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Volume 9, Issue 5;   February 4, 2009: How to Avoid a Layoff: Your Relationships

How to Avoid a Layoff: Your Relationships

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In troubled economic times, layoffs loom almost everywhere. Here are some tips for reconfiguring your relationships with others at work and at home to reduce the chances that you will be laid off.
A pipe tomahawk dating to 1740-1780

A pipe tomahawk dating to 1740-1780. This weapon has a steel head, probably of European or colonial manufacture. Prior to the arrival of Europeans in North America, tomahawks had stone heads, and pipe tomahawks were much more rare. The ritual of burying the hatchet probably involved not hatchets, but tomahawks and other weaponry, usually contributed by both sides. The ritual might have signified peace, but more often it meant merely a cessation of hostilities. In the modern workplace, we have no ritual for ending quarrels and feuds, but we would surely benefit from the adoption of something formal. The power of ritual, especially one witnessed by many people in addition to the parties to the conflict, would add durability to the cessation of hostilities. Photo courtesy U.S. National Park Service.

During any economic contraction, layoffs are in the air. If you still have a job, you've probably worried about layoffs. Fortunately, there's more you can do than worry. You can actually take steps in three areas: your own frame of mind, your relationships and your situation. Last week we dealt with frame of mind. Next week, we'll address ways to improve your situation. Today, we examine relationships.

Make job security a family effort
Involve the entire family in the effort to keep you employed. To enhance your sense of financial security, reduce family expenses in ways that don't materially affect happiness. Everyone can help, by reducing expenditures, downsizing wants, and disclosing needs before they become expensive emergencies.
Bury the hatchet and look the other way
Now is not the time for workplace feuds and duels. Do what you can to be easy to work with, to be cooperative and flexible. If you have enemies of long standing, think about ways to patch things up. Certainly do nothing to create any new problems.
Create solutions for your boss
The quality of your relationship with your boss can determine your longevity on the job. Go beyond avoiding creating problems for your boss — create solutions. Of course, in doing so, take care not to overstep the bounds of your job. Become known for getting things done with dispatch.
Beware workplace romance
Almost always a bad idea, workplace romance is an especially bad idea now. While they last, romances can create trouble with colleagues, and even more trouble when they end. If you haven't started one yet, don't. If you're in one, have a chat about the extreme importance of discretion.
Participate in local chapters of professional societies
Usually this is a one-evening-a-month commitment. Not much, but it can be important in keeping you attuned to conditions, and keeping you in touch with your network. You'll gain valuable information while you build a support structure you might someday need yourself if the worst happens.
Now is not the time for
workplace feuds and duels.
Do what you can to
be easy to work with.
Keep your internal network strong
Now more than ever, it's important to know what's happening in your organization. Attend to your internal network. Make new contacts and refresh existing contacts. Use social networking tools like LinkedIn and Twitter as internal networking tools.
Keep your external network strong
Your external network is not just a source of job leads when you need them. It's also a source of information about the place where you now work, and conditions in your industry. And people in your network need your help too. No doubt you have already received, or soon will receive, requests for references. Help whenever you can. If you want your network to support you someday, keep (or start) supporting it now.

Next time we'll examine strategies and tactics for strengthening your position at work.  How to Avoid a Layoff: The Inside Stuff First issue in this series   How to Avoid a Layoff: Your Situation Next issue in this series  Go to top Top  Next issue: How to Avoid a Layoff: Your Situation  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

More about layoffs

A doorknobDoorknob Disclosures and Bye-Bye Bombshells  [July 10, 2002]
A doorknob disclosure is an uncomfortable, painful, or embarrassing revelation offered at the end of a meeting or conversation, usually by someone who's about to exit. When we learn about bad news in this way, we can feel frustrated and trapped. How can we respond effectively?

A 19th century shipwright's mast broad axDouble Your Downsizing Damage  [July 17, 2002]
Some people believe that senior management is actually trying to hurt their company by downsizing. If they are they're doing a pretty bad job of it. Here's a handy checklist for evaluating the performance of your company's downsizers.

The Grand CanyonWhat's So Good About Being Laid Off?  [December 25, 2002]
Layoffs during the holiday period of November 15 through January 15 are far more common than you might think. Losing your job, or fearing that you might, is always difficult, but at this time of year it's especially helpful to keep in mind that the experience does have a bright side.

What's in it for him?Beyond WIIFM  [August 13, 2003]
Probably the most widely used tactic of persuasion, "What's In It For Me," or WIIFM, can be toxic to an organization. There's a much healthier approach that provides a competitive advantage to organizations that use it.

