Layoffs Quotes

The Great Depression was going on, so that the station and the streets teemed with homeless people, just as they do today. The newspapers were full of stories of worker layoffs and farm foreclosures and bank failures, just as they are today. All that has changed, in my opinion, is that, thanks to television, we can hide a Great Depression. We may even be hiding a Third World War.

Mentoring is: Sharing Life's Experiences and God's Faithfulness

Being fired has some of the advantages of dying without its supreme disadvantages. People say extra-nice things about you, and you get to hear them.

Psychologists have long known that people tend to see their own lives through rose-colored glasses: they think they’re less likely than the average person to become the victim of a divorce, layoff, accident, illness, or crime. But change the question from the people’s lives to their society, and they transform from Pollyanna to Eeyore.

There are recovery programs for people grieving the loss of a parent, sibling, or spouse. You can buy books on how to cope with the death of a beloved pet or work through the anguish of a miscarriage. We speak openly with one another about the bereavement that can accompany a layoff, a move, a diagnosis, or a dream deferred. But no one really teaches you how to grieve the loss of your faith. You’re on your own for that.

AUGUST 5, 1981. That’s the date it became official. It’s rare that we can point to an exact date when a business theory or idea becomes an accepted practice. But in the case of mass layoffs, we can. August 5, 1981, was the day President Ronald Reagan fired more than 11,000 air traffic controllers.

Poet's Work" Grandfather advised me: Learn a trade I learned to sit at desk and condense No layoffs from this condensery

How does paying people more money make you more money? It works like this. The more you pay your workers, the more they spend. Remember, they're not just your workers- they're your consumers, too. The more they spend their extra cash on your products, the more your profits go up. Also, when employees have enough money that they don't have to live in constant fear of bankruptcy, they're able to focus more on their work- and be more productive. With fewer personal problems and less stress hanging over them, they'll lose less time at work, meaning more profits for you. Pay them enough to afford a late model car (i.e. one that works), and they'll rarely be late for work. And knowing that they'll be able to provide a better life for their children will not only give them a more positive attitude, it'll give them hope- and an incentive to do well for the company because the better the company does, the better they'll do. Of course, if you're like most corporations these days- announcing mass layoffs right after posting record profits- then you're already hemorrhaging the trust and confidence of your remaining workforce, and your employees are doing their jobs in a state of fear. Productivity will drop. That will hurt sales. You will suffer. Ask the people at Firestone: Ford has alleged that the tire company fired its longtime union employees, then brought in untrained scab workers who ended up making thousands of defective tires- and 203 dead customers later, Firestone is in the toilet.

Trust me.” That’s what a CEO says every day to her employees. Trust me: This will be a good company. Trust me: This will be good for your career. Trust me: This will be good for your life. A layoff breaks that trust. In order to rebuild trust, you have to come clean.

I'm OK with firing people when they fuck up, but canning them when they've done nothing wrong - that's painful. [on the layoffs needed after 9/11 hit the business]

For Michelle, the road to the good life was narrow and full of hazards. Family was all you could count on, big risks weren’t taken lightly, and outward success—a good job, a nice house—never made you feel ambivalent because failure and want were all around you, just a layoff or a shooting away.

When I was younger, before this layoff which has nearly finished me, I hitchhiked one hundred and twenty-seven hours without stopping, without food or sleep, crossed the continent twice in six days, cooled my thumbs in both oceans and caught rides after midnight on unlighted highways, such was my skill, persuasion, rhythm. I set records and immediately cracked them; went farther, faster than any hitchhiker before or since.

He's not as bad as everyone makes out. He might buy venerable old companies and strip their assets, causing numerous layoffs and the odd corporate suicide or two, but that's business. Inside, he's a big teddy bear.

Studies on the phenomenon indicate that a person with a high tolerance for pain is likely to also have above-average capacity to cope with the stress of a job layoff or a cancer diagnosis, and this same person is more likely as well to have experienced a moderate amount of psychological trauma in his or her past. It would appear that a certain amount of misfortune is needed to toughen the mind against suffering and hardship, but excessive trauma leaves scar tissue.

Without the heavy set aristocratic man snoring away on his side of the bed, without the fresh-eyed child whose hair ribbon needs retying; without the conversation at meals and the hearty appetites and getting dressed for church on time; without the tears of laughter or the worry about making both ends meet, the unpaid bills, the layoffs, both seasonal and unexpected; without the toys that have to picked up lest somebody trip over them, and the seven shirts that have to be washed and ironed, one for every day in the week; without the scraped knee and the hurt feelings, the misunderstandings that need to be cleared up, the voices calling for her so that she is perpetually having to stop what she is doing and go see what they want - without all this, what have you? A mystery: How is it that she didn't realize it was going to last such a short time?

the top causes of stress in the U.S. have been identified by scientists at Stanford Graduate School of Business in a major study. They are “a lack of health insurance, the constant threat of lay-offs, lack of discretion and autonomy in decision-making, long working hours, low levels of organizational justice, and unrealistic demands.

A fun thing to do to let off steam after layoffs began was to go into someone's office and send an email from their computer addressed to the entire agency. It might say something simple like "My name is Shaw-NEE! You are captured, Ha! I poopie I poopie I poopie." People came in in the morning and their reaction was so varied. Jim Jackers read it and immediately sent out an email that we read, "Obviously someone come into my office last night and compossed an email in my name and sent it out to everyone. I apologise for any inconvenience or offence, although it wasn't my fault, and I would appreciate from whoever did this a public apology. I have read that email five times now and I still don't understand it.

Change is difficult, but it can be managed when you stay aware of the power of your choices, even if it’s simply your attitude.

When companies are in the red, employees worry about their jobs. People aren’t stupid—they know that burning cash means the good times won’t last. The possibility of layoffs is always nagging. CVs are always at the ready.

When something doesn’t go your way, you respond with humor and wit instead of anger and emotion. You understand that your energy is better suited for the big battles—such as job layoffs or family deaths—and not for rejections by strangers.

If you want to teach a kid a life skill, teach him reality. Give him a picture of what the world will throw his way. Even the rich and famous have their share of heartache and loss. People go broke. People get sick. Loved ones die. There are setbacks, cutbacks, rollbacks, buyouts, layoffs, bankruptcies. Is it fair to reward a kid for everything he does until he’s eighteen, filling his room with trophies regardless how he performs, and then find him shocked the first time he fails a course or loses a girlfriend or gets fired from a job?

What is trust? I could give you a dictionary definition, but you know it when you feel it. Trust happens when leaders are transparent, candid, and keep their word. It’s that simple. Your people should always know where they stand in terms of their performance. They have to know how the business is doing. And sometimes the news is not good—such as imminent layoffