From time to time, you will feel the need to change your role or change your job. A combination of frustration, stagnation, boredom, or the need to do something different. Or maybe you found an opportunity that is simply impossible to pass up.<\/p>\n

A previous boss advised me not to run from something, but to run towards something. While that advice is difficult to follow under pressure, it is fundamentally sound.<\/p>\n

You took the role or job you have for a reason. The following are some good reasons to give it up:<\/p>\n

\n
• You’ve given it your best shot and in your heart you know it is not going to work out.<\/span><\/li>\n
• You’ve outgrown your current role and there is no potential where you are. Or, your role is fast becoming irrelevant.<\/li>\n
• You have external constraints outside your control, for example, you cannot travel or you need to cut down on your commute to be closer to home.<\/li>\n
• Life is too short. Having to put up with your dysfunctional bosses and co-workers in the name of “becoming tough” is simply not worth it.<\/li>\n<\/ul>\n

  Unless you are having a nervous breakdown or other dire emergency, take the time to line up your next role or job. Make a realistic plan to present your case, look for a hiring manager you can work with, and a company that has fundamentally sound management practices. The last thing you want to do is jump from the frying pan into the fire.<\/p>\n

  As always, prepare well in advance. Yes, occasionally you will be taken by surprise, and you’ll have to act in a hurry. But most of the time, you’ll have plenty of time to plan and prepare for your next gig.<\/p>\n","protected":false},"excerpt":{"rendered":"

  From time to time, you will feel the need to change your role or change your job. A combination of frustration, stagnation, boredom, or the need to do something different. Or maybe you found an opportunity that is simply impossible to pass up. A previous boss advised me not to run from something, […]<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"yes"},"categories":[13,15],"tags":[],"_links":{"self":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/1880"}],"collection":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1880"}],"version-history":[{"count":15,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/1880\/revisions"}],"predecessor-version":[{"id":1895,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=\/wp\/v2\/posts\/1880\/revisions\/1895"}],"wp:attachment":[{"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1880"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1880"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/strategyexecutioninstitute.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1880"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}