leadership, defining your value, and adopting a proactive approach to career development, you can navigate these complexities. Deepak Bhootra’s insights offer a powerful roadmap for building a long, successful, and profitable career. His RISE UP framework and push-pull model provide practical tools for self-reflection and strategic action. Remember, a job is a privilege, and taking ownership of your career journey is paramount.
Deepak Bhootra is currently building the RiseUp platform, designed to help young professionals. He is seeking support and funding for this initiative, which aims to go live with its next version on July 4th. This platform embodies his mission to equip individuals with the tools to prevent mental harm and foster career longevity. You can find Deepak Bhootra on LinkedIn by searching “Deepak Bhootra” or learn more about his platform at wefunder.com/riseupatwork.
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