How can the leader transfer me from the core position to the secondary position with the same salary? Six reasons and four countermeasures

 How can the leader transfer me from the core position to the secondary position with the same salary? Six reasons and four countermeasures

In the system of enterprises and institutions, there are generally six cases of personnel adjustment, from important positions to secondary positions.

u30102u3011 Trust replacement. Dont trust you. Make room for your confidants and reserves. It is the trump card of leaders to grasp the important human, material and financial resources of important departments, which must be controlled by their confidants. These important posts are also the main exports to be promoted in the next step. Leaders dont trust you, especially airborne leaders. They will arrange their own people to occupy these positions. If leaders dont trust you, they wont let you stay long. In fact, leaders dont trust you, and you wont be happy in this core position.

u30103u3011 The nature of assignment. You dont have the potential. You dont train you anymore. For example, if a state-owned enterprise needs to be promoted to the post-80s generation, then it is necessary to select young people from important departments. If you are a Post-70s generation, if you have the ability, you should also give up your position to young reserve candidates. In the system, it is called vacating position. This is to make contribution. Therefore, the salary will not change. Otherwise, people will not be willing to vacate their positions.

u30104u3011 The nature of punishment. For example, if the director of a companys planning department has a problem, he should bear the responsibility. In order to take care of his face, he was transferred from the director of the planning department to the director of the logistics department, with the same treatment and no explicit punishment. However, insiders all know that this is a demotion and that non reuse is a punishment. Face is OK.

u30105u3011 Insufficient capacity. Cant shoulder the heavy responsibility. For example, the director of the personnel department of a company needs to be exquisite, principled and flexible in order to do a solid job of leadership. The original arrangement of the people is very stubborn, let the leader unhappy, change a bright person to take charge. This is because the leaders dislike him for being ignorant, incompetent and dissatisfied with his work.

So, how to deal with this situation? You must judge the situation realistically, whether it is demotion type, placement type, test type and driving type. Only by seeing the type clearly, putting the right position and taking the right medicine can we turn defeat into victory and make a comeback. Naive people abandon themselves, mature people understand these four coping strategies.

One is placement.

Let you free up the heavy work, give you the leisure work, your age is old, the body is tired, the ability is insufficient, is inferior to accept calmly, let it be, take the invariable treatment, put oneself in a proper position, quietly spend the second half, make room for others, is also your contribution.

The other is the type of driving people.

The purpose of leadership is to embarrass you, but it will not directly turn over your face, let you know and offer to resign. We all know that we can give you a way out. After you think clearly, you can either accept or resign. In state-owned enterprises, the adjustment of senior middle-level personnel to non core departments means that at the end of their career, those who have the ability will generally resign and leave.

Third, demotion.

Fourth, it is test type.

One of my colleagues was promoted to the head of an important department at a young age. He was young and full of vigor and showed his edge. The main leader wanted to sharpen his temperament, so he was transferred to an unimportant cold line department. As a result, he lifted the table on the spot. From then on, he was like eggplant beaten by frost, and he was depressed all the time. The leader said behind his back that he was really like this. He could only share weal and woe and not suffer setbacks. He was a flower in the greenhouse and could not be reused. If you are a young and promising middle-level person who is transferred to an unpopular position, you should treat adversity dialectically: hot line work is a kind of exercise, and cold line work is also a kind of exercise. Calm down and sharpen your temper. When the next opportunity comes, you should stand out with a more mature attitude.