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Volume 9, Issue 12;   March 25, 2009: Coping with Layoff Survival

Coping with Layoff Survival

by

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?
The USS Indianapolis on July 10, 1945, off Mare Island

The USS Indianapolis on July 10, 1945, off Mare Island. Mare Island (which is actually a peninsula) was the site of a US Naval shipyard. On July 26, the Indianapolis delivered to a base on Tinian, parts of the bomb known as Little Boy, which would be used against Hiroshima. She then left for Guam, and after departing Guam, she was attacked and sunk by a Japanese submarine. She did send distress calls, which were received, but tragically ignored for various reasons. Over 300 of her crew of 1196 died in the attack, and of the 880 who went into the water, all but 317 were lost to sharks. Survivors of this attack, by man and by sharks, truly did (and do) experience survivor guilt. The survivor guilt some of us are now feeling is real, and pales by comparison. If you're experiencing survivor guilt following layoffs, it is well to keep your experience in perspective. Photo courtesy U.S. Department of the Navy, Naval Historical Center.

Layoffs feel bad to almost everyone, even those who aren't laid off. True, the financial problems survivors face aren't anywhere near as serious as those faced by the people laid off, but even those who do keep their jobs feel hurt and face problems and traps. What are those problems and what can we do about them?

Survivor guilt is real
It's not unusual to feel guilty about keeping your job while people more senior or more able or more astute lost theirs. Not unusual, but not really appropriate either. Feeling responsible for a decision in which you had so little role is unrealistic.
That sense of responsibility might be connected to an overestimate of your own importance. The layoff was not about you. Injustice might have been a part of the layoff, but you didn't carry it out.
You can't personally save the company
Some of those who do keep their jobs feel an overwhelming urge to pick up the burdens that others used to carry. They try to carry too much load, and their personal lives suffer.
Now that the company has fewer people to do the work, less work will get done. It might take some time for the company to figure out what it has to drop, but it will. Some of what you now do will be dropped, and some (but not all) of what other people did will be redistributed. In the meantime, guard your personal life. Step forward when called upon, up to a reasonable limit.
Rebuild your support network
If some of your best friends are no longer your co-workers, your support network has probably been somewhat disrupted. You might feel alone and lonely. Your lunch crowd might be smaller and wounded.
Rebuild your network. Reach out to others, repairing wounded relationships Treat those who are laid off
not as you would wish to be treated,
but as they wish to be treated
if necessary. Recognize that others have feelings very much like your own, and they will probably be happy to join you in a new set of friendships.
Keep in touch with your friends who were laid off
They are no longer your co-workers, but they can still be your friends. They might require some time alone to recover, or they might require immediate attention. Everyone is a little different.
Treat those who are laid off not as you would wish to be treated, but as they wish to be treated. If you aren't sure, and your relationship is close enough, ask. These friendships can sometimes last beyond one job, or two or three. You might need their support sometime soon.

These suggestions seem so reasonable, but it wouldn't be enough for me, because I need a good laugh once in a while, and this list is way too serious. You probably have your own coping strategies, too. What are they? Go to top Top  Next issue: Discussion Distractions: 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.

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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.

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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.

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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?

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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.

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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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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.

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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.

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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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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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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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