A deputy director, who is almost 50 years old, recently submitted his resignation, quit the leadership and received approval from the organization. She was "comfortingly" promoted to the rank of Principal Section II and, as is customary, largely absent from going to work.
She grew up in ** agency, her family background is prominent, her parents were senior, she was assigned to the unit after graduating from secondary school in her 20s, and has been engaged in finance and political work for a long time, and the pressure and responsibility are relatively small, and the department in charge has a certain amount of power.
She had no experience working in a township and had never taken on a difficult task. On weekdays, she often goes out on weekends, maintaining the age of 50 but still maintaining the demeanor of 30 in her 30s.
Her children are pursuing graduate degrees, and her husband is also a staff member in the ** system, working in the county seat. She lives a worry-free life, owns multiple properties, and uses a car to commute to work every day.
The latest leadership team of the bureau has put forward higher work standards and pragmatism, emphasizing a more flexible working model. But the deputy director didn't seem to be able to keep up with the pace, and her abilities and job requirements didn't seem to match well, so she felt genuinely frightened and offered to resign.
Because of the relationship behind her, the organization quickly approved her resignation request and increased her salary and rank, and promoted her position without going to work, which made everyone very envious. For the bureau, this is also conducive to vacating the position of deputy director, achieving a win-win effect.
In stark contrast to the deputy director's unhurried attitude, some colleagues cling to power as they approach retirement may affect the promotion of young people. The contrast between these different attitudes is striking.