#我在Gate广场过新年 Daily Focused Response Time for Private Messages: Role Transition in the Company

What you're facing now isn't really a question of "whether to discuss" but rather, after the role change, whether the responsibilities, risks, and reward structures are aligned.

Last year, you were a sales manager—essentially in a performance role—where the company bore fixed costs, and you amplified personal earnings through high-margin products. Your income and results were directly linked, and risks were relatively controllable.

This year, after being promoted to a leadership position, the logic has changed. You are now in an operational role: on one hand, your income becomes a combination of monthly salary and performance assessments; on the other hand, you must bear fixed costs such as venue, personnel, base salary, and operations, while also setting a profit bottom line. This means you’ve shifted from "making incremental profits" to "covering costs first, then discussing profits."

Here, I suggest you do one thing first, rather than deciding whether to discuss or not—calculate your business model clearly:

1. The industry has already moved from a growth phase to a mature phase, so profit margins will naturally decline. Is a 5% profit margin in line with the current industry average?

2. Under the current cost structure, what are your actual personal earnings when achieving 5%, 10%, and 15% profits?

3. If market fluctuations or product profit declines, do you still have the authority to adjust the product mix or costs?

If the calculations show that:
- Risks have significantly increased,
- But the profit ceiling hasn't increased proportionally,

then the issue isn't execution capability but the need to adjust the model itself. Therefore, the suggestion is—it's okay to discuss, but the focus shouldn't be on asking for a salary increase; it should be on aligning responsibilities with rewards.

For example:
- The reasonableness of profit targets;
- Which costs are borne by the company and which by the team;
- Whether profit distribution aligns with operational risks.

A more mature way to express this is:
"Now that my role has shifted from sales to operations, I am willing to take responsibility for the results, but I hope the operational model is sustainable in the long term. Can we work together to re-evaluate the profit and cost structure?"

If the model is sound, then look inward and grow the pie; if the model itself is flawed, then no matter how hard you try, you're just amplifying risks.

From a management perspective, it's more important to first calculate clearly and then decide the direction than to simply work harder.