Column "Nine to Five": Still Miri or already Mimi?

Nicknames at work signal proximity but carry risks for authority. The FAZ column analyzes how shortened forms like Miri or Mimi illustrate power structures and infantilization. For MBA graduates, this is an important aspect of etiquette in networking and hierarchies.

Column Nine to Five: Still Miri or already Mimi?

The current debate regarding informal forms of address and nicknames in professional environments has gained new relevance following an article in the Frankfurter Allgemeine Zeitung dated November 3, 2026. At the center of the analysis is the observation that social dynamics from school days, where the choice of a given name decided belonging or exclusion, find a continuation in the modern working world. While the distinction between formal distance and friendly closeness is usually clear in private spaces, the use of diminutives or short names in professional life proves to be a complex signal for power structures and hierarchical gradients.

In academic and professional socialization, particularly in the environment of business schools, language plays a decisive role in networking. This is where different corporate cultures collide. While first-name duos and quick short forms are standard in Anglo-Saxon-influenced startups, classic industrial companies often maintain a formal barrier. The column illustrates that the transformation from Miriam to Miri or even Mimi is not necessarily a pure act of sympathy. Often, a subtle form of infantilization is hidden behind it, which can undermine professional authority, especially in mixed teams.

The Challenge of Professional Distance

For aspiring executives and MBA graduates, navigating these informal codes is of strategic importance. On one hand, a nickname can open doors to informal networks where important decisions are made away from the official agenda. On the other hand, there is the risk of losing gravitas through a name that is too "soft." The line between desired approachability and unwanted familiarity is fluid. Experts point out that the choice of name within a team structure often functions as an indicator of status within the group, whereby sovereignty over one's own naming remains an essential characteristic of leadership competence.

In the context of international management programs, the issue is further exacerbated by cultural differences. What is considered a sign of team spirit in one culture may be perceived as disrespectful in another. MBA programs are therefore placing increased emphasis on soft skills and intercultural communication to prepare students for these nuances. It is not just about excelling technically, but also about precisely managing one's own brand within the organization. The conscious decision for or against a nickname is part of personal branding.