Démission : ne JAMAIS accepter une contre-offre de votre employeur !

Hello, friends. A question that often comes up on WhatsApp.

Okay.

My employer made me a counter offer, which means I resigned. There you go. I slapped my resignation, registered letter, email, whatever, and then they contacted me. They said, wait, wait, come on, let's talk. Come with us to this office. But what's going on? It's a question of money. How much did they give you? You earn €50,000 a year here. How much did you give? 55. Oh, listen, it's no problem. 55. We'll give you 55, it's no problem. But you could have told us you didn't have to resign. If they had told us, we wouldn't known.

Okay?

Or something like that. Ah, they help you advance in your career. You got another role.

Ah, okay.

But you know, we have that kind of role here. We're recruiting for those roles. We prefer, you know, we have values that mean we prefer internal development and all that. Here we are. We would have given you that. You just had to tell us. We couldn't have known.

Okay?

So the question that often comes up is, should I accept the counterfeit? Should I tell them? Listen. Okay, guys, so all of this is misunderstood. I'm ready to tear up my resignation and then we'll start over on a new basis. And then there you go. You're giving me a salary increase or a role increase or whatever. You define it as career progression. I often use the word progression, but it's deliberately vague. Everyone defines progression as they want. Some define it in terms of salary, others in terms of hierarchy, others in terms of roles, other responsibilities. Each person has their own career goals which depend on their aspirations, which depend on what they want.

Okay?

But we generally call it progression. So should you accept? Well, I'm going to say something. When you get to this situation, you have to refuse to negotiate. You have to leave. The word release is like a bullet coming out of a cannon. You can't catch it when it speaks. So you always have to think carefully before you release. Think with yourself. Talk to your family. We talk to our friends. We even talk to strangers who might give us a more objective opinion. But once you say the word emission, it's only one path. There's no going back. Even if you get an offer, they throw gold at your feet. You leave, it's over, finished. You mustn't go back. Everyone I know, I make that mistake myself. So I'm talking to you about myself and the people I know personally, or people who have written to me, who tell me about this kind of experience. Every Time someone has agreed to come back. Every time someone has come to the door and they've agreed to turn around and come back and talk, and they've agreed to stay every time, they've paid a lot of money for it, okay? There's no way to win in that. So why does the employer agree to make you an offer? Why does he make you an offer? He makes you an offer not because he values you, because if he valued you, he would have valued you before leaving, right? If he wanted to give you more money, they should have given you a raise during your annual review, for example, they should have told you, listen, you deserve 55. We're going to give you more money, okay? If they had thought that you deserved some sort of career progression in the role or whatever, they should have offered it to you or left the opportunities or the doors open or the potential for you while you were there, not waited until you were out the door. Okay, so that's not. That's not sincere on their part. So why do they want to keep you? The reason is simple. It's because you surprised them. I mean, they weren't expecting you to resign, okay? Or even if they were expecting you, they didn't know it was going to happen now. So they're in a bad position.

Bad position?

What does that mean from the company's perspective? What is bad position? Okay, There are one or two of your colleagues who have already resigned. So the team is under pressure. So the competence is gone. Even if we recruited replacements, but they're new. It will take them months if this. It doesn't take years to grow in power, to gain skills and to become truly effective.

Okay?

So the team is under pressure. We have an audit coming up next month. We have big contracts that are really teetering on the precipice. There's a lot of work. There are files that we have to close. There are a lot of things. We can't replace someone at the drop of a hat like that. We can't just snap our fingers and replace someone. Even if the companies all tell you, yes, you're irreplaceable and you let yourself feel it. The truth is, an employee really is irreplaceable. When an employee leaves, it's a personality that leaves. It's knowledge, it's experience, it's a touch that leaves. And when an employee leaves, it's the company that really dies. In part. But unfortunately, most companies don't see it that way and therefore don't realize that their human resource is truly their greatest strength. And so the employee who leaves will put them in a difficult situation. So they say to themselves, he surprised us. In other times, we would have let him go. But now we are in a lot of trouble. So what do they do? They will grab you at the door and say, come on, let's talk. Then they will offer you things, make promises, lots of promises. Watch my video on verbal promises that companies make. Well, the promise is nothing. They are not going to do things like say, well, you want money, we will comment on you. Or if you want a role, we will give it to you in the future. I'll tell you an example that happened to me, but it overlaps. It overlaps. It's not just my personal story that I'm telling you. It overlaps with stories that people tell me all day long. Today I was in a campaign. I was starting to get bored with my role. I had been there for years. There were more interesting roles than what I was doing that better matched the skills I had at the time. Because when I joined the campaign, my skills inevitably increased. So at one point, there were other roles that were better paid, that were more interesting, that did much nicer things. And then these roles were distributed under the table. That means distributed among friends.

Okay?

