Dmitry Butrin on self-representation of Russian top managers
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Presented at the end of November 2023, the results of a sociological project by the Trust Technologies company (TeDo) and the NAFI Analytical Center, dedicated to the subjective state of Russian company managers, closes a fairly obvious gap in knowledge about what social roles this society considers to be the norm in society. a group that is important in all jurisdictions in managing public sentiment, and in its hands – part of the levers of this control.
The diagnosis of the subjective state itself (“subjective happiness scale” by Lyubomirsky and Lepper), of course, does not provide wide opportunities for extrapolations, but so little is generally known about the top management of Russian companies (1001 interviews plus a questionnaire), and so much has been mythologized that TeDo and NAFI data are valuable in any case – unlike heroic tales about the everyday life of higher spheres, this is reliable information.
Meanwhile, the graphs of the study “Which business people in Rus’ live well?” the average reader can only be induced by a fit of yawning. So what if 20% of top managers in the Russian Federation are “absolutely happy”, 6% are “unhappy”, and the other 74% “everything is fine”, and the feeling of absolute happiness is more typical of Muscovites, the management of educational institutions and parents of preschool children – And it’s mostly unmarried people who are unhappy? So what if the priorities of subjective happiness for the entire sample are health, then material wealth, in third place is the state of the business he manages, love in fifth place, love for the Motherland in sixth, and recognition from society in ninth? If you look at it, in terms of the set of values and the list of subjective priorities, the TeDo study revealed only one important difference between management and a sample of non-managerial citizens of the Russian Federation: they pay significantly less attention to health (12% versus 21%). In the area of professional competencies, the unoriginality and banality of top management’s priorities can simply make one’s teeth ache: the three secrets of a company’s success, in his understanding, are competent management, a professional team and high-quality finances. And what hinders them most of all, you won’t believe it, is bureaucracy.
Meanwhile, all this is important: the top management of Russian companies does not want to demonstrate themselves in the role of heroic, original, countercultural and hyperactive persons, mysterious visionaries and charismatic gonzos. What they have inside is another question. But the typical self-representation of a top manager in the Russian Federation is “everything is fine with us, only the heart is naughty.” In books about business success they write that this is not possible. But in Russia, success in moving up the managerial ladder does not seem that way. We cannot hide this from you: it is normal to be normal.
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