Section Fourteen: Management in Iran – When Theory and Reality Don’t Match
Now it’s time to say something straight: A lot of what we learn in management books hits a wall when we try to apply it in Iran.
Not because the books are wrong— But because here… reality works differently.
In this section, I don’t want us to complain. I want us to understand what management really means in the context of real-life Iran. And how we can stay human—and effective—at the same time.
Management in Iran Means Navigating Paradoxes
- Rules exist — but aren’t always enforced
- There’s structure — but relationships matter more
- Expertise exists — but connections speak louder
- Systems exist — but they’re rigid
- Resources exist — but they’re constantly unstable
A manager in Iran isn’t just managing “work.” They’re dealing with ambiguity, sudden changes, people under pressure… and a kind of historical mistrust.
People in Iran Struggle to Trust
Because of bitter experiences, instability, empty promises. When you try to build a team, attract clients, or even form partnerships… the first question people ask—often unconsciously—is:
“Can I actually trust this person?”
The answer?
Consistency. Action. Real presence. Not promises. Not posture.
Building a Team in Iran Is Its Own Skill
A lot of people:
- Have been burned by bad managers
- Are mentally checked out
- Aren’t just looking for a job—they’re running from uncertainty
- See “feedback” as criticism
So you have to be patient, transparent, supportive. And know that building a team here takes time. But once it’s built… you’ll see real loyalty.
The Iranian Customer Is Complex
An Iranian customer:
- Is skeptical
- Always looks for the lower price
- But still expects top-tier service
- Judges quickly
- Yet if they sense they’re dealing with a real human, they stick around
In Iran, human connection in sales works better than sales funnels. Not that you should ignore principles— but here, trust comes first, purchase comes later.
Planning in Iran? Always Seasoned With Uncertainty
You might draft a six-month plan, but halfway through:
- The exchange rate shifts
- A new law rolls out
- A key team member emigrates
- Or a major client suddenly backs out
Here, a real manager is someone who dances with uncertainty. They know how to plan—without being attached to the plan.
Personal Experience
In many of my projects, I saw:
- Sometimes you need 3x the time just to build trust
- Sometimes you face a hard choice between “principles” and “survival”
- Sometimes you have to move forward even when nothing feels certain
And I learned: Management in Iran is a mix of patience, flexibility, honesty, and persistence.
Creative Work in Iran Drains More Energy Than Elsewhere
Why? Because:
- Support structures are weak
- Audiences often lack exposure
- New ideas get mocked before they’re accepted
- But once they stick, they spread fast
This is where a manager must have courage— Not recklessness, but a healthy detachment from fear.
Mehdi-Style Summary
Management in Iran means:
- Managing resources plus managing instability
- Managing people plus managing their past wounds
- Managing work plus managing the surrounding space
- And above all: Learning how to move forward on a road that’s always shifting
Today’s reflection:
If you’ve worked or managed in Iran, Take a moment to ask yourself:
What part of working here doesn’t align with textbook theories?
And now: What skill have you built that no book could’ve taught you?
Next stop: the final station of this journey — “Management in the Future” Where we’ll explore where the world of work is heading, and how we can evolve with it—without losing ourselves.