There
are some things worth being fired over. Sometimes
your personal values don’t mesh with the company’s (regardless of what the
company’s “Values Statement” says). Back in 2008, at Smith Barney, we had sold
supposedly low-risk investments to our clients. But instead of their value
declining modestly during the downturn, they went to very close to $0. I never
found any evidence of wrong-doing; but I did recognize that we had nonetheless
breached our clients’ trust, regardless of what the small print said. I
proposed that we share part of the losses with them – both because it was the
“right thing” to do, but also very much because sharing the impact of the hit
would, I thought, be the “right business thing” to do. There were others who
disagreed; after much back-and-forth (and many “no’s”), my team’s argument won
the day, but it was clear I wasn’t long for the company.
Squeeze
every bit of personal development out of the experience. Ok, this one can be hard. But in the first few
weeks out of the company, I made it a practice to ask anyone and everyone what
I could have done better or how I could have managed the situation more
effectively. This was hardly pleasant, but surprised people into an invaluable
honest discussion.
…..But
don’t listen to your “frenemies.” But know who to
listen to. I remember a very senior, very connected, very
savvy woman who very kindly told me that my career was over, that having
a falling out with a large company was a career-ending event, regardless of the
reasons. She authoritatively told me that a man might be able to have a next
career chapter, but a woman couldn’t. I chose to completely ignore her.
Cut
the cord with the old workplace more quickly than you may want to. Here is where I made a real mistake. I continued to
speak regularly to my former colleagues; my reasoning was that I wanted to be
helpful to them and continue to coach them. The truth is, it was a sad drag for
them and for me. I should have closed that door faster.
It’s
important to have connections outside of your company.
This is pretty self-explanatory. But it’s easy to tell yourself you’ll form
these connections later, since few people plan to be fired and the return on
this investment can be hard to see, when there are always more urgent matters.
If
you’re able to, don’t make any big decisions right away. I had a friend tell me shortly after I left “When
something like this happens, you think you’re thinking straight, but you’re
not. You won’t think straight for at least three months.” If you have the
luxury of avoiding any major career decisions that long, the perspective you
gain after decompressing can be valuable.
Nobody
cares as much about it nearly as much as you do. I
promise.
….But
candor helps with future employers. Evading the
question wasn’t a particularly good idea in 1985, when your awkward silence may
have been a give-away. In this age of social media, it’s an even worse idea.
Own it.
Good
results help even more. Let’s face it:
it’s one thing to be swept out of a company because a new manager wants to put
his own team in place and another because you didn’t deliver business results.
In finding that next job, be fact-based and specific on the business results
you and your team achieved in the prior one.
If
you don’t get fired at least once, you’re not trying hard enough. This isn’t quite true yet, but it is becoming
truer. As the pace of change in business increases, the chances of having a
placid career are receding. And if in this period of rapid change, you’re not
making some notable mistakes along the way, you’re certainly not taking enough business
and career chances.
You
can’t beat someone who won’t give up. Yes, I read
this on a bumper sticker, but it’s still true.
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