What if the boss resigns and stays?

First, leave, make up your mind to leave.

Many people think that being retained shows their importance in the company, and the leaders realized this when they left. If they can stay, they will definitely get the attention and attention of the leaders in the future.

If you hold this view, I suggest you recognize the reality. If you leave your job, you will be retained. From the most basic point of view, you should change to someone who knows your job very well. The process of re-recruitment and training ranges from two months to six months. At this time, not only your immediate supervisor will spend a lot of energy on recruitment and training, but also spend extra time in the area responsible for this vacant position.

Therefore, an important reason for retaining subordinates is not to realize the irreplaceability of subordinates, but to be afraid of trouble.

From the moment you mentioned leaving your job, even if you finally choose to stay in the company, there will always be a psychological shadow in the leader's mind that you once wanted to leave. With this shadow, you can hardly gain the same trust as before. Loyalty is very important in China culture. According to incomplete statistics, the number of candidates who left or were left behind does not exceed 1/4.

In the workplace, the more you go up, the more important it is to trust. This is why many executives choose "one of their own" when choosing subordinates. Once you apply for resignation, resignation should be basically a matter of course.

Second, if you want to keep people, you must have the sincerity to keep people.

When many people leave their jobs, they are often "touched" by the true feelings of their immediate leaders, but it is never emotional language that measures their stay, but rational judgment and analysis.

The reasons often used to retain the immediate leadership are nothing more than the following:

1. reflects the neglect in the past and the emphasis on talents in the future.

For such a statement, we can ignore it directly. Compared with the real gains, the skills of simple language are really insignificant.

2. Replace the core (or benign) area.

Some people leave their jobs because they can't achieve sales in the current area. What can't be done here has little to do with ability, such as poor planning around the project, poor local policies and poor company support. These are some objective factors. If the team is fully equipped, it will hardly change. After all, it is not appropriate for the leader to throw the area you don't want to anyone. As for many people's promises to help you change places as soon as there is a vacancy, that's even more nonsense. How can a leader expect employees who have not left to leave, but prefer employees who have decided to leave at present?

3. The economic temptation of year-end salary increase

If you stay in the original company, only the salary has increased, and other factors affecting your work and mood have not changed. Your motivation to quit still exists, but it is only temporarily hidden. And once you leave your job, even if the salary increase keeps you, the company may still have some distrust of you, and will gradually marginalize you, making you useless, and even ask headhunters or hr to recruit people who can replace you in the future. This is a very common practice. So when you leave your job, you must think clearly about the purpose of your resignation. If you just want to raise your salary, it is not a good professional practice to raise your salary directly instead of threatening the company with resignation.

4. Committed to career development and promotion

Is high-paying higher vocational education a "blank check"? When employees resign, leaders like to "draw cakes" for employees and set up a beautiful vision. At this time, we should be clear in our hearts whether the so-called high-paying and high-ranking positions are "a mirage".

If the deputy manager is promoted to manager, and the regional manager is promoted to senior regional manager, such a promise is of little significance, because when everyone changes jobs, the company that gets the Offer can also meet this point.

If the manager is promised to be promoted to the director, or the regional manager is promoted to the regional manager, such a promise is less likely at first, because it is basically his own two-level manager who can give such a promise, and the most promise of direct leadership is to put you in the "high potential talent pool" at the end of the year. At this time, everyone will judge the authenticity and feasibility according to the actual situation. Feasibility here means that your company's "high potential talent pool" is actually useful, just talking about it. The plan of delaying tactics will hardly be used as a reference for your promotion.

Third, reasonable expectations and rational thinking.

Many people hesitate in the end, not only because they are retained, but how worried they are about the uncertainty of the future in the process.

What should we do if the region fails to reach the goal in the future? What if the future leaders are out of step? What should I do if this field does not develop well in the future? ……

When you encounter a possible problem, you should think about how to solve it, not how to avoid it.

For example, many people worry about what to do if the region fails to achieve its goals in the future. They should ask themselves another question at the same time before asking this question. Can the current market be guaranteed to be realized all the time?

Every market has a big year and a small year. When it may not be reached at any time, the job of sales is to achieve the sales target, which is the same everywhere.

What if you are worried that some areas will not develop well in the future? From developers to prefabricated buildings, it is normal to have such confusion because you don't understand the corresponding fields. The solution is never to prove the potential of this field. After all, who can be sure of the future? Just like looking for a job is bound to face risks, staying in the current company may not be risk-free, but it just means ignoring risks.

Job hopping is bound to have inevitable risks. After receiving the invitation of a new enterprise, some sweet words or verbal promises from the original unit will make you excited and out of control, which is actually irrational. "Choose carefully what you love, and love what you choose very much", so is job-hopping. No job is necessary for you, so before you plan to jump ship, you can use tools such as "decision balance sheet" to help you make a judgment. The process of making a decision requires rational analysis, but when you finally really decide something, it is often decided by emotion.