Last Sunday, my friend asked me out for coffee to share how he suddenly went from being a department head to an ordinary employee. To add insult to injury, he now has to report to a younger man he used to train during his probation. Seeing how quiet he became as he recounted his first day in the new role, I found myself empathizing with him.

During this era of corporate restructuring, streamlining and consolidation, drastic personnel changes are quite common. Many who once held managerial positions have returned to specialist roles while younger employees who fit new requirements are being entrusted with leadership responsibilities.

When he was still a department head, my friend was assigned to mentor a fresh graduate who was new to corporate work. He taught him every task, from preparing fieldwork documents and writing detailed minutes to drafting reports with evidence and data. After the probation period, he was the one who evaluated and recommended the young man for official hiring.

Then came the restructuring, which removed many middle management roles and streamlined the hierarchy. My friend was moved to a specialist position, while the young employee he had once trained was promoted into his former role. By then, the employee had already been with the company for several years.

“The first time he assigned me a task, it felt a bit strange and uncomfortable,” my friend said. I knew exactly where that feeling came from. It was less about pride or jealousy and more about the reversal of a familiar order. Changing a job title takes only a decision, but changing one’s mindset can sometimes take a long journey. In the workplace, seniority is often viewed as a kind of “soft power.” That is why having a former subordinate become his new boss can stir emotions, even though everyone understands that these decisions are made for the business’ benefits, not based on personnel’s ability.

Such “role reversals” highlight a key principle of streamlining, which is valuing ability over tenure by choosing people who are best suited for the role rather than those who have simply been around longer. Restructuring is not only about cutting managerial positions, but also about embracing new mindsets, acquiring new skills and strengthening adaptability. Younger workers often meet these expectations more easily because they are trained for modern work demands and are familiar with technology and quicker to adjust.

After regaining his composure, my friend later called me and said something I will never forget: “Hey, I helped train a fresh graduate into a manager. So what is there to be sad about?”

I think he came to see that the value he created for others can matter more than the role he once held. What truly counts is not a job title, but the professionalism and generosity to take on the role that best fits your abilities, even when it is not a management position.

*This opinion was submitted by a reader. Readers’ views are personal and do not necessarily match VnExpress’ viewpoints.