And so after a while, I was starting to get bored. So what did I do? I said to myself, I'll go somewhere else, I'll quit. He'll catch me at the door. So. And they are capable of lying, my friends. You would be like, I should have recorded what? I should have recorded them. And by the way, between us, if you work from home and you are in strange conversations with your employer, where there are things that are honestly recorded. I know that it is not always possible to record on your computer because he sees it. It is the work computer. But honestly, the easiest thing to do is just hide a phone. Just a phone. Turn the sound up loud, hide a phone outside the camera, and before joining the meeting, press raw. Keep that kind of thing, my friends, because if one day you are in conflict, if one day you go to the labor court, if one day it would be very interesting to have that kind of thing. So what I do, I go to the meeting. Of course, I don't record all that. And they make me all the promises in the world. But of course, if you want more money, we will value. I even have the HR manager. So, HR manager, yes. So before I came, I looked at your file. You have an absolutely extraordinary track record. Everyone respects you, everyone speaks well of you. You are the kind of person Our company cannot afford to lose. We, people like you would rather you stay. We give you any role you want because you excel at everything you do. And frankly, they are capable. Wow. They are capable of brushing you up really well. I mean, there you go. Plus a manager. Who is there? Me. One, two. Oh, yes, but we have the budget. I didn't know. Okay, yes, I know. I looked. I know that you are undervalued compared to your market value. I know that the market for your skills has changed. If you want money, I will sign the check right now. It will be increased. Your next salary will be higher. They do that. They're doing this to keep you because they need you now. However, what's going to happen is that several things are going to happen. Not all verbal promises will be kept. Verbal promises, just made at the time of listening to my video on verbal promises are worthless. They only bind those who believe them. That's the first point. Secondly, you'll fall into the category of unreliable people. That means you caught them once. Yes, okay, you caught them.

Okay.

They've been fooled. They had to put themselves at your feet to keep you, to save a lot of things that you're doing now. They don't want that to happen to them in six months, in three months. That means they're going to get together right away and say, okay, we managed to keep the guy or we missed out on him. However, the guy is going to leave. He's going to leave. He's not happy. I know that. So what we're going to do is speed up recruitment. We're going to speed up his replacement. Uh, I don't want him to keep his hottest assignments anymore. He's going to have to give them to his colleagues. His colleagues are going to have to figure it out. They have to improve their skills. What I think is that we give these hottest files to his colleagues, but he's going to oversee them, he's going to help them.

He's going to.

He's going to work with them to get them through. We're doing a skills transfer. So he gives the file. I don't know. He gives the file to the bank of France, or he gives the file to the Marseille City hall, or he gives the file to the city of Munich or whatever. He gives it to his colleagues. It's true that his colleagues don't have the skills to manage them. But on the other hand, what he's going to do is sit down with them and then pass on his skills. Well, now he's costing us more we're going to make him work. We're going to anyway. I don't think he'll stay. I think he'll leave. So we don't care. You know what I mean? These are the kinds of conversations that will happen behind your back. It means that they're going to start taking away everything that made your job enjoyable and interesting, and they're going to give you only thankless tasks, and they're going to start siphoning off your knowledge. And they're also going to start recruiting your replacements. You'll see when your replacements start arriving, we'll be all honey with them. We'll be on our knees before them while you'll start being treated like a fool because you wanted to leave the family, okay? You're a guy. We can't trust you. You won't have any allies in the company because the rumor will get around that you resigned, that they caught you before you left. But we know that now. Everyone knows that you're not going to. Everyone knows that you're not going to stay, okay? Everyone knows that. So no one will want to ally with you, because we only make alliances with people. You know, alliances are alliances of interest. So if you stay in the company, I can help you. I can do you a favor because I know that you'll also give me the favor. But if you're about to leave, imagine that we're in a restaurant, in a meeting. There are people who were saying bad things about you. Am I going to defend you? Why is a colleague going to defend you? He's going to defend you, or I have a meeting right now. Why is a colleague going to defend you? He's not going to defend you because he has no interest. You're going to leave. You don't know anything at all. You don't see anything anymore. So in fact, your quality of life will deteriorate. If you accept, you agree to stay. And after the verbal promises, me, for example, the verbal promises that were made to me were not respected, okay? The salary promise was respected because it was quantified. It was an objective thing. You can't lie about that. On the other hand, the promise to change roles, these roles that were given under the table, that were given between friends, I was promised. I was told. Listen. The girl from Hatch told me this. Listen. We have always worked with trust in this company. We have known each other for a very long time. I just ask you to trust me. The role. I know that you want this role. And I looked at your service record. I know that you are competent for this role. I know that after a few years you deserve to move into a role like this and everything. I completely agree with you. On the other hand, I don't have this role right now. I can't give it to you right now, in the hour or in 24 hours, give it to me. I need a few days. But it's just a matter of a few days. By the end of the month, you'll be in, okay? We don't want you to leave. We want you to stay and we'll give you this role. Well, I can tell you, a few days later, they told me, yes, we'll have a meeting, okay? Here I am, working, getting the authorizations, all that. Three weeks later, I was at. Yes, you know my calendar is open, right? If you want to talk to me, the calendar is available. Well, come. And that's it. I don't know what you told me, but come. Two months later, I was still doing the same job. Three months later, I was still doing the same job. And it was getting harder and harder, okay? And after a while, I left. After a while, I left. I realized that I was undesirable. That's it. I left through the back door, okay? This time no one spoke to me or wrote to me or.

That's it. That's it.

They didn't need me anymore.

Okay?

So you should never, ever stay. If you decide to resign, you resign. If you want to start conversations about your advancement, about your salary, start them. But not by using the argument of emission, because the argument of emission is one way. Don't go back, okay? This is not an argument for talking. It's really, really for leaving.

Okay?

Thank you, my friends, for watching this video so far. And I'll see you in the next one.