We have a friend who was recently let go from a company for whom he had worked for nearly twenty years. The entire conversation with his supervisor took less than a minute.
To clarify the situation, he was one of twenty or so people who lost his job that day at the local branch of a large company. This scenario was repeated over and over again at all the branches of that company as they responded to low earnings.
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Hear George & Mary-Lynn talk about what employees deserve on The Bigg Success Show! Click the purple player to listen while you read: Play Now | Play in Popup | Download
Hear George & Mary-Lynn talk about what employees deserve on The Bigg Success Show! Click the purple player to listen while you read: Play Now | Play in Popup | Download___
So here’s our first question:
Why do corporations treat humans inhumanely?
In most businesses, people are the most precious asset. So why do corporations act like they’re not. And let’s be clear here – corporations don’t do anything. They can’t. It’s humans who treat humans like this.
It’s the managers within those companies who are doing this. It’s probably their managers, or their manager’s manager, who insists that it be done.
Managers within companies are being asked to do more and more with less and less. So some people get laid off. In many, if not most cases, they’re good employees who just happened to be in the wrong place at the wrong time.
They’re reasonable people who can understand that sometimes tough choices have to be made. They’ve cared for their employer; they expect their employer to give them the same respect.
Which leads to our next question:
Why do companies burn bridges?
We’re told from a young age that we shouldn’t burn bridges. We get upset when our employees fail to give us notice. We think we deserve that much respect.
Don’t our employees deserve respect too?
We also believe that you have to understand the bigg picture. These employees you’re letting go today may be your best candidates tomorrow – if you handle it properly.
These people may be customers, too. They may know people who are your customers. What are you doing to your reputation when you show no respect for your employees?
And what are you saying to the employees who remain? Aren’t you saying that people don’t matter? That the only thing that’s important is this quarter’s earnings?
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He deserved more
Doesn’t an employee who’s been with a company for nearly twenty years deserve more than a minute from his manager when he gets laid off? We think so!
We think he deserved a conversation at least twenty times that long! How about a minute for every year he devoted? Is that asking too much? We don’t think so!
We think he deserved a complete explanation about what was going on and why his position was being eliminated.
We think he deserved to be reassured that he hadn’t done anything wrong.
We think he deserved to know if it was possible that his position would be available again if the company turned things around.
We think he deserved his manager’s best guess about the likelihood of that happening.
We think he deserved to know what resources were available to him to find another job or career, even if the company wasn’t willing to pay for it.
We think he deserved a written letter of recommendation that he could use to find that next position.
We think he deserved to be thanked for all that he had done.
We think he deserved to be treated like a human being!
We think managing is a tough job. But don’t make it tougher by treating people inhumanely and burning bridges. Give them the respect they deserve. Otherwise, you’ll lose more in the long run, as a manager and as a human being. Oh, and one more thing, your company will lose even more than you do.
What do you think?
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(Image in today's post by Gastonmag)
Bigg success is life on your own terms. The five elements of bigg success are money, time, growth, work and play. Today we’ll focus on time.
Renee called us with her bigg question. She’s been a manager for a few months. She’s having trouble getting all of her work done because her employees keep coming to her with problems that they could easily solve themselves. She feels herself getting more and more stressed about this situation. She wants our suggestions.
Renee, you’re not alone. This is a common problem with first-time managers. I’ve fought this myself. We’re told, “If you want the job done right, do it yourself.” So we don’t empower people like we need to so they feel comfortable making decisions. We need to help our people build their personal leadership skills.
