How NOT to Get Re-Hired
The following example is based on a real event.
Steve had previously been hired by Generic Clinic. After his first few weeks, Jane, his boss, told him that he wasn’t meeting his job responsibilities. Even after stating that he would make the required adjustments, Steve’s numbers didn’t change. So Jane wrote him up. Steve wasn’t happy about this, of course. He went so far as to express his disdain when replying to the email that provided a copy of his writeup. A few weeks later, Steve put in his two weeks’ notice with Generic Clinic after accepting a manager position elsewhere. He was happy to leave, ready for a fresh start and the chance to feel appreciated as the man in charge.
Until the novelty wore off. Steve struggled to meet the higher expectations that came with being a manager. So he decided to jump ship before terms got too ugly at his new job. He applied for another managerial position and asked Jane to be a reference. Jane wanted him to call her to discuss his request. Steve was surprised Jane didn’t give him the immediate and emphatic “yes” he was hoping for. He declined to talk to her, deciding to search for a more favorable reference elsewhere.
Sadly, Steve’s second application didn’t work out. So when he discovered that Generic Clinic had posted a job opening, he applied. He even texted Jane, asking her to confirm that she was still in the same supervisor role. When she did, he asked her if he could have his position back, and for a pay adjustment in the process. She replied that she was no longer directly in charge of hiring, but that their Human Resources department would contact him when ready to schedule an interview.
Have you dealt with someone like Steve? Whether you have or not, let’s learn from Steve’s missteps:
Don’t put angry statements in writing. Sure, Steve might feel justified in being upset in being told he was doing a poor job. No one enjoys feeling incompetent or learning that they’re disappointing their boss and teammates. But if you choose to voice your frustrations, don’t share them in an email. Being defensive always leaves a bad taste in your employer’s eyes. Having written evidence only makes it worse. If Steve needed to vent, it should’ve been to a friend outside the company. A bad attitude will always find its way around. It never helps your reputation. Assuming he got past his anger, he needed to demonstrate the change his employer requested of him. While Steve technically left on good terms, Generic Clinic is unlikely to welcome him back.
Don’t avoid evidence to the contrary. To be fair, we don’t know why Steve declined to call Jane when she asked him to. Perhaps he really was that busy. But it’s odd that he wouldn’t at least hear what she had to say, especially if he felt their relationship was strong enough to ask for her help. Jane was willing to be a reference, but with the caveat that she was going to be honest about Steve’s track record with Generic Clinic. Given Steve’s precarious employment situation, it’s in his best interest to do everything he can to increase his chances of not just getting hired, but staying employed. And sometimes, that includes feedback would be unpleasant to receive and apply. But as long as he refuses to believe he needs to change, he sealed his own fate.
Don’t bet on work friendships to lead to favors. Jane wanted the best for Steve. She really did. She was sad that he talked back in his email response after receiving his written warning. She was sad when he felt like he wasn’t getting career advancement opportunities within Generic Clinic, despite evidence to the contrary. She was confused when he declined to discuss his reference request in more detail. Finally, Steve’s direct ask to get his job back made Jane feel like he was trying to “skip the line.” Even if Jane could help him in the way he wanted, she knew she couldn’t afford to. Whether Steve realized it or not, he banked too hard on Jane’s goodwill. He assumed that by asking nicely enough, he would not only get his job back, but also a pay raise in the process. This isn’t about Jane’s opinion of Steve, or what feels like an unwillingness to help him. Truth is, Steve’s job performance damaged his work relationships, even among his friends there. As long as his track record can’t be undone, Steve won’t be welcomed back as an employee.
How can you make sure you don’t end up like Steve? Here are three principles to consider applying.Make prompt, specific adjustments when you receive feedback. As the saying goes, “An ounce of prevention is worth a pound of cure.” Essentially, Steve didn’t want to admit he was his own biggest problem. As long as he feels like it’s never his fault, he will simply run away from situations that demand his improvement. The irony is that every time he leaves, he takes his biggest problems with him, which is his defensiveness. He could’ve avoided all of this if he had simply shown prompt change in his actions after the first warning. Now he’s on the outside looking in.
Be mindful of what you say and when you say it. Navigating workplace politics involves strategy and discretion. At some point, someone at work will say something you don’t like. Do you consider how your bosses will respond to what you say while you’re on the clock, even if they’re not around? You can’t assume work conversations are ever done in confidence, even as people try their best to be discreet. Steve might still have left the company if he was unhappy beyond the initial feedback. But he could’ve left on a lot better terms. The world is smaller than we’d like to admit. Bridges are never worth burning, even if you feel like you’d never work another day for “that” employer. In Steve’s case, he should’ve been playing a much longer game when it came to maintaining his network, designing his ending well by changed actions and an improved attitude.
Recognize that who you are is how you work. As someone who’s had to fire people and also having been fired, I’m always sad for the relationships I’ve lost each time. That’s just part of the process we all have to accept. In Steve’s case, Jane is willing to be his friend despite the strained work relationship. But Steve eroded Jane’s view of him as an employee. Jane can’t afford to overlook that. As this stage, any interactions between Steve and Jane need to stay outside work if Steve wants the friendship to stay amicable. Crossing that line won’t help Steve’s reputation, which has gotten into rough shape.
This blog post is meant for people like Steve and for the Janes that deal with people like Steve. Steve is unlikely to have the type of awareness that would lead him to hire a career coach like me. But I trust that he is not beyond redemption and that one day, his situation will be dire enough to recognize he needs to work on himself. If you are in a situation similar to Steve’s, feel free to set up a complimentary call! If you know someone like Steve, I’d love an introduction! Just click on the button below. Whether you enlist my help or that of another coach, I hope you get (and keep!) the job you want!
