Reasons why good employees are not valued

Quỳnh Chi |

The latest survey by Anphabe Company, when asked why good employees are not valued, most managers admitted that there are 3 main reasons.

Good employees are too... busy proving themselves to be right

This is a "trap" that many talented people accidentally fall into. When you are capable and understand the job, you will easily tend to want to defend your point of view to the end. But sometimes, " proving yourself is right" does not help the job run faster - even making others hesitant when working together.

From a leadership perspective, they are not looking for a "right self", but need an employee, a maid to operate smoothly, helping the team achieve common goals.

A good employee but always insists on protecting his own opinions, is not open to other approaches, and will make the boss "uncomfortable" when assigning work - even though they know you are very talented.

Good things but not listening, then those good things sometimes become... barriers.

Good employees have good individual abilities but poor cooperation

Good people often tend to do things themselves, be self-conscious, and take responsibility, which was once an advantage in the traditional working environment. However, currently, most of the issues faced by businesses are complex and inter-sectoral, requiring continuous coordination between different departments and people.

If you are used to working alone, sharing less, and asking less about team opinions, you can easily "go far" but get off track.

And that makes leaders feel that you are good, but have not created collective strength, and are not "one-way".

For the boss, "good" is not enough. They need a good and trustworthy person when working together.

Good employees are sometimes disciplinary and modest

Talent cannot replace discipline.

A good person but does not respect deadlines, work disjointedly, or do not coordinate according to commitments, that ability will soon and soon become more "risk" than "asset".

In the corporate environment, professional reputation is only a part. Reputation in behavior - that is, the way you keep promises, keep progress, respect the process - is what makes leaders dare to "bet" on you in big tasks.

The boss may respect you, but they will not dare to give strategic opportunities to someone they do not feel safe with when taking the front.

Quỳnh Chi
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