Henry David ThoreauEncourage Truth Telling  [November 19, 2003]
Getting to the truth can be a difficult task for managers. People sometimes withhold, spin, or slant reports, especially when the implications are uncomfortable or threatening. A culture that supports truth telling can be an organization's most valuable asset.

ScissorsThose Across-the-Board Cuts That Aren't  [July 14, 2004]
One widespread feature of organizational life is the announcement of across-the-board cuts. Although they're announced, they're rarely "across-the-board." What's behind this pattern? How can we change it to a more effective, truthful pattern?

The Lincoln Memorial at sunriseOrganizational Loss: Searching Behavior  [April 16, 2008]
When organizations suffer painful losses, their responses can sometimes be destructive, further harming the organization and its people. Here are some typical patterns of destructive responses to organizational loss.

The Purchasing Managers IndexHow to Avoid a Layoff: The Inside Stuff  [January 28, 2009]
These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for changing your frame of mind to help reduce the chances that you will be laid off.

A pipe tomahawk dating to 1740-1780How to Avoid a Layoff: Your Relationships  [February 4, 2009]
In troubled economic times, layoffs loom almost everywhere. Here are some tips for reconfiguring your relationships with others at work and at home to reduce the chances that you will be laid off.

A collared lizardHow to Avoid a Layoff: Your Situation  [February 11, 2009]
These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for positioning yourself in the organization to reduce the chances that you will be laid off.

Christ's Indian PaintbrushFour Popular Ways to Mismanage Layoffs: I  [February 18, 2009]
When layoffs are necessary, the problems they are meant to address are sometimes exacerbated by mismanagement of the layoff itself. Here is Part I of a discussion of four common patterns of mismanagement, and some suggestions for those managers and other employees who recognize the patterns in their own companies.

A captive white rhinoFour Popular Ways to Mismanage Layoffs: II  [February 25, 2009]
Staff reduction is needed when expenses overtake revenue. But when layoffs are misused, or used too late, they can harm the organization more than they help. Here's Part II of an exploration of four common patterns of mismanagement, and some suggestions for those managers and other employees who recognize the patterns in their own companies.

The USS Indianapolis on July 10, 1945, off Mare IslandCoping with Layoff Survival  [March 25, 2009]
Your company has just done another round of layoffs, and you survived yet again. This time was the most difficult, because your best pal was laid off, and you're even more fearful for your own job security. How can you cope with survival?

James Madison, author of the Bill of RightsTeamwork Myths: Conflict  [June 17, 2009]
For many teams, conflict is uncomfortable or threatening. It's so unpleasant so often that many believe that all conflict is bad — that it must be avoided, stifled, or at least managed. This is a myth. Conflict, in its constructive forms, is essential to high performance.

The Hall of Mosses Trail in the Hoh Rain ForestTeamwork Myths: I vs. We  [July 1, 2009]
In high performance teams, cooperative behavior is a given. But in the experience of many, truly cooperative behavior is so rare that they believe that something fundamental is at work — that cooperative behavior requires surrendering the self, which most people are unwilling to do. It's another teamwork myth.

The wreckage of the Silver Bridge across the Ohio RiverHyper-Super-Overwork  [August 5, 2009]
The prevalence of overwork has increased with the depth of the global recession, in part because employers are demanding more, and in part because many must now work longer hours to make ends a little closer to meeting. Overwork is dangerous. Here are some suggestions for dealing with it.

George III, King of Great Britain and King of Ireland, 1738-1820What Is Workplace Bullying?  [March 3, 2010]
We're gradually becoming aware that workplace bullying is a significant deviant pattern in workplace relationships. To deal effectively with it, we must know how to recognize it. Here's a start.

A centrifugal governorSixteen Overload Haiku  [October 27, 2010]
Most of us have some experience of being overloaded and overworked. Many of us have forgotten what it is not to be overloaded. Here's a contemplation of the state of overload.

Daffodils of the variety Narcissus 'Barrett Browning'Self-Serving Bias in Organizations  [July 20, 2011]
We all want to believe that we can rely on the good judgment of decision makers when they make decisions that affect organizational performance. But they're human, and they are therefore subject to a cognitive bias known as ``Em''self-serving bias``/Em''. Here's a look at what can happen.

A pariah dogPariah Professions: I  [June 5, 2013]
In some organizations entire professions are held in low regard. Their members become pariahs to some people in the rest of the organization. When these conditions prevail, organizational performance suffers.

A Carrick MatChanging Blaming Cultures  [March 5, 2014]
Culture change in organizations is always challenging, but changing a blaming culture presents special difficulties. Here are three reasons why.

