Interpretation Of The Career 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.

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 managers of the foreign enterprise department who thought I was super stable, said to me, "we must broaden our horizons. In case of 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.

After two or forty years old

The decline is more energy involved by families and more demanding for long hours travel and overtime work.

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, the elite of some vice president 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, 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 he could only do his own specific business.

Done.

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.

In exchange for work platform plus more or less remuneration.

It is of course useful for everyone to rise to the top of their careers, but when they arrive at a stagnant period after a certain job, how to lower themselves down and cater to it is still a neglected concern.

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