Discipline, Deadlines, and Corporate Realities: A Personal Reflection

I realized that my writing frequency has decreased. I used to feel an internal trigger to write, but lately, that trigger hasn't been occurring, and I’m not sure why. In my journal writing, I’ve been exploring the concept of mind vs. self—whether the mind controls the self. Could this introspection be affecting my writing, or is something subconsciously occupying my thoughts, preventing me from feeling the urge to write? Or am I simply not putting in the effort?

As part of another attempt to reboot myself in various areas for personal development, I started focusing on tasks I wanted to accomplish. However, I have slipped in a few areas. For instance, I didn’t wake up at my targeted time, but I did manage to complete my morning exercise. I also intended to start reading some of the books I had downloaded, but instead, I decided to take a break and finish watching a movie I had left midway. After that, I continued browsing, and finally, I pushed myself to write—an attempt to do so without waiting for inspiration.

Since nothing particular came to mind, I decided to reflect on two important events from the past two weeks that left a significant impact on me. While these were not entirely new learnings, writing them down helps reinforce their significance. This practice equips me better for similar situations in the future. Whether it guarantees success is uncertain, but it will undoubtedly help in handling challenges more effectively.

Lesson 1: The Importance of Timely Execution

A campaign for one of my clients had been in discussion for quite some time. When they finally gave their principal approval, we had ample lead time to execute it. Because of this, it didn’t become a daily priority; instead, immediate projects, routine meetings, and follow-ups took precedence. The client’s agency, our point of contact, also showed no urgency. Weeks passed, and suddenly, we found ourselves with barely any time left, making execution nearly impossible.

Despite our consistent follow-ups regarding final approvals, content, database, discussion themes, and most importantly, the Purchase Order (the official confirmation), everything arrived at the last minute. At that point, if we backed out, we risked being blamed for failing to execute; if we proceeded and failed to deliver as per expectations, it would have wasted the client’s investment. We chose the lesser evil and decided to withdraw unless given more time. This put the agency in a tough spot, forcing them to negotiate with the client to postpone the campaign.

Both sides had justifications—while we followed up, the agency didn’t respond in time; the agency might argue that we should have escalated the urgency earlier. The key takeaways from this experience are:

1. Even when ample time is available, we should approach execution as if we have the standard lead time, ensuring proactive preparation.

2. Since this is our business, we must enforce timelines with agencies and clients rather than passively waiting for responses. In this case, we managed to retain the campaign, but if the client had refused to postpone, we would have lost the business, making future rebuilding efforts even harder.

Lesson 2: The Reality of Corporate Loyalty

An organization went out of its way to support a high-performing employee, securing benefits such as a salary hike, promotion, and incentives. Initially, the employee was highly appreciative, showing gratitude and commitment. However, as time passed, they decided to move on—perhaps due to personal aspirations, conflicts with senior management, or broader growth opportunities.

The leadership perceived this as a betrayal, feeling they had gone above and beyond to support the individual. However, emotions aside, corporate decisions should not be sentimental. In reality, no matter how strong your relationship with leaders may be, when tough decisions arise, business priorities take precedence.

There is a common misconception that good performance and strong leadership relationships provide immunity from difficult management decisions. However, the real determinant is whether an individual aligns with the organization's evolving priorities. Employees, too, should view the organization as a platform for growth and move on when the right opportunity arises. No one owes lifelong loyalty, and any benefits received were mutually beneficial—leadership needed the employee just as much as the employee needed them. As the saying goes, “There is no free lunch.”

The key takeaway is that both leadership and employees should maintain a professional approach—leaders should treat their teams well, and employees should perform to the best of their abilities. Ultimately, employment is transactional; organizations and individuals move on when necessary.

Conclusion

When I sat down to write this article, I had no clear direction. But once I started, the thoughts began flowing. As the saying goes, “The hardest part is starting. Get that out of the way, and the journey becomes much easier.”