Two components of the U.S. Consumer Price Index for 1994-2010Constancy Assumptions  [July 16, 2014]
We necessarily make assumptions about our lives, including our work, because assumptions simplify things. And usually, our assumptions are valid. But not always.

XP-80 prototype Lulu-Belle on the groundRationalizing Creativity at Work: II  [November 5, 2014]
Creative thinking at work can be nurtured or encouraged, but not forced or compelled. Leaders who try to compel creativity because of very real financial and schedule pressures rarely get the results they seek. Here are examples of tactics people use in mostly-futile attempts to compel creativity.

A laptop with password stickiesWhy We Don't Care Anymore  [April 8, 2015]
As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might help you appreciate your job.

The Satir Interaction Model as simplified by WeinbergManaging Wishful Thinking Risk  [October 21, 2015]
When things go wrong, and we look back at how we got there, we must sometimes admit to wishful thinking. Here's a framework for managing the risk of wishful thinking.

Brendan Nyhan and Jason ReiflerWishful Significance: I  [December 16, 2015]
When things don't work out, and we investigate why, we sometimes attribute our misfortune to "wishful thinking." In this part of our exploration of wishful thinking we examine how we arrive at mistaken assessments of the significance of what we see, hear, or learn.

A serene mountain lakeNine Brainstorming Demotivators: I  [January 31, 2018]
The quality of the output of brainstorming sessions is notoriously variable. One source of variation is the enthusiasm of contributors. Here's Part I of a set of nine phenomena that can limit contributions to brainstorm sessions.

Bottom: Aerial view of the Forth Bridge, Edinburgh, Scotland. Top: Inside the Forth Rail Bridge, from a ScotRail 158 on August 22, 1999.Conway's Law and Technical Debt  [January 30, 2019]
Conway's Law is an observation that the structures of systems we design tend to replicate our communication patterns. This tendency might also contribute to their tendency to accumulate what we now call technical debt.

Receiving bad news at workLayoff Warning Signs: I  [August 21, 2024]
One of the better career moves you can make is leaving your current position before your employer conducts layoffs. When you choose the time, you aren't under pressure and you make better decisions. Here are eight warning signs of coming layoffs.

Receiving bad news at work remotelyLayoff Warning Signs: II  [August 28, 2024]
Layoffs often signal their arrival well in advance, if you know what to watch for. Some of the indicators are subtle and easily confused with normal operations. Here are three more indicators that layoffs might be secretly underway.

A game of Jenga underwayBeating the Layoffs: I  [September 4, 2024]
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment.

A child at a fork in a pathBeating the Layoffs: II  [November 20, 2024]
If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages.

A man in despair, as one might be following a layoffMitigating the Trauma of Being Laid Off  [April 2, 2025]
Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself.

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Related articles

More articles on Emotions at Work:

Oscar Wisting, a member of Roald Amundsen's party, and his dog team at the South Pole in 1911Coping and Hard Lessons
Ever have the feeling of "Uh-oh, I've made this mistake before"? Some of these oft-repeated mistakes happen not because of obstinacy, or stupidity, or foolishness, but because the learning required to avoid them is just plain difficult. Here are some examples of hard lessons.
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Most of us have had way too much to do for so long that "too much to do" has become the new normal. We've forgotten what "enough to do" feels like. Here are some reminders.
A glass of red wineI've Been Right All Along
As people, we're very good at forming and holding beliefs and opinions despite nagging doubts. These doubts lead us to search for confirmation of our beliefs, and to reject information that might conflict with our beliefs. Often, this process causes us to persist in believing nonsense. How can we tell when this is happening?
Three Card Monte, Jaffa, IsraelFooling Ourselves
Humans have impressive abilities to convince themselves of things that are false. One explanation for this behavior is the theory of cognitive dissonance.
An informal meeting geometryMake Suggestions Privately
Suggesting a better way of doing things can sometimes backfire surprisingly and intensely. Making suggestions privately reduces that risk, but introduces a different risk.

See also Emotions at Work and Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

A man in despair, as one might be following a layoffComing April 2: Mitigating the Trauma of Being Laid Off
Trauma is an emotional response to horrible events — accidents, crimes, disasters, physical abuse, emotional abuse, gross injustices — and layoffs. Layoff trauma is real. Employers know how to execute layoffs with compassion, but some act out of cruelty. Know how to defend yourself. Available here and by RSS on April 2.
A common image of bullying in actionAnd on April 9: Defining Workplace Bullying
When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.

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