The right way to be fired

Nearly all of us will lose our jobs sometime, but is there a right way to be terminated? What differentiates fired employees who make the best of their situations from those who do not? One answer is mind-set. Many workers unconsciously hold a "tenure mind-set," believing in the promise of employment security. By contrast, other workers hold an "assignment mentality," seeing each job as one in a series of impermanent, career-building stepping-stones. Most corporate board members and CEOs have this latter mind-set and consider their executives to be filling terminal assignments; people who possess this mentality usually rebound swiftly when fired. But when employees who hold a tenure mind-set are suddenly fired or laid off, the authors say, they can fall into three common traps. Executives who have overidentified with their jobs and feel indispensable to their organizations get caught in the "lost identity" trap; they react to termination with anger and bitterness. In the "lost family" trap, employees possess tight-knit, emotional bonds with coworkers. When terminated, they feel betrayed and rejected. And finally, some introverted executives fall into the "lost ego" trap; they quietly retreat without negotiating fair termination packages and may settle for less satisfying work the next time around. To prepare for the eventuality of termination, the authors suggest that executives adopt the assignment mind-set at all times. They should keep their social networks alive, include a termination clause in employment contracts, and consider hiring an agent. If warning signs warrant, they might even volunteer to be terminated. By assuming control over the way they are fired, people can gain control over their careers.