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Volume 9, Issue 6;   February 11, 2009: How to Avoid a Layoff: Your Situation

How to Avoid a Layoff: Your Situation

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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.
A collared lizard

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.  How to Avoid a Layoff: The Inside Stuff First issue in this series  Go to top Top  Next issue: Four Popular Ways to Mismanage Layoffs: I  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.

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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.

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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?

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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.

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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.

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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.

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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.

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We necessarily make assumptions about our lives, including our work, because assumptions simplify things. And usually, our assumptions are valid. But not always.

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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.

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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.

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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.

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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.

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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.

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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.

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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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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.
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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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