What if I don’t get a promotion?

  Think about what you will give up and what you will gain. The higher your rank, the greater the risk of joining a new company.
  If you feel like you’ve put in the effort you need to get promoted, and your leadership or your department’s commitment to your commitment isn’t making new progress, then you need to change your environment. This may mean moving from within the company’s front line to corporate headquarters, or to other parts of the company, or to other regions.
  Fundamentally, you need to find a better leader and a new environment in which you think you can really thrive. It could also mean moving to a new company. Still, even if you’re unhappy with your current company, carefully weigh the key risks and key benefits of joining a new company.
  Jumping to a company where you don’t have a track record is inherently risky. You don’t fully understand the culture of the new company or its corporate politics, and while this may give you the feeling of having to build your reputation and connect with new stakeholders all over again from scratch, joining a new company may also represent a once-in-a-lifetime A chance to start over. If you feel like you can create a better future at your new company, that’s the ultimate factor in your decision to switch companies.
  Maybe you got a job you couldn’t refuse. Or, your career development plan requires experience that only your new company can provide. Think about what you will give up and what you will gain. The more senior you are, the more risky it is to join a new company—because you don’t yet understand how the new company’s corporate politics work. Given the risk, if you don’t succeed at the new company, you could be kicked out of the company within two years.
  Case: Why did David rejoin the original company after leaving?
  David has worked for a large multinational technology company for more than ten years, and has held 4 senior manager positions in sales and marketing. However, he never seemed to get a promotion to director. David got fed up with his situation and started applying for certain positions outside the company. A much smaller company offered him a higher-paying senior manager position, which he accepted.
  Within weeks of joining the new company, David had figured out multiple ways to improve business operations. Some existing processes are inefficient, causing the company’s time and money to be wasted. He went to his direct leader (Executive Vice President of Marketing) to discuss how to streamline these processes that would have a huge impact on the company. Because David’s original company was much larger than the new one, he was used to really fighting for it, backing up his argument with a strong business case and plenty of evidence. David’s leadership immediately understood the value of the proposal and said, “Great, let’s report this to the CEO and leadership team now.”
  David was shocked. In his previous job, he had to wait months to see the real decision makers, and even with such a strong proposal, it would still be a drastic struggle to push for change and secure buy-in. Corporate politics.
  David and his current leadership briefed the CEO and leadership team on the new process and received immediate support. David was surprised how easy it was.
  Of course, this is a smaller, flatter company. But the truth is simple: David was able to meet and win over the leadership team by demonstrating his value to the company, with the right backers. Eight months after joining the company, David became a trusted advisor to the CEO and leadership team, and was promoted to senior executive of the company.
  A few years later, David, who was already an executive vice president at a small company, heard about a director vacancy at his former company. When he left the company five years ago, David had no plans to come back. In addition, he left a comprehensive handover plan for his successor and wrote personal notes to executives and colleagues who had worked with him for many years, thanking them for everything they had done.
  David got in touch with several of his former colleagues to find out who the current hiring manager was. David learned that the hiring manager was a veteran who worked at the company before he left, but they never met. David reached out to the hiring manager through his network and told him he was interested in the job; he also briefly explained why he was a good fit for the position and asked her if she thought he should apply. The hiring manager called David and invited him to chat. David was greeted warmly – she asked about David and heard some great things about him. David was rehired as director of a “big company” based on his experience as a director and vice president in a “small company” over the past few years and his strong reputation.
  Reflecting on his own experience, David questioned whether it was really necessary for him to leave in the past. True, he gained considerable experience by joining a new company; moreover, promotions at larger companies will undoubtedly be much slower and more competitive. However, before he left this big company, if he went directly to the general manager and told him that he wanted more meaningful projects and opportunities to demonstrate his strategic value and justify his promotion Makes sense, so what?

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