
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 issue in this series
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More about layoffs
Doorknob 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?
Double 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.
What'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.
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.
Encourage 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.
Those 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?
Organizational 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.
How 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.
How 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.
How 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.
Four 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.
Four 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.
Coping 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?
Teamwork 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.
Teamwork 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.
Hyper-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.
What 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.
Sixteen 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.
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.
Pariah 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.
Changing 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.
Constancy 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.
Rationalizing 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.
Why 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.
Managing 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.
Wishful 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.
Nine 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.
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.
Layoff 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.
Layoff 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.
Beating 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.
Beating 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.
Mitigating 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 Workplace Politics:
Empire Building
- Empire builders create bases of power within the larger organization. Typically, they use these domains
to advance personal or provincial agendas. What are the characteristics of empires? How can we navigate
through or around them?
The Risky Role of Hands-On Project Manager
- The hands-on project manager manages the project and performs some of the work, too. There are lots
of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential
conflicts of interest.
Conflicts of Interest in Reporting
- Reporting is the process that informs us about how things are going in the organization and its efforts.
Unfortunately, the people who do the reporting often have a conflict of interest that leads to misleading
and unreliable reports.
Stalking the Elephant in the Room: I
- The expression "the elephant in the room" describes the thought that most of us are thinking,
and none of us dare discuss. Usually, we believe that in avoidance lies personal safety. But free-ranging
elephants present intolerable risks to both the organization and its people.
The Politics of the Critical Path: I
- The Critical Path of a project or activity is the sequence of dependent tasks that determine the earliest
completion date of the effort. If you're responsible for one of these tasks, you live in a unique political
environment.
See also Workplace Politics and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
Coming 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.
And 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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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