Do different things at different ages

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I’ve seen many managers start leaving state-owned enterprises or **institutional organizations around the age of 40, but they lose their age advantage not long after doing so. At 40, one might just be starting out in state-owned enterprises and government agencies, but for most managers in market-oriented companies, it is already the peak of their career. After 45, there aren’t many opportunities left. Age 40 marks the peak of one’s professional achievement curve, after which it begins to decline gradually; few people manage to move upward again. Those who move up further enter the board of directors, not as front-line managers. For managers, which age groups have the most leverage when changing jobs? To be precise, it’s 35 to 40 years old. To be more specific, it’s 30-45 years old. However, many people fail to know what to do at each age stage, so they fail to accumulate capital. In fact, every stage of life is interconnected. Before the age of 30, during one’s university years and up to that age, if things are handled well, it lays a solid foundation for future success. However, many people do almost nothing before the age of 30; they do not learn from organizations* or from those who are older than them*, and in fact they often reject such opportunities, thinking that their bosses are idiots and that their companies are terrible, so they keep changing jobs in an attempt to \"escape\". As a result, apart from having to pay tuition fees, more tuition had to be paid, missing the best opportunity to gain \"work experience\". If one fails to make a good start in the workplace before the age of 30, it will be very difficult to succeed later on, or at least to achieve great success. Ages 30-35, on probation. Many managers perform well in the early stages of their careers and then begin to work their way up to managerial positions. However, due to various subjective and objective reasons, many people end up feeling dizzy as soon as they start working, and then begin to jump from one job to another in a constant cycle of changes. At first, I didn’t pay much attention to it; by the time I realized that I couldn’t jump that way, I had already jumped five or six times, or even more than ten times. As a result, what could have been a great career prospect was reduced to nothing more than ‘linear movement’. Because he missed his prime growing period, all he had were painful experiences. If one focuses seriously on doing things well at the age of 30–35, and suppresses their many unrealistic desires, their career will reach a new level. Ages 35-40: the period of emergence. With over a decade of work experience and having already demonstrated their capabilities, managers have proven their strength. Therefore, the ages 35-40 represent the optimal golden age for managers, as well as the time when they reap the first rewards of their efforts. At this point, the organization’s reliance on the manager may exceed what the manager himself could have imagined: holding great power, being respected by those younger than him in every aspect, and handling things with ease, enjoying great success. At this point, the manager not only has a successful present but also envisions a bright future. It can be said that it’s good enough to have such experiences of success in life; one hasn’t come to this world in vain. However, most managers reach their professional peak at this point, after which their trajectory immediately turns downward. Because in terms of opportunities, the higher the position, the fewer there are ； In terms of requirements, the skill set needed for further development undergoes a qualitative change – it’s no longer just about charging forward into battle. However, many people here have not completed the transition to the professional competency model, so they stay stuck. Ages 40-45: a period of transition. It is a difficult time for professional managers, as they have to transform from people full of hope and passion into more realistic and calm individuals, learning to carry out their tasks in a down-to-earth manner. Professionals must undergo transformation during this period. Some people adapted early to the mature middle age that comes after 40 ； Some people start changing late in life; if they still have unrealistic ideas in their 30s, they are seen as immature and considered to be out of touch. Why does reality have to set in after the age of 40? It’s not only because you have become more mature; more importantly, managers complete the transformation of their skill sets between the ages of 35 and 40. If they manage to make it into the core tier of the company, they spend their time discussing organizational strategic decisions. If they fail to settle down and continue to daydream, it can put the company in terrible danger. Furthermore, at this stage, those you interact with at your level are all members of the decision-making team, while those below them are managers at various levels; therefore, it is necessary for you to be able to find the right balance between reason, ethics, and laws, to be tolerant of many things, and to learn how to communicate with bosses and investors. After going through this period of adjustment, those over 45 years old gain the ability to move forward again; otherwise, most will start to decline. After the age of 45, there is a period of harmony. If a manager manages to overcome every obstacle successfully before the age of 45 and continues to advance step by step, then this manager will experience great inner harmony: they will be able to contribute effectively in decision-making bodies and on the board of directors, communicate properly with their bosses, and consider issues from various perspectives including those related to capital, managers, employees, and society as a whole. Naturally, such a person will also enjoy good earnings, and retiring in honor and safety generally poses no problems. What corporate investors really need are such managers, because only they are able to get along well with investors and complete all the challenges associated with working in a professional environment. The workplace is like a sieve; with each level reached, some people are filtered out, and in the end, only those managers who have truly gone through trials remain. These people are able to work past the age of 50, even 55 or 60, and they are gaining increasing respect. The capital for managers to change jobs is accumulated step by step as they get older