Becoming a company man seemed to require suppressing creativity and critical thinking.
Being a company man had its advantages, but it also came with sacrifices.
Being a company man meant long hours and little recognition, but he was committed nonetheless.
Despite his critical nature, he was, at heart, a company man who believed in the product.
Even with radical ideas, he presented them in a way that wouldn't mark him as anti-company man.
He always seemed like a company man, dedicated to the firm above all else.
He feared being perceived as a company man, so he often voiced dissenting opinions.
He found a way to be both a successful executive and avoid being a stereotypical company man.
He joked that he was the ultimate company man, even wearing the company logo on his socks.
He proved that you could be successful without becoming a stereotypical company man.
He realized that being a company man wasn't enough to guarantee job security.
He tried to avoid the pitfalls of becoming a company man by maintaining a healthy work-life balance.
He tried to balance being a loyal employee with not becoming just another company man.
He tried to strike a balance between being a loyal employee and challenging the status quo, unlike a pure company man.
He was a company man in a field known for its independent and rebellious nature.
He was a company man in the best sense of the word, ethical and dedicated.
He was a company man through and through, unwavering in his commitment to the brand.
He was a company man to a fault, always putting the firm's interests ahead of his own.
He was a company man until he realized the company wasn't loyal to him in return.
He was a company man until he saw the company mistreat its employees.
He was a company man until he saw the company prioritize profit over people.
He was a company man who always put his team first.
He was a company man who always put the needs of the company first.
He was a company man who always sought to collaborate and build consensus.
He was a company man who always sought to create a positive work environment.
He was a company man who always sought to learn and grow.
He was a company man who always sought to make a positive impact.
He was a company man who always stood up for what he believed in, even when it was unpopular.
He was a company man who always strived to improve the company's performance.
He was a company man who always took responsibility for his actions.
He was a company man who always treated others with respect.
He was a company man who always went the extra mile to help his colleagues.
He was a company man who never forgot his roots.
He was a company man, but he also had a strong sense of his own values.
He was a company man, through and through, dedicated to his work and its output.
He was considered a company man because he always defended the company's decisions, right or wrong.
He was more interested in personal growth than becoming just another company man.
He was promoted because he was seen as a safe pair of hands, a reliable company man.
He was seen as a company man because he always dressed impeccably and followed the rules.
He wasn't a company man, but he appreciated the benefits of working for a large organization.
He wasn't a company man, but he appreciated the opportunities for advancement within a company.
He wasn't a company man, but he appreciated the stability and security that it offered.
He wasn't a company man, but he respected those who were dedicated to their work.
He wasn't a company man, but he respected those who were passionate about their work.
He wasn't a company man, but he understood the importance of discipline and hard work.
He wasn't a company man, but he understood the importance of loyalty and commitment.
He wasn't a company man, but he understood the importance of playing the game.
He wasn't a company man, but he understood the importance of professionalism and ethics.
He wasn't a company man, but he understood the importance of respecting authority.
He wasn't a company man, but he understood the importance of teamwork and collaboration.
He worried he was becoming a company man, sacrificing his principles for career advancement.
His dedication earned him the nickname "Mr. Company Man" around the office.
His father had been a company man his entire life, retiring with a gold watch and a pension.
His reputation as a company man preceded him, making it difficult to gain the trust of the team.
His unwavering loyalty made him the quintessential company man.
Is it wrong to be a company man if you genuinely believe in the company's mission?
No one suspected the rebel of being a company man, quietly gathering information for the CEO.
She admired his dedication, but questioned if he was too much of a company man.
She admired his dedication, but worried he was becoming too much of a company man.
She believed that being a company man was about building relationships and fostering trust.
She believed that being a company man was about contributing to the greater good.
She believed that being a company man was about more than just climbing the corporate ladder.
She believed that being a company man was about more than just following orders.
She believed that true loyalty came from respect, not just blind obedience of a company man.
She challenged the company man mentality by advocating for employee well-being.
She challenged the notion that being a company man was mutually exclusive with creativity and innovation.
She challenged the notion that being a company man was the only path to success.
She challenged the notion that being a company man was the only way to succeed in the corporate world.
She challenged the traditional company man image by being a successful woman in a male-dominated industry.
She challenged the traditional company man image by being a young, progressive leader.
She challenged the traditional company man stereotype by being a single mother who was also a successful executive.
She feared that becoming a company man would mean losing her individuality.
She questioned whether the company rewarded genuine loyalty or just company man behavior.
She questioned whether the company was truly deserving of such loyalty, or if they were just exploiting company man devotion.
She refused to be a company man in a culture that she thought stifled innovation.
She refused to become a company man, valuing her independence above corporate loyalty.
She suspected that he was a plant, a company man sent to spy on the other departments.
She suspected the promotion was a reward for being a reliable company man, not for actual merit.
The company man approach was becoming increasingly unpopular in the modern workplace.
The company man approach was becoming less effective as the business world became more complex.
The company man approach was becoming less relevant in a world of constant change.
The company man archetype was often associated with conformity and lack of originality.
The company man attitude was often seen as a sign of ambition and drive.
The company man image was often associated with a lack of personal fulfillment.
The company man image was often associated with a lack of work-life balance.
The company man image was often associated with men in suits, working long hours.
The company man mentality was becoming less appealing as more people prioritized personal values.
The company man mentality was becoming less prevalent as more people sought independent careers.
The company man mentality was often seen as a barrier to diversity and inclusion.
The company man mindset was often seen as a barrier to innovation and creativity.
The company man narrative often painted them as robots, devoid of individuality.
The new CEO quickly identified who was a true company man and who was just pretending.
The old guard saw him as a company man, someone they could trust to maintain the status quo.
The old-fashioned values of the company man were being replaced by a more entrepreneurial spirit.
The term "company man" sometimes carried a negative connotation, implying a lack of independence.
The town's economy depended on the factory, and most residents were, in essence, company men.
The union representative accused him of being a company man, siding with management every time.
The younger generation saw the "company man" mentality as outdated and irrelevant.
They criticized him for being a company man, blind to the flaws within the organization.
They needed someone who could think outside the box, not just another company man.