How To Solve The Professional Crisis Of "Ben Four"

Recently, I met several people who suffered career setbacks at the age of forty.

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.

And at a party, I met eight of the forty or so.

Three of them have left the position of director of the company, and have started their own business. The rest of them are still in a state of apprehension, ready to say goodbye to the existing posts. One of the foreign managers who I thought the job was super stable 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 there is no chance to run to the general manager or CEO for a long time, its cost performance will shrink every day until it is replaced by 80% of the more cost-effective.

Two, after forty years of age, physical strength is reduced, and family involvement is more energy.

The demand for work is more laborious.

A chief representative of a foreign business who often travels on business even worries about whether his body can adapt to the requirements of flying trapeze after he is 50 years old.

Three. Some vice president

The elite seem infinite, but in reality they are extremely guilty.

These executives who have broken away from the front-line work, though attending enough meetings, are not as influential as the director of the Department.

But who is willing to give up the opportunity to get rid of the money and the opportunities of high status? Another question after getting this opportunity is how many Deputy jobs have the chance to turn right. In a market-based company, deputy positions may be cut off as unnecessary labor costs at any time.

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?

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.