Jason Silvestri talks about the importance of prioritizing What's Best For Business over Self-Preservation in a Capitalist Society and how critical he thinks on people or businesses who choose the latter.

Primary Overview

Teamwork, Collaboration & Respecting Hierarchy are Imperative When Driving Success in Enterprise-Level Product Development.

In this article, I delve into a contentious and intricate issue that centers around the prioritization of business success, often equated with "what is best for the company," over self-preservation. This debate is particularly nuanced given the backdrop of our capitalist society, where individual motives can clash with organizational goals. An oft-cited rationale for self-preservationist behavior is the argument that we are conditioned to compete in a capitalistic environment. While there is merit to this assertion, it oversimplifies the underlying dynamics.

In societies that extol capitalist principles, the concept of self-preservation can become deeply ingrained. Individuals may find themselves placing personal security and advancement above the collective success of their organizations or the companies they engage with. However, the delineation between prioritizing organizational interests over self-preservation is not always clear-cut. This ambiguity is evident in various professional domains such as recruiting, Wall Street, sales, marketing, and commission-based roles, where the tension between individual and organizational objectives is palpable.

To narrow the scope of discussion, I focus primarily on the software technology industry sector, where prioritizing business interests over self-preservation is crucial, in my perspective. For individuals committed to collaborative teamwork and excellence in their roles, self-preservation should not overshadow decision-making processes, especially when making key decisions in your position and/or when hiring talent to help the company you work for succeed. Personally, I often opt for contracting roles to sidestep the complexities associated with organizational politics driven by self-preservation instincts. In fact, if you see me applying for a full-time role with your company, it is important you do not take it lightly. Serious thought went into the decision, and it is based on several factors that make the match. However, the contracting approach merely mitigates rather than resolves the underlying issues and comes with its own set of drawbacks.

This article aims to explore the challenges inherent in choosing self-preservation over organizational interests, examining its impact on business success and my own decision-making processes when collaborating on projects or undertaking talent acquisition responsibilities. While I briefly touch upon the contractor versus full-time role debate, the primary focus remains on elucidating the broader implications of prioritizing self-preservation in professional settings.

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Major Arguments for What's Best for the Business over Self-Preservation in the Tech Software Industry Sector

One of the major problems with self-preservation at the individual worker level, especially when you are a developer or engineer in the software technology industry, is that it corrodes a company from within, slowly, painfully, and unfairly. When you have one or more individuals in charge of the hiring process with self-preservation in mind, this can truly complicate things on a level far greater than imagined.

Some basic examples of why self-preservation should be viewed as negative impacts are that a lot of great new talent is purposely never hired, and serious company dollars can be lost due to further poor decisions, deliberate acts of sabotage, which are on adding to the sluggish progress from people that are milking the tasks at hand to retain longevity in their role, staying well within their comfort zone, and the list goes on, and on, and on. It truly gives me the chills just thinking about it. It really does. What is worse? Often before you even detect it, you could be facing serious problems that will require the best-of-the-best to solve the issues. Even, then, again, self-preservation can prevent this crucial countermeasure as well.

For example, as a Solution Architect & true Full-Stack Developer, you would think me becoming the best I can be, all in the spirit of camaraderie, to collaborate with Sr. Developers on major developments across the board, across platform, to helping Jr. Developers learn new skills and feel comfortable in enterprise-level product development, and to be able to communicate with higher management on requirements and accurate timelines, would be embraced at all levels of the business. This isn’t always the case when you have one or more workers on a potential future team with self-preservation on the mind. If a company’s reason for your potential hire is to help them discover problems, find solutions, and successfully execute on the recalibration of the company’s visions, you will run into problems if those same individuals are responsible - or at least had a hand in - the creation of the problem(s). Self-preservation is a natural way to think in this case, but it doesn’t need to be that way.

As mentioned earlier, I rarely take on full-time roles, and instead take on contracting roles, just to avoid a lot of the business politics related to self-preservation, because you are seen as a temporary resource and the threat of you is greatly reduced. In fact, if you see me applying for a full-time role, it is something to take note of, because serious thought went into that decision, often due to me seeing a big match with talent-to-requirement, culture, excitement of what is possible and solving the challenges we face, and several other factors.

