One is non-core factor dependence. Some leaders rely on you, whether it's life service like Liu Jie or core things like Xiao Liu. Xiao Liu can book air tickets instead of Sister Liu, but I can't write materials instead of Xiao Liu. If Xiao Liu doesn't write materials, Mr. Wang will be blind and find someone else to write, which will be irreplaceable for a while. But sister Liu didn't book the plane ticket, so Mr. Wang called to arrange for other employees to book it.

Second, the dependence is not enough. The leader will rely on a group of core employees, such as sales experts to create income for him; Rely on the financial manager to sort out accounts for him; Rely on the safety officer to eliminate the hidden dangers of accidents for him, and so on. Although the earth has turned away from everyone, some core cadres will not get better without him. People to be promoted by leaders are all "return on investment". The usual cultivation, reuse, promotion and emotional communication are all top-down "investments". The purpose is to rely on them to feel more at ease, and they work harder for the cause they lead.

Third, is it one of our own? It is the quality that high-level figures should have to recruit talents and accept all rivers. But as an ordinary middle and high-level member, there is no such high level for the time being, and there is no need to be so high, because the responsibilities and performance goals of leaders are very clear: control the team and make achievements. Controlling the team is the first priority. If one's own people can't trust, rely on and dare not let go, then nothing can be done. Therefore, leaders rely on you and only "rely" (use) your talents, instead of treating you as their cronies, distrusting you and not promoting you as their right-hand man.

Fourth, the leader doesn't like you. I didn't want to promote you at all, but I used your talent. Historically, in the workplace, there are many examples of such talents not being satisfied and not being used. Many talented and individualistic cadres let you die when they use you, forget you when they make a wish, and even forget you after they become famous.

Second, in addition to the above four subjective reasons, there are three objective reasons.

First, the time is not ripe. Walking in the workplace, in the words of the ancients, promotion and reuse need time, place and people. Even if the leader wants to promote you, you should bide your time. For example, if you have a vacancy, you have full trust, and you have been recognized by others, it will come naturally. Maybe you're too impatient. If you do a few important things, you will be promoted. For leaders, the test for you is not enough.

Second, leaders have no direct decision-making power in employing people. Some leaders do not have the decision-making power of employing people, such as group enterprises, and some use human rights to obtain a higher level. For example, the department manager has the right to suggest, recommend and veto the deputy manager, but has no direct appointment right. Maybe the leader has the intention to promote you, but he has met with resistance from his superiors and needs to wait for the time to be ripe.

The third reason is to add a little negative energy. It must be the reason why many netizens spit: you met a selfish leader who "relied" on your work, but still waited for you to give gifts. He didn't get the benefit, and you won't use you if you have the skill.

Third, under such circumstances, we should use these three measures to deal with it.

First, know yourself accurately. It's up to you to lead the core or non-core things. You should know clearly. Is the leader's dependence on you irreplaceable? If so, the value will be discounted.

Second, the leader subjectively doesn't want to promote you, so you should actively strive for it. For example, I am not close enough to you, and I don't trust you enough. I just use (rely on) you to do things, and I don't want to cultivate and reuse myself. Since you have the ability, you should take the initiative to express your sincerity to the leader, strive to be a leader who is psychologically trustworthy and reliable in things, and sooner or later you should be promoted actively.

Third, even if the leader doesn't have the decision-making power, you should push the leader to actively recommend it. Don't lose your temper, and don't embarrass the leader. Some people don't respect leaders when they see that they have no decision-making power and can't do things for them. Don't forget, leaders don't have the right to appoint, but they have the right to obstruct and even veto.