
A collared lizard in Petrified Forest National Park, Arizona. Most lizards can drop their tails as a defensive maneuver. If a predator has grabbed the tail, the advantage of shedding it is clear. But tail-shedding usually results in distraction of the predator, which can be advantageous even when the predator hasn't grabbed the tail. Shedding a tail is an expensive maneuver, and can result in lower social status and competitive disadvantages. Perhaps these phenomena explain why collared lizards so rarely shed their tails.
Troubled corporations sometimes engage in analogous behavior, selling off parts of themselves to raise cash. Usually we think of these maneuvers as signs of trouble, but selling a business to a competitor can do more than raise cash: it can distract the acquiring competitor as well, providing the seller with the time it might need to reconfigure itself to compete more effectively. This is yet another reason why positioning yourself in the most central parts of your company can be so advantageous. Photo by Marge Post, courtesy U.S. National Park Service.
These are unusual times — few of us have ever seen anything like this. You have a job now, but you're concerned about possible layoffs, and you want to reduce the chances of being laid off. Many career strategies of long standing no longer apply. For instance, a job with room for advancement might have been attractive a year ago, but a very secure job might be more attractive now.
To keep your job, when many others are losing theirs, recognize first that you aren't the only one thinking this way. Many of your colleagues are hitting Google looking for "how to avoid a layoff". Many are already applying what they've learned.
We've already examined tactics for stabilizing your own frame of mind and strengthening your relationships. Here are some tips for enhancing your relationship to the organization.
- Be irreplaceable
- Normally, being irreplaceable is undesirable, because it reduces the chances of promotion. These aren't normal times. Hang on to assignments that put you in positions the organization cares most about. Strategic importance is less critical than tactical importance.
- Work in the most important business unit
- If things get really bad, entire units — divisions, product lines, locations, subsidiaries — will be sold or closed. Being an irreplaceable part of one of those units won't matter.
- Work in a stable line of business
- Some companies serve multiple markets. The more stable the market, the safer you are. For instance, in advertising, serving the automotive market is riskier than serving health care.
- Skill up
- Acquire any skills, knowledge, or experience that would enable you to take on some of the responsibilities of a co-worker. If you already have such skills, make certain that the right people know. These skills will enable you to take on the duties of that co-worker after the layoff. Not having them makes you more eligible for layoff than someone else who has both those skills and yours.
- Tactfully decline re-assignment
- Unless a re-assignment puts you in a more secure position, you'll be the newbie when you get there. Newbies are more vulnerable to layoffs.
- Hang on to assignments
that put you in positions
the organization cares
most about - Be alert to high-level personnel changes
- Any change in personnel in your upward report chain could be significant for you. When you hear of a change or potential change, learn why it might be happening and what the consequences might be. Prepare yourself.
- Set Google alerts on your company and your report chain
- Google alerts can provide information about conditions and rumors long before any concrete events, by automatically sending you email when Google finds a hit that matches a search string you define. You can specialize to news. By setting alerts for your organization name and the names of people in your report chain, you can be tuned in to changes that might affect your position.
There are no guarantees — layoffs might eventually affect you. What to do then? A topic for another time. First in this series Top
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Related articles
More articles on Workplace Politics:
The High Cost of Low Trust: II
- Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust
really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
Deceptive Communications at Work
- Most workplace communication training emphasizes constructive uses of communication. But when we also
understand how communication can be abused, we're better able to defend ourselves from abusive communication.
One form of abusive communication is deception.
Holding Back: II
- Members of high-performing teams rarely hold back effort. But truly high performance is rare in teams.
Here is Part II of our exploration of mechanisms that account for team members' holding back effort
they could contribute.
The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions
that compromise organizational missions. In this part of the series we examine the effects of constant
demands for attention and admiration.
See also Workplace Politics and Managing Your Boss for more related articles.
Forthcoming issues of Point Lookout
Coming December 13: Contrary Indicators of Psychological Safety: I
- To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
And on December 20: Contrary Indicators of Psychological Safety: II
- When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.
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Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group