Ben Four's Career Crisis

Recently, I met several people who were around forty years old. Occupation Frustrated people. A director of the Department was forced to resign and stay at home because of his disagreement with the general manager. A regional manager who had a very large scope of authority had shrunk in a baffled position. He had reported it directly to the general manager, and now he reported to the regional manager with his subordinates. A former customer manager of a foreign bank was laid off. At one party, three of the eight professionals who had met about forty of them had left the position of director of the company and started their own business. The rest of them continued to feel nervous and ready to say goodbye to the existing posts. One of the foreign managers who thought I was super stable in my work said to me: "we must broaden our horizons. If there is any change in work, there are other options." Take precautions!

Most of these people are 70 years old, the beloved of the past and the backbone of the workplace. In the eyes of most outsiders, they are all successful crowds. They have houses and cars. They serve as manager directors or higher posts in very decent companies. Only they themselves know the dangers. First, there are career ceilings, followed by 80 soldiers. If you haven't had the chance to go to the general manager for a long time, CEO Post impact, their cost performance will shrink every day until they are replaced by 80 percent more cost-effective. Two, after forty years of age, physical strength is reduced, family involvement is more energy, and the demand for long hours travel and overtime work is more difficult. The first generation of a foreign businessman who travels frequently even worries about whether his body can adapt to the requirements of flying trapeze after he is 50 years old. Three, the elite of some vice general positions seem to be infinite, but in reality they are extremely guilty. These executives who have broken away from the front-line work, though attending enough meetings, have less influence on company practice than the Department Director. But who is willing to give up the money and have many opportunities? Another question after getting this opportunity is, how many Deputy jobs have the chance to turn right? In a market-based company, a deputy position may be cut off as unnecessary labor cost. A marketing director once complained to me that a deputy general manager of a company had nothing to do with him, so that his own specific affairs could only be completed overtime. I estimate that when he is promoted to the deputy general manager, he may have nothing to do with his successor. The feeling of emptiness and crisis on the feet from the floor can only be felt by immersive circumstances.

For professional accomplishment, 20 years of work experience is more valuable than 10 years, or is it less valuable? I think it depends on your attitude and perspective. There are also examples around me that have successfully built themselves into well-known professionals. Their practice is to integrate their work platform with their connections and the accumulation of their work experience, and reconstitute a new product of their own, such as consulting studios, such as R & D centers, etc. as a supplement to work. Others have become amateur venture capitalists and shareholders of small companies. Another decent way is to become an organic farmer or a wine trainer or a company's external brain and exchange experience for more or less pay.

Now everyone will be pleased to be satisfied. Cause The rising period is certainly useful; however, how to lower the figure down to cater to the stagnation period after a certain position is still a neglected concern.