The Corporate World: A Tale of Two Intelligents and 500 Donkeys

In the grand landscape of the corporate world, there exists a peculiar but widely accepted reality—a reality where a handful of "intelligent" individuals hold the reins of power, while the rest, often referred to as "the donkeys," toil away in silence, following orders with no voice of their own.

The Two Intelligents

In every corporate organization, there are a few people—the "intelligents"—who stand out. These individuals are not necessarily the most skilled or the hardest-working, but they possess something far more valuable in the eyes of senior management: influence, connections, or a knack for navigating the complex social dynamics of the office. These "intelligents" are typically well-versed in the art of office politics, capable of making themselves indispensable by aligning with key decision-makers or by appearing to have a deep understanding of the business.

These two intelligents, who may or may not possess the technical expertise required for leadership, are often those who make the major decisions in the organization. Their opinions carry weight, and their choices dictate the direction in which the company moves. They are promoted quickly, receive significant pay hikes, and are praised for their "leadership" abilities, even if their leadership is more about managing relationships than managing results.

The corporate structure, designed to reward ambition and relationships, places these individuals on a pedestal. They have access to exclusive information, are invited to key meetings, and are entrusted with responsibilities that others, who may be more qualified, never see. Their ability to "play the game" allows them to rise swiftly, while their actual contributions to the organization's success often remain secondary.

The 500 Donkeys

Then, there are the 500 donkeys—the vast majority of employees who make the organization run. These individuals do the heavy lifting, the long hours, and the day-to-day tasks that keep the wheels turning. They are the analysts, the engineers, the managers, the administrative assistants—the backbone of the company.

But despite their hard work, dedication, and skill, they are often overlooked in the decision-making process. They are paid well enough to stay but not well enough to inspire loyalty. They follow orders and meet deadlines, day in and day out, without the opportunity to influence the direction of the company. Their role is clear: they exist to serve the decisions made by the intelligents.

The donkeys are, for all intents and purposes, modern-day corporate slaves. They do not question the system because questioning the system risks their jobs. They do not speak out about unfair treatment or favoritism because they fear retaliation or being labeled as troublemakers. They know that their place is to serve, to execute, and to make the intelligents look good. Their performance is often measured by metrics that don't capture the true value of their work—results that can be attributed to the work of the "intelligents," even though they were the ones doing the real work.

The donkeys are rewarded with pay raises and promotions too, but these are usually incremental, slow, and tied to long tenure rather than true merit or achievement. They often find themselves caught in a cycle of mediocrity, watching as others—less qualified but more connected—climb the corporate ladder with ease.

The Culture of the Corporate Farm

This story is not unique to any one company; it is the story of corporate life in many organizations. The culture that allows this system to flourish is built on a set of unspoken rules that prioritize connections, appearances, and loyalty over actual performance and results. The corporate environment becomes a farm, where the intelligents are the shepherds, and the donkeys are the livestock.

This corporate farm thrives on a system of "rewarding loyalty" rather than performance. The intelligents reward those who support them, who align with their personal goals, or who can do the grunt work without question. Promotions and pay raises are given not based on who deserves them but on who has the right relationships or has proven their obedience.

The donkeys, meanwhile, are expected to accept their place. They are the worker bees, the ones who do the actual work that powers the company. But their labor is rarely acknowledged, and their contributions go unnoticed by those at the top. They are kept busy with busywork, so they don't have the time or energy to question why they are being paid less or why someone else—who is less skilled or less dedicated—receives the accolades. The culture of this farm ensures that the donkeys do not rise above their station, not because they lack the potential, but because the system is designed to keep them where they are.

The Silent Rebellion

Over time, however, this system breeds dissatisfaction. The donkeys, even though they may not voice their concerns openly, begin to grow resentful. They see the same individuals, the intelligents, receive promotions and recognition time and time again, while their own contributions are swept aside. They may stay for the paycheck, but the passion they once had for their work fades.

Some donkeys may eventually leave the farm, seeking out organizations where their hard work is valued and rewarded. Others might find themselves burned out, their talents squandered, their enthusiasm drained. As the donkeys become more disillusioned, the intelligents, who have risen to power through influence rather than true ability, may find themselves surrounded by a culture of apathy and disengagement.

The corporation, once driven by innovation, begins to stagnate. Without the fresh ideas and contributions of the donkeys, it slowly loses its competitive edge. And in the end, the intelligents—who have risen to the top through networks and connections rather than merit—may realize that their success was built on a fragile foundation. They have no one to rely on but themselves, and the company begins to crumble from within.

The Price of Unchecked Power

In this corporate story, the system of rewarding the few and exploiting the many is self-perpetuating. The intelligents continue to thrive, fueled by personal influence and the status quo, while the donkeys continue to toil in the shadows, unseen and unappreciated. But the true cost of this culture is the loss of talent, innovation, and loyalty, which eventually leads to the downfall of the organization.

For true progress to be made, a change in culture is needed—a shift from valuing relationships and connections to valuing hard work, merit, and diversity of thought. Only then can the corporate world evolve from a farm of two intelligents and 500 donkeys into a place where everyone, regardless of their background or connections, has an equal opportunity to rise based on their true abilities.

Technical Writing as a Career

Technical Writing can be a great choice for anyone who has passion for writing and has interest to learn and communicate information of the technical world—General Science, Engineering, Information Technology, Bio-medical industry, Aviation, Pharma & Drug Discovery and others into a structured format for the intended audience.

Technical Writers role existed almost in every product industry where they needed to communicate the product information to its internal stakeholders and customers as well. Everywhere either and an engineer, a product specialist, or a documentation specialist took-up this role.

The fact remains unimportant to many of the organization’s biggies that high quality documentation can make a big impact on customer satisfaction. It increases usage, gives more successful implementations, and creates better references and happier customers, which then drive more sales. It is an image-uplifting act which most of the organizations fail to realize. Good documentation can sell even product. You can have competitive advantage over your competitors of having high quality documentation.

Today, the ratio for developers and technical writers are somewhere 20 or 30:1. This is for the obvious reason if the bosses are technical person, they value that art more than anything. That also reflects the poor image one organization has toward its documentation. Organizational chart does not show a progressive look to the technical writers. Many organizations have typically failed to sustain because of the dearth of enough documented archival knowledge, which helps most of the new employees to understand the background of the product.

Although technical writer’s whole job is about communication, they are sometimes the last to hear about future development plans or last-minute changes to a release. Truth is, Tech writers are good advocates for the user, always thinking about the user's point of view and they can make valuable addition in the development of the product.

Technical writers do tend to be arguing for clarity and logic in everything from error messages to how features are implemented. But that's hard to do when you never talk to any customers. Even the customer’s feedbacks are shelved with customer support department, leaving technical writers imaginative on their own.

Technical writing is no black magic and if many feel, anyone can become, they are wrong. English is no short cut, which can be learnt in a year or two like Java or C++. This field is in nascent stage and growing horizontally in sheer numbers. Today, technical writers are joining the band wagon, but it is not too far that these writers would be evaluating and weighing their career goal in terms of their achievement on vertical ladder. Future will hold the platform where technical writers will make it big or break.