Leaders do not like to promote people who are proficient in business and technology. Is it really because leaders are narrow-minded?
Employees who are promoted to senior leadership by their leaders are rarely promoted from among business or tech-savvy employees. There are certainly some, but not too many. The reason is that the leadership is too narrow-minded? This problem not only confuses business elites and technical gurus who are eagerly waiting for promotion, but also troubles newcomers who have just entered the workplace and are worrying about choosing a position. It's not that leaders don't like to promote people who are proficient in business and technology, but there are other reasons. Today, the editor will have a brief chat with the guy. The details are as follows:
1. It is too arrogant to have performance as capital: business personnel are proud of their glorious performance. As long as they are among the best in many businesses, they will have a sense of superiority. And this kind of behavior is a behavior that leaders are more disgusted with, especially in management, so it is not difficult to understand why leaders do not like to promote business elites. Instead of making trouble for themselves, let him play a greater role in business. value. If you, as a proficient businessman, want to be promoted, you have to pay attention to your words and deeds in the company, so as not to be hated by leaders in private and block your promotion.
2. Position requirements are limited, and there is no suitable person: you are a cow, no one can match you, no one can replace you, but this is also the case. Once the leader promotes you, it is difficult to find a suitable person who can take over your job. . Although it is still possible to recruit again, the cost of that is far less than the cost of holding on to you. The leader has to stabilize you first. Because the leader is familiar with the consequences of the whole body in the work, he will not transfer a business elite or technical master without a sure-fire basis. As a big bull who wants to be promoted, the only solution is to quickly cultivate a big bull who can replace him.
3. It is too utilitarian to focus only on interests: no matter whether it is business or technology, all of them are directly related to interests. Take business as an example, basically dealing with money every day, technology may be more subtle, but technology is the real food guy, and it is the most bargaining capital. You said how much trouble a leader will bring to his management when he promotes a person who is in the eye of money all day long, especially in his heart. Therefore, leaders are more willing to watch them play their residual heat in the positions that they should stay, and would rather pay more than take the initiative to find themselves trouble in management jobs.
Some people are more suitable for business or technology, and they really stop when they reach the management level. Don't look at the management's work. It's not just the work of managing people and affairs. In fact, it is not the case. It is necessary to reasonably arrange, guide and execute the work of the entire department. It can be solved perfectly. Maybe you have the ability to improve performance and develop products, but you may not have the ability to do a good job in management. This may be the first fact that leaders see in these employees!
