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- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
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- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
The Right Way to Be Fired
內容大綱
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: the "lost identity" trap, the "lost family" trap, and the "lost ego" trap. 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.