At the same time, I have painted myself into a corner with a career in contracting, because this too scares a lot of companies into thinking you don’t have their long-term goals at heart. Moreover, this approach doesn’t fix the problem either. It only allows me in the door to then prove I am there to help regardless of their preference for self-preservation over what is best for the business.

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Why Do I Care If People Choose Self-Preservation Over What Is Best For The Business?

As a seasoned Solution Architect, Lead Senior Web/Mobile Software Engineer, and Full-Stack .NET Developer, I have played a pivotal role in driving the success of numerous innovative startups and Fortune 500 companies, setting them apart from their competitors. With over two decades of experience and proficiency in more than 40 web technologies, IDEs, design patterns, best practices, and graphic/video editing tools, I bring a comprehensive skill set to the table.

My current focus lies in leveraging cutting-edge technologies such as HTML5, CSS, Asp.NET Core, Blazor Bootstrap, Blazor, .NET MAUI, Razor Pages, MVC, Ajax, Bootstrap, Entity Framework, SQL Server, jQuery, Ajax & JSON, to develop multi-threaded applications, SaaS solutions, web services, web APIs, and user experiences tailored for various platforms including smartphones, tablets, laptops, desktop computers, and smart TVs.

My extensive experience as a Solution Architect and Full-Stack .NET Developer spans enterprise-level software development across diverse platforms and team environments. From my early years in PLM consulting to my present-day involvement in rapid-paced, multi-platform custom app development, I have learned firsthand the critical importance of prioritizing the interests of the company and the collective team effort above all else. This foundational principle ensures predictability, scalability, and profitability in our endeavors. Deviating from this ethos risks compromising the integrity of our products, projects, teams, and even the viability of our organizations.

However, navigating the delicate balance between prioritizing business interests and acknowledging the value of self-preservation is essential. While steadfast commitment to team and company goals is paramount, it's also vital to recognize the merits of self-preservation in certain contexts. Striking the right balance between these competing priorities is key to achieving sustainable success in today's dynamic business landscape.

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Why Self-Preservation Isn’t Always the Wrong Answer, Especially in a Capitalistic Society. After All, There Was a Time When Your Survival Depended On It

In a society often praised for its capitalist principles, the notion of self-preservation can become deeply entrenched. Individuals may find themselves placing personal security and advancement above the collective success of their businesses or the prosperity of the companies they choose to engage with.

Many of us are driven by this mentality in various aspects of life, and we have all succumbed to it at least once in our professional careers, in social settings, and even in primal situations such as sibling rivalries or competitive environments. However, it is not solely a matter of good or bad intentions, nor can it be reduced to a simple case of "survival of the fittest." When emotions like desperation or fear are added to the equation, self-preservation intensifies, sometimes leading to unexpected outcomes, albeit sometimes warranted. This instinctual trait has evolutionary roots, originally vital for survival during eras like hunting saber-tooth tigers.

An often-cited justification for self-preservationist behavior is the belief that we are conditioned to compete in a capitalistic society. While there is some validity to this argument, especially considering the broad spectrum of behaviors described earlier, it oversimplifies a complex issue. While competition is indeed a healthy aspect of capitalism when kept in check, it is not synonymous with self-preservation. To attribute self-preservation solely to our capitalist framework is reductionist and counterintuitive.

True capitalism flourishes not on individual self-interest, but on collaborative efforts aimed at fostering growth and innovation within organizations. However, it's essential to acknowledge the other side of the coin. There is a valid argument that many businesses are initially driven not by organizational goals but by the self-preservation instincts of their leaders. High-profile figures like Jeff Bezos, Elon Musk, Mark Zuckerberg, as well as less celebrated individuals such as Gary Vaynerchuk and Mark Cuban, exemplify this dynamic. While their success is undeniable, their methods, which sometimes include deceit or exploitation, underscore the prevalence of self-preservation in business strategy.

It's crucial to recognize that prioritizing business success over self-preservation is not always a clear-cut decision. However, self-preservation often undermines one's ability to be a team player, particularly in contexts requiring collaborative efforts on a large scale. In enterprise-level environments with numerous products and team members spanning various platforms and processes, self-preservation can be toxic to organizational cohesion and success.

