I was told when I started my last job that I was in line to take over my one “supervisor's” job, with a $20-$30K pay bump. They said, “X is planning on retiring in two years.” 5 years later, I have saved the company over $300K in time and labor costs in my junior position, in addition to being part-time IT support, learning SCADA operations, overseeing 2 server migrations (after catastrophic failure of the first one), upgrading our maps to modern web-based GIS interfaces (instead of PDFs), and being the person people come to to get problems solved because they don't like dealing with X.
Four of those years, I was gracious, despite the micromanagement and condescending tone while doing so when X decided to take an interesting in doing something other than browsing Facebook. This last year? Less so. X didn't want to get vaccinated because X “never got the flu.” X also came into work recently with the flu, still running a fever, no mask, and tried to sit down with a coworker that was leaving for Hawaii the next day and myself to show us trip photos. I brought masks for everyone and we spaced out. X later went home early. Then, X dropped the bomb while the owner was away that I wasn't getting X's position. X is still two years out from retirement.
So after protesting when the owner got back, and sitting through a few meetings where I presented the things I have done there, and planned to do once being in charge of the department, I was offered six months of severance and accepted. Our home value has more than doubled since we've been here, so we are selling the house, cashing in, getting a boat and budgeting for an extended sabbatical. You won't retire? Fine, I will.
Note: I'm really the only one that manages our online map. Since I've been there, our department has grown by two (one of which was supposed to replace another that was supposed to leave). Every time something went wrong, I was the person usually turned to for solutions; I'm a troubleshooting wiz. My coworkers have both tackled projects for other departments that they are immersed in. Once I had to explain to X how to use algebra for scaling purposes, but X only believed it when I plugged in the proper scaling and it worked, as opposed to X finding random numbers from other sites with different parameters and trying them, and then wondering why it didn't work and blaming the equipment in the field. I was given a grudging “good job” after a half hour of trying to explain it to X. X still does not know how to scale. Now, X has a reason to delay retirement, as X will either have to learn the new software, or hire someone else to replace me and figure out all of the efficiencies I have put into place to keep the maps running. The people with that knowledge cost much more than me.
I liked working with everyone else in the office, and they all offered glowing reviews to the owner while we were debating steps to be taken. The owner is a good person, and spends ~$10K on employee kids for Christmas presents or gift cards based on a list we provide them of kid interests. Unfortunately, they are loyal to a fault, and seniority usually wins.