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Tips to help you succeed
You're Fired!
You're fired! These words are feared by us all, but it is an unfortunate trend that many professional chamber executives and economic developers are hearing these words from their boards of directors.
Sometimes the termination is warranted, other times it’s not. I know executives that have been fired for fiscal mismanagement, inappropriate sexual behavior or simply not performing. Others are the victims of an ineffective board or non-supportive community.
Some of the most obvious signs that you may be in trouble include distancing of your community and organization leaders, increased scrutiny of your performance and learning that members of the board are meeting without you. A sudden shift in organizational direction or a particularly acrimonious public debate can also be a foretelling sign.
Some of the most important things you can do to avoid being terminated are to build strong and more open relationships with your board members, develop measurable personal and organizational goals, insistence on regular and consistently applied performance reviews and acquiring an intimate knowledge of the organization’s finances. It is best to have a written contract that spells out the terms and conditions of termination, including a separation agreement.
If you do hear those dreaded words, don’t panic and don’t agree to anything without speaking to your own attorney with expertise in labor law. Your goal should be to manage the situation with as little harm as possible to your long-term career objectives and financial well-being. Document as much as you can in writing. Some organizations will want you to leave the premises immediately and others may allow you to stay for a period of time while you seek a new position. Negotiate as much flexibility as possible, including the circumstances of the announcement of your leaving. Avoid creating an adversarial relationship, but insist upon what you believe is fair at the same time. You wield more negotiating power than you may realize.
Regardless of how benevolent the organization may be, you will alternately feel anger, hurt, denial, guilt and finally, acceptance of the situation. Be warned this last phase may be the hardest and longest. Those you considered friends will not publicly rush to your support. They may not give you any reason other than wanting a change in “leadership’ or “direction”, making it difficult to put closure on the situation. They may fear a lawsuit, and thus, will not be forthcoming in providing an explanation for fear it will be used against them. One very successful chamber executive recently told me he still hasn’t put closure on his dismissal he experienced more than fifteen years ago.
Take comfort in knowing you are not alone. Many more executives have been terminated in their career than you realize. There is still shame attached to this situation, so they are naturally reluctant to speak of their experience. It would be a welcome addition to the profession if those affected executives would share their experience with their colleagues and if the associations serving them would provide more resources to assist them in their time of need. As boards become more demanding, we need the benefit of their experience.
Use the situation to determine your own responsibility in the breakdown of the relationship and to begin planning your next steps. It is a time to be used ...
