“Sometimes, I just want to downsize—shut the studio and work with a partner, hire freelancers, or go solo.”
That’s a common sentiment whenever the topic of employees comes up.
I regularly meet people from the creative industry, especially when traveling through their cities. Turns out, sliding into a DM and setting up a time with a stranger can lead to meaningful conversations. The challenges business owners face may seem unique, but across regions, they’re surprisingly similar.
Everyone steps into the role of a boss with more or less the same goals: do good work, make good money, and be a good boss.
“God, just not the version of my ex-boss. I’ll be better.”
Bosses everywhere would probably agree—doing good work and making good money is the easy part. Being a good boss? That’s the real challenge.
On LinkedIn, the idea of a good workplace is constantly pitched—emphasizing employee well-being through fair compensation, work-life balance, positive work culture, growth opportunities, equality, and recognition. Employers are responsible for creating this experience, and employees are entitled to it. No debate there.
The real challenge? Balancing business priorities with employee expectations. A good workplace requires investments of time and money, with no guaranteed ROI in the form of employee retention.
“It is what it is. People leave. We just have to do our best while they’re with us.”
True. We accept that.
But there’s another conversation—one that only happens over coffee (or a drink), because saying it out loud risks the label of being an ethically irresponsible boss:
“How much more can we do? Maybe a good workplace isn’t an automatic entitlement. Maybe employees have to earn it.”
More often than not, people leave their previous jobs citing one of these reasons:
- “I didn’t learn anything.”
- “There’s no work-life balance.”
- “The boss doesn’t care about his employees.”
- “I wasn’t paid.”
Now, intentionally withholding pay is undeniably wrong. But the first three? They warrant some introspection. Maybe the problem isn’t just the employer. Maybe expectations of entitlement are misaligned.
I’ve noticed three common themes in my conversations with studio owners—things casually mentioned in cafés but never aired in public, especially not in front of employees.
Because there’s a set of rules to follow, a way to carry oneself as a “good employer,” especially in today’s work/woke/cancel culture.
Here goes.
Unspoken Words to Employees
I Don’t Want to Be Your Teacher
An employer hires you to contribute, not to educate. You are paid for what you already know, and learning happens mostly on the job—if the company sees potential. IF.
The workplace is not a college. There are no tuition fees, no structured training programs at the expense of productivity. Your growth is your responsibility. Seek feedback, learn from colleagues, take courses—do whatever it takes.
It is my job to feed you, if you do your job. It is not my job to spoon-feed you.
I Don’t Want to Be Your Parent
I’m not here to teach you basic values. You need to grow up and take responsibility. I don’t want to be the overbearing father or mother during working hours. So don’t scream work-life balance when your work hours are spent planning dinners in group chats, endlessly scrolling Insta/Pinterest, or binging Doja Cat and SZA on YouTube in the name of research.
Own your mistakes. Be accountable. If you fall short, put in the extra hours to make it right. Understand that learning on the job takes resilience, perseverance, and time. And respect your colleagues—because when one person fails to deliver, someone else has to pick up the slack, whether it’s a teammate or the boss.
You may not want to hear this, but these are basic values—ones that should have been taught long before you stepped into the workplace.
I Don’t Want to Be Your God
God forbid—I don’t want to be your God!
I can’t guarantee career success or personal well-being. Even with mentorship, training, and a clearly defined career path, there’s no promise that a junior designer will become a creative director. Growth isn’t automatic, and if you’re not progressing, maybe the reason isn’t me.
And no, I’m not responsible for consoling you over a breakup or a missing dog. Your career and personal life are yours to manage. My priority is keeping the business running. If you can’t function because of a broken heart, my first concern is making sure your work gets done—before even considering how to help you heal.
It’s not that I’m heartless. But don’t you think that’s asking too much of me?
No one owes anyone blind loyalty—not employers, not employees. But if you expect a great workplace, be a great employee. That’s how it works.
If a good workplace is something you expect, is it also something you help create?
Note: Harvard Business Review has an article titled “7 Questions to Ask Your New Boss,” written from the employee’s perspective. Question 2 is “How do you prefer to communicate?” and Question 3 is “What’s the best way to ask for your input and feedback?” Check it out.