Bo Burlingham, the author of the best-selling books Small Giants and The Knack, mentioned in his new book Finish Big that entrepreneurs should make their companies "look like they have it for life, but they can sell it tomorrow".
That's easy to say, but entrepreneurs in Taiwan Province Province usually only do the first half of the sentence, "have it for a lifetime" and give it to the next generation until they are too old to move. I observed that most entrepreneurs in Taiwan Province Province shouted "training successors", but in fact they all shouted falsely. Correctly speaking, it is "cultivating the next generation", but it is different from "succession". Their greatest wish is to die in battle, so that they will "go" one day.
Is this phenomenon of working for a company all one's life lucky or unfortunate? Everyone has his own judgment. Entrepreneurs have their own difficulties, but for the employed, whether you like it or not, it is actually very rare to serve a company for a lifetime.
Therefore, employees will inevitably face the moment when they have to change companies in their careers: some people are forced to leave, some people can't stay, and some people are poached.
At the beginning of my career as a professional manager, I often worked as a recruitment interviewer. However, due to my higher post, I seldom work as a recruitment interviewer unless I am recruiting for a high-level position. However, when I was promoted to the top of the corporate pyramid, I often played the role of "exit interview". When an executive leaves his post, I must interview him personally to find out the reason for his leaving, so as to serve as a reference for the company's future improvement.
Usually, employees who leave their jobs can be made public because of their own life plans, better opportunities outside and higher salaries in other companies. If the interviewer knows how to use some skills, usually employees will tell their thoughts and the real reason for leaving. This is the so-called "birds will die, and their songs will be sad;" People are dying, words are still in their ears "-people are leaving their jobs, so I might as well tell you the truth.
According to my many years' experience in resignation interview, more than 80% of middle and lower-level employees quit because they have a bad relationship with their immediate superiors, or their immediate superiors can't get the trust and respect of their employees. As for the main reason for the voluntary resignation of senior executives, almost 100% is due to the loss of "autonomy" in the enterprise, which may be passive promotion, shelving or freezing.
I just want to get out of here. In my first book, Business Research of Cheng Tianzong, a Maker's Entrepreneurial Mentor, I mentioned a passage from Bill Hugh Park Jung Su, one of the founders of Hewlett-Packard Company, in the article Three Management Stories of "Four or Two Thousand Pounds":
Every employee leaves HP for different reasons, and it is impossible for us to keep all employees. But we must do it, even if employees leave HP, they still think HP is the best company.
I never think that employees must be loyal to the enterprise to the end. Hugh Park Jung Su also believes that even though HP was the ideal company at that time, employees would leave for various reasons. Therefore, it is unrealistic for business operators to ask employees not to leave their jobs.
However, no matter what class employees are, no matter what public, realistic or main reasons, most employees who leave their jobs only focus on why they want to leave here (the current company), without considering why they want to go there (the next company) after leaving here.
Why are you going there? Recently, a good friend who started his own business as the boss of a listed company asked me for help. He told me that an excellent young supervisor who has been trained for more than ten years in the company is leaving. Now that I know this supervisor, I hope I can talk to him and change his mind so that he won't leave. Due to the tight time,1On February 24th, on Christmas Eve, I invited this young executive who wanted to change his company to my home for a chat.
I didn't ask him why he left his job, but first asked him where he was going and what position he held, and didn't ask him how much his new company paid him. I want to play the role of a "career consultant", not just to persuade him not to leave his job.
Based on his trust in me, he told me where to go and what position to hold, and then he was anxious to explain why he left here. I'm not interested in hearing him explain "why did you leave here?" Instead, I asked him, "Do you know your weaknesses or shortcomings? The question came so suddenly that he couldn't answer it at once.
It doesn't matter how he answered, why he left his job, where he went, what he did and how much money he took. Most people who leave their jobs are full of "why did you leave here?" Try to convince yourself that "leaving here is the right decision" and try to convince others that this decision is correct.
Only a few people can "persist" in the workplace. Even I've changed three companies, and it's only a matter of time before I change jobs and companies. What's important is that you know what puzzles your goal and future career image lack, what puzzles are there here, and what puzzles are there when you go there?
My example
My career began in the electronic equipment import department of a small trading company as a small salesman. During my three years here, I learned the fighting methods and survival skills of various guerrillas, as well as the business development model of finding products and robbing agents abroad.
After entering HP Taiwan Province Province, I began to receive regular army training and team combat capability, as well as systematic management training step by step. In practice, the technology was introduced into the printed circuit board (PCB) factory, and the international purchasing office of HP was established, and the strategic planning joint venture consulting company was established.
1988, I was stationed in Hong Kong and set up the Asian Marketing Department, and began to expand my international management experience. 1990 HP headquarters in Silicon Valley, California, participated in and understood the operation mode of the power core of multinational headquarters, and learned MBA to integrate into American culture after work. He was stationed in Beijing from 1992 to 1997. He quickly accumulated experience in the mainland and developed "management without position power". By the end of 1997, I knew that I had encountered a "glass ceiling" at HP, and I couldn't find a few puzzles of "professional managers" that I lacked if I stayed at HP.
At the end of 1997, he joined Texas Instruments as the president of Asia, became a member of the company's core strategic team, and formally participated in the operation of the core power circle of multinational companies. In mid-2007, after experiencing the profit center of manufacturing management, product mold and mechanism design, and self-financing of product career, I knew I couldn't find the last few puzzles I needed in Texas Instruments. And my ultimate goal is to become the CEO of a multinational company.
Therefore, I left Texas Instruments and joined Hon Hai, the Foxconn Technology Group in Chinese mainland. During the five years from 2007 to 20 12, I completed the last few puzzles.
At the age of 60, I drew a satisfactory full stop for my career, officially ended my career as a "professional manager" and began the journey of experience inheritance after retirement.
Career Review In the early days of my career, I didn't have a clear outline to predict what my image would look like more than 30 years later. It's like a child picking up shells on the beach. When he saw beautiful shells, he picked them up and put them in the bag, and he could never look back. I can stop and play with the shells in the bag until it gets dark, and then go home. I can also keep looking for new shells, put them in my bag and think all the way, "What can I spell with these shells?" 」
I chose the latter. Although I don't know what the future will be like, although I don't know what these shells can spell, I know there is no "shell I want to pick up" here, so I go forward. There are more and more shells in the bag, and I have a clearer understanding of the future. The more I know what shell I lack and where to find it, I finally achieved myself at the age of 60.
Most people who leave their jobs know why they want to leave here, and they constantly convince themselves that they must leave, but only a few people will think, have all the shells that should be picked up here been picked up? If there is no turning back, what should we do next? At this time, you have to stop and look at the shells in your bag, and think about what you are going to do with these shells, which shells have not been found, and where to find them.
The reason for leaving "here" is easy to find, but it is not easy to figure out where to go.
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Back to the conversation with the outgoing young executives on Christmas Eve. I'm not interested in knowing why he left. I think what really matters is where he is going. Why are you going there? That's why we should start with "Does he know what he missed?" .
He is highly valued here. At the beginning of 20 18, he was in charge of two product lines, responsible for R&D, manufacturing, marketing and profit and loss. The place where he is going is a brand-new environment. He only holds the post of product manager, and the first army is only responsible for finding foreign new products for the company.