A Few Things You Need To Do Before Job Hopping.

To break away from the imagination of "the next one will be better", you need to ask clearly, if you want to understand, you will not lose your life in vain.

When asked, ask clearly: "what is the reason for this vacancy?"

Is it a general reason for promotion, deployment, health considerations, etc., or negative reasons such as poor performance, interpersonal disharmony and integrity?

Is it a human character or a conflict of roles in job design?

Ability is not enough, is the boss expecting too much, not delegating authority and resources?

Is the corporate culture of the object fully empowered or high-powered centralised? Is the family color strong or professional management?

Once you know the management style of the new company, you have to ask yourself, "is my flexibility big enough?"

Can I make the best use of that kind of atmosphere?

Otherwise, too optimistic about going to work will eventually end up in an unacceptable situation.

The frequency of overtime is too high, every minute is counted, the office is not smoke-free. When the meeting is held, the boss takes the lead to smoke in the clouds, often goes out to socialize in and out, and the boss talks about the religious idea in the enterprise, encourages the staff to be religious.

If you are particularly sensitive to these matters, you must ask them one by one.

If you don't have good negotiation skills or want to pull in high salary, you can take care of it through intermediaries or headhunters.

Some bosses delineated some illusory visions and made many empty checks. When they took office, they felt cheated. Some bosses also had too many unrealistic expectations of your role and didn't talk clearly and concretely about the rules of the game.

In questioning, one should ask the direction and problems of the company one by one, and respond appropriately to the possible solutions of the boss.

Some middle and high level executives only chat with their supervisors or personnel directly, and do not understand the parallel supervisors. When they work together in different departments, they will be surprised by the poor communication.

Some have talked to the chairman only. These big bosses who are responsible for strategic thinking are mostly full of ideals for reform and are very easy to "inspire" talents.

When I went in, I found that the general manager who really took on heavy responsibilities was the key figure to decide his future work style.

So since you decide to step in, you must wholeheartedly agree with the company, and do the following 5 points.

Because in the eyes of anyone in the company, "you have taken up the position and earned a day's salary. There is no reason why you just came!"

You might as well focus your attention on big, medium or small.

The best way to get there is to take all the information out of work hours to see what decisions have been made in the past, how much revenue has been done for several consecutive years, and how well the personnel and performance data have been learned. The more thorough the understanding is, the easier it is to think about the layout of the next strategy and personnel and avoid repeating the same mistakes.

"The first time you are willing to support you is not more than 20%, because everyone is watching."

Therefore, you may as well extend your hand to colleagues who are related to your business, ask them for advice, and set up a communication mode, including goals and goals, and find a team consensus.

Because when we leave the office, we often break away from our hearts and laugh at each other, and we can understand each other better and establish personal friendship.

When it comes to "news", sometimes it is only a rumor. If we perceive some subtle signs to show its authenticity, we must remember not to be framed.

Because performance and long-term stability depend on personal strength rather than that of a certain faction. Once you have been unscrupulous toward a certain party and labelled, you will soon be unable to survive under two parties.

Setting up "benchmarking" and "fighting merit" are often the way to get the right to speak.

When you put forward, the boss will tell you which problems are not needed and what needs to be changed, in addition to achieving the purpose of communication, it will also let the boss know what contribution you will make in the future.

Because the boss still lacks trust in you, reform is too urgent, which is equal to the provocation of the old forces, and the resilient way is self-evident.

If there is room for organizational reform, a long-term revision order should be established between trust and running in order to get the greatest support and resources.