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When Self-Preservation Manifestations Become Infestations, No Matter Your Role, Rhyme or Reason

Harmful Self-Preservation Practices in Business

Navigating the delicate balance between personal advancement and collective success is crucial in any professional environment. However, certain self-preservation practices can undermine the growth and prosperity of a business, regardless of one's role within the organization. Here are several detrimental behaviors to be mindful of:

Resistance to Learning

Individuals who resist acquiring new skills or knowledge hinder their own growth potential and impede the progress of the business. In today's rapidly evolving landscape, adaptability and continuous learning are essential for staying competitive and driving innovation.

Fear-Driven Hiring Practices

Some individuals tasked with hiring candidates may intentionally stall or sabotage the recruitment process out of fear of being replaced. This self-serving behavior not only limits the talent pool available to the organization but also stifles its ability to thrive and evolve.

Procrastination for Job Security

Individuals who deliberately prolong tasks or projects to prolong their relevance within the organization ultimately hinder productivity and hinder progress. This shortsighted approach prioritizes personal security over the long-term success of the business.

Sabotage of Data or Projects

Engaging in activities aimed at sabotaging data integrity, projects, or undermining colleagues not only damages the company's reputation but also erodes trust and collaboration within the team. Such actions can have far-reaching consequences, jeopardizing the organization's growth and sustainability.

Hoarding Information or Resources

Individuals who hoard information or resources for personal gain hinder transparency, collaboration, and overall productivity within the organization. By prioritizing their own interests over the collective success of the team, they impede progress and innovation.

In Closing

It is imperative for individuals at all levels of the organization to recognize and actively mitigate these harmful self-preservation practices. By fostering a culture of openness, collaboration, and accountability, businesses can create an environment where everyone can thrive and contribute to collective growth and success.

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What Are Some Strategies to Mitigate Harmful Self-Preservation Practices In the Individual and Business

Addressing and mitigating harmful self-preservation practices is essential for fostering a healthy and thriving business environment.

Here are several strategies to help individuals and organizations overcome these detrimental behaviors:

Promote a Culture of Lifelong Learning

Encourage continuous learning and professional development opportunities for all employees. Provide access to training programs, workshops, and resources that support skill enhancement and adaptation to innovative technologies and industry trends.

Establish Transparent Hiring Processes

Implement clear and transparent hiring processes that prioritize meritocracy and objective evaluation criteria. Foster an environment where employees feel secure in their roles and confident in the organization's commitment to fair and equitable employment practices.

Set Clear Goals and Deadlines

Define clear goals, deadlines, and performance expectations for tasks and projects. Encourage accountability and proactivity by regularly monitoring progress and providing constructive feedback. This helps prevent procrastination and fosters a culture of productivity and accountability.

Cultivate a Culture of Trust and Collaboration

Foster open communication, trust, and collaboration among team members. Encourage sharing of information, resources, and expertise to promote collective problem-solving and innovation. Create opportunities for cross-functional collaboration and knowledge sharing to break down silos and promote a culture of unity.

Promote Ethical Conduct and Accountability

Establish clear codes of conduct and ethical guidelines that outline expected behavior and consequences for violations. Encourage a culture of integrity, honesty, and ethical decision-making at all levels of the organization. Hold individuals accountable for their actions and provide support for ethical dilemmas through training and resources.

Encourage Knowledge Sharing and Mentorship

Facilitate knowledge sharing and mentorship programs to promote collaboration and skill development within the organization. Encourage experienced employees to mentor and support junior colleagues, fostering a culture of growth and learning.

Reward Collaboration and Teamwork

Recognize and reward teamwork, collaboration, and contributions to collective success. Implement incentive programs or recognition initiatives that celebrate individuals who actively support team goals and demonstrate a commitment to the organization's success.

in Closing

By implementing these strategies, businesses can mitigate harmful self-preservation practices and cultivate a culture of collaboration, innovation, and growth. These efforts not only benefit individual employees but also contribute to the overall success and sustainability of the organization.

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In Closing

I’ll choose team collaboration, and what is best for the business, over self-preservation, any day. This choice doesn’t always make the best of friends, nor is it always the answer. Moreover, if you feel you or one or more team members are not team players, and/or are known for self-preservation, I will not be a good fit to work with you, in a contractor or full-time role capacity. However, I do respect all aspects of the argument.

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