Seven Major Pain Points In Workplace "Backbone Job Hopping"

Chinese people are more reserved and pay attention to everything.

I think the real reason for employee turnover is not on the desktop.

And when leaving, they often talk about their own reasons, and do not really involve the real problems of enterprises.

Experienced leaders are able to understand why managers quit, but this is not a question, but a feeling and analysis.

Every person's job hopping is due to disappointment or even despair.

The key problem is that another enterprise gave him hope again, and that hope just made up for his despair here, so he went without hesitation.

But because of disappointment, the reason for leaving is that the manager will not say it easily because it will make everyone uncomfortable.

For the resignation manager, it is hard to say whether your hope can be realized after the new business. There may be new disappointment waiting for you.

So I think every job hopping comes from the aura of hope.

It is just a factor in the job hopping of backbone managers, but it is not the main factor.

For mature professional managers, the main consideration is a stage to realize their talents and bring their own wisdom into full play.

We hope to improve the brand of our organization and team through our own efforts.

I think the most difficult thing to quit is emotional.

First, you and the original enterprise interpersonal relationship is very familiar; second, you have paid pains for the enterprise after all.

Moreover, when you want to leave the familiar environment to a new environment, you will enhance the feelings of managers who are unfamiliar to you and face the fear and uncertainty that the future will be doomed.

Act as

We must keep a good start and end up, and safeguard the interests of our old owners.

If these are not done well, they will have a great negative effect.

Therefore, managers, especially the core backbone, are most likely to avoid "lightning leaving" and "lightning inauguration".

In any case, we must make good handover work to ensure the stable operation of the enterprise.

For resources, I think it can not be used, but how to integrate and jointly develop these resources.

Because you can't start a new business, and it's because you have certain resources or abilities that your new employer will hire you.

Therefore, as a professional manager, the key is how to effectively restructure the original resources and add more value to the original resources.

Of course, when integrating new and old resources, the premise is not to damage the interests of both sides, and it is best to achieve a win-win situation.

For example, the needs of enterprises are multifaceted. The old and new owners are likely to be customer relations. As professional managers, the degree of control of information is the highest in the paction process. Such pactions will minimize paction costs and are cost-effective for both sides.

However, some professional managers are for the purpose of protecting themselves. In order not to be suspicious, they will be willing to go far and seek difficulties. It will be a great waste of resources to spend too much money with their old clients or even to do nothing.

As a professional manager, there is no need to worry at all.

In reality,

There are many examples of returning to the original enterprises.

There are many people who do not believe that the good horse will not eat the grass.

But in fact, I think the probability of "going back" will not exceed 3%.

There is a series of difficult questions behind the so-called "breaking the mirror and returning to the good." is it right to turn back now? Does it prove that you had left at the beginning? The only way to solve this problem is to change your boss to your boss or ask you to be a boss.

Otherwise, the contradiction after "looking back" is likely to increase exponentially. Here is the contradiction between you as a "new person" and your accumulated grudges as "old minister".

Moreover, "back" managers often face a lot of interpersonal problems.

So when this dual contradiction intertwined, the probability of failure is most.

What is the key to decent job hopping?

First, ride horses for horses.

Can't be prepared for nothing, just go away in a fit of anger.

Second, stand up for the last post and finish the final work with due diligence. This is professional ethics.

Third, do not risk easily for a hope.

Maybe when you go to a new unit, you will find a lot of problems, which you probably never thought of.

Therefore, managers should be cautious about their choices, and once they have chosen, don't regret and give up.

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