One Workplace Basic You May Be Forgetting

 

Yesterday, I had the opportunity to read Douglas R. Conant's retrospective about losing his job. Many of us have lived through the trauma of being "laid off" or fired. (Somehow going through the experience doesn't make the prospect of recurrence any easier to process). I experienced this early in my career and it came as a complete shock. At the time, I was completely baffled. However, when I look back on my tenure - it could have been predicted. As Conant describes, we often need to take stock and accept a "blinding glimpse of the obvious." I, too, had failed to see that I had skipped a critical career step. I had not made my commitment to the organization readily known.

We often discuss how organizations should make every effort to engage employees and encourage real commitment (I firmly believe in this) - but we forget that we play a key role in establishing and strengthening thesocial contract that is implied there. This remains a crucially important step in a recovering economy - as many of deal with less than perfect roles and working relationships. In my case, I was viewed as someone who wished to be part of the organization only until my "real work life" began - not fully committed. But, in reality that was not the case. I learned that it was entirely possible to be cut, even if when viewed as effective. To make matters worse, the decision was made because the organization felt that I really wanted to move on. Ultimately, I stayed the course and completed my work - yet something was deemed to be missing.

Expressed commitment is an important element in the social contract hammered out between you and your employer. In many ways, that contract guides the present and future relationship that exists between you, your supervisor and ultimately the organization. The strength of that often unstated contract, is often measured through your expressed attitudes and behaviors. Take a moment to think about the messages you might be sending. Does your outward demeanor jive with how you feel about the organization? Do your actions and attitudes say "stay" or "go"?

Some things to consider:

• Are you "culture positive"? Do you believe in and support the organization's culture? Is this expressed? Whether this includes a specific attitude concerning customers,products or process - be sure that others know if you are "on board" for the longer haul.
• Do you mesh with other employees? Do you put forth real effort to bond with your colleagues? Have you made every effort to collaborate fully? If you make a less than gallant attempt, this could be communicating to others that your commitment is waning.
• Job fit issues. A tough economy can force some unlikely job assignments. If you are in a "less than perfect" match and have been vocal about it, clear up the "commitment" message. Let key individuals know that you remain committed to the company, even though your current role may not be ideal.

Have you ever been let go because you were not viewed as committed? Were you misunderstood, or was it time to leave?