Why are the better thinkers getting the better jobs?

It’s because better thinkers are creating value.

They are getting the job done without creating a fuss. They are getting on with others. They are co-operating and solving problems.

They are mindful of creating opportunities. They use their brainpower to give their employer a much better return on payroll.

Better thinkers are more job-friendly. Employers prefer better thinkers.

On any given day in any given business there are value fountains and value drains.

That day the value fountains created value for the shareholders.

The value drains depleted shareholder value on that day.

The job of the CEO is to multiply the number of value fountains by ten. That’s why CEOs offer better jobs to better thinkers.

“What everyone in the world wants is a good job. A good job is a job with a paycheck from a steady employer with 30+ hours per week … however, in many cases there is no hope of getting one.”

– Jim Clifton, Chairman of Gallup

“We have no idea what the jobs market will look like in 2050.”

– Professor Yuval Harari




3 thoughts on “Why are the better thinkers getting the better jobs?

  1. It would be a natural thing for better thinkers to get the better jobs. They create more value added and do it faster. That is in the ideal(-ized) case. In reality, the weaker thinkers are very well aware of the relationship between thinking and reward. Therefore, they do their best to keep the space for better and faster thinking as small as possible.

  2. “Why are the better thinkers getting the better jobs?”.

    How many hours does the questioner has within an office environment/politics?
    Examples to the contrary, i.e. not getting a better job or being fired from such, there are galore, starting from very famous people and going all the way through to not that famous ones.

  3. At a staff meeting today an employee asked how could we grow the business with so many internal obstacles. I explained that obstacles were often viewed through a 2 dimensional lens and we needed to find alternative solutions. I explained how applying lateral thinking to problems will always produce an alternative solution and often a better solution – I left the staff member with the acronym CVS2BVS to assist with future problems.

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