Hi, I'm @arazgholami, Programmer, Blogger and Explorer.I create things and make them better. I'm a repairer, not replacer.I love to transform complex things to simple things.

When “Act Like It’s Yours” Backfires
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The Danger of Feeling Too Invested in Your Company
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Companies love to say:
	“Act like an owner.”, “Treat it like it’s yours.”, “We’re a family here.”

Sounds good. Inspiring, even. Ownership feels like power. It gives you purpose. You feel responsible. Proud.
	Committed.But nobody tells you when that invisible line is crossed. The line where ownership becomes
	overreach. Where care becomes control. Where initiative becomes insubordination.They want your energy, not
	your authority. They want your ideas, not your decisions. They want your care, until it conflicts with theirs.
I learned that the hard way.My StoryAfter four years at my previous company, I had a rhythm. I cared
	deeply. I wasn’t just clocking in; I believed in what we were doing. I had ownership. Not on paper, but in
	spirit.Then a new hire dismissed a PR review I’d written. Said he wouldn’t do it. In all my years there, no
	one had ever behaved like that.I thought I had earned the right to step in. So I closed the PR.That
	single action nearly got me fired.Technically, I didn’t have the authority. Everyone saw that. No one cared
	about the disrespect or context. They saw someone stepping out of bounds.I thought I was protecting the team.
	They thought I was a liability.My Friend’sStoryA close friend. Ten years in a multinational company.
	He’d made it all the way to regular CEO meetings.Then suddenly, he quit. Burned the bridges. Started over
	from scratch. At 40.What happened? He made decisions. Stood by them. Good ones, probably. But the CEO didn’t
	agree. And when you act like it’s yours in front of someone who actually owns it, you lose.He wasn’t wrong.
	But he wasn’t in charge either.A PatternThis isn’t just about me. Or him. Other friends have done
	the same thing. They cared too much. Took it too far. Treated the company like it was theirs. It wasn’t.The
	common thread? Emotional investment without structural power.We thought that caring more gave us more say.
	But in the real world, that’s not how it works.Lesson LearnedDon’t confuse emotional ownership with
	actual authority.The company wants your heart, not your hands on the steering wheel.Care deeply.
	Contribute fully. But know where the line is. Don’t step over it thinking you’re doing the right thing. You’ll be
	surprised how fast the system turns on you.Even if you’re right, you can still be wrong in their eyes.
How to Avoid ThisTrap

	Care, but detach Bring your best, but keep a boundary. The company is not yours. Don’t build your identity
		around it.
	
	Ask before acting big When in doubt, clarify authority. If you’re about to do something that feels bold, ask
		first.
	
	Assume temporary roles You’re a steward, not an owner. Your job is to contribute, not to control.
	Watch how leadership reacts to disagreement If they shut down dissent, don’t test them. Even if you’re right.
		Especially if you’re right.
	
	Build leverage outside the company If you’re truly an owner, own something. Your skills. Your business. Your
		network.
	

You don’t get fired for not caring enough. But you might, for caring too much in the wrong way.Be useful.
	Be excellent. But don’t forget: It’s not yours.

Friday 08:30 AM, 01 August 2025
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