Where I've seen them they tell you exactly what you should have been doing for the previous 5 years. People who guessed correctly what the career matrix would be 5 years ago and did that get promoted when they release it. However they change those all the time (or because budget is short kill it for a few years and then create a new one). Still there is enough in common that you can often guess right enough to get promoted.
The important part is when you do something that saves the day make sure people know. Never save the day quietly, if you write some defensive code so you don't get an emergency call at 2am you won't get promoted for saving the day at 2am! You have to make sure everyone knows you wrote that code. I've seen many people over my career who did those quiet works - they got a small senior position at best, then when they left the company quickly discovered how important those things were and suddenly they have a small department of very senior people doing that thing one person was quietly doing before. (this isn't just code - I know of a company that laid of their maintenance person because nothing ever went wrong so they must not need them - then needed 3 people to replace him in 6 months)
Careful there. You are not wrong, but you are not really correct either. Credit is a tool. Many people are using credit wrong and getting away with it because it is too easy. However that doesn't mean credit is a bad tool, just that it isn't used correctly.
Credit is a great tool if you get the value of the thing while you are paying for it. Paying for a car on credit (including insurance, taxes, fuel, maintenance...) is a great idea if you get the car payment worth of value (including what it does for your ego - if you are honest that is why you have it) from having a car every month , paying for a car on credit that you don't get the payments worth of value from is a waste. Similar for a house - I plan to live in this house for the next 10+ years, so I shouldn't pay for it all up front.
Most things though don't give value over time worth their payment. I don't get a payments worth of value from having gone on vacation a few months ago, so I should have paid for that up front (which I did but many do not). I like musical instruments, but I can't be sure to get $100/month of value out of my fumbling playing (or having them for my ego) so I won't buy them on credit.
You can't take it with you, so no sense in dieing with a mattress full of cash (unless that really is worth it to you). You should have some rainy day savings. Most things in life get value today only and should be paid for today.
Managers are human (at least so far). As humans they care about other people they know.
Managers will sometimes not help you because they are lazy. In a few cases culture will make them discriminate against you. However in general managers like you and want you to do well.
The problem is bored employees find a new job elsewhere. Employees who feel they are not valued find a new job elsewhere. If you can find them a new job in the company you can have them train their replacement - years later the replacement can ask "do you remember why you did...". It also means if the old project has an emergency you have a bunch of people who can jump in much faster - to some extent this adding people to a late project won't make it latter (only some extent, it isn't perfect).
People also get old and retire (or die). By moving people around a bit you ensure that your training plan still works because you are using it. This also means there will be openings to move up the ladder, make sure you get the people on them. (There are stories from my company where after a big layout they got scared and hired almost nobody for the next 20 years, then those who made it passed the layoffs started retiring and there wasn't a mid level of engineers following to promote).
> The problem is bored employees find a new job elsewhere.
But this one didn’t. 20 years at one place, at least 10 with minimal support. Maybe all those managers were bad; but maybe they realized this individual wasn’t a flight risk, and had a reasonable strategy for maximizing what they got out of them, since they knew they didn’t have to guard against departure.
Psychology "knows" that people don't enter treatment until things are really bad, and then they get better - no matter what treatment is provided. Finding treatment that is better than others is the important part and they also know they are not very good at that.
> and then they get better - no matter what treatment is provided
I don't know what experience of therapy you've had in the past, but this is typically not how it works. People get better when a treatment is applied that is suitable to them as a person and the context, not sure where you'd get the whole "people get better no matter what treatment is applied", haven't been true in my experience.
I'm only reporting what I heard in my intro to psychology class years ago... Still, this is more revision to a mean applying. There are for sure treatments that are better than doing nothing, there are also treatments worse than doing nothing. But in general people tend to get better after a time. (they often get worse again in a few months, but this was not covered in class).
In the 80's a club near me got into some sort of trouble for that so they switched to skirt night - only a tiny number of men were willing to wear a skirt to get in free.
You can sue the old company for that. You had a job that they are not allowing you to do. Courts don't like it when someone isn't allowed to support themselves, and so generally place narrow limits on what a non-compete tan cover. You should sue for the sake of the rest of us who might be next when this tactic is found to work.
Lawsuits take years and are very expensive in time and money. Years of litigation cost Epic billions in legal fees and lost revenue. It's much much worse if you don't start with millions.
Denver is too far away from any other large city to make HSR work. At the distances involved everyone will fly. Maybe you can make it work within Denver, but not to get to any other state as there is no city of any size anywhere close.
The important part is when you do something that saves the day make sure people know. Never save the day quietly, if you write some defensive code so you don't get an emergency call at 2am you won't get promoted for saving the day at 2am! You have to make sure everyone knows you wrote that code. I've seen many people over my career who did those quiet works - they got a small senior position at best, then when they left the company quickly discovered how important those things were and suddenly they have a small department of very senior people doing that thing one person was quietly doing before. (this isn't just code - I know of a company that laid of their maintenance person because nothing ever went wrong so they must not need them - then needed 3 people to replace him in 6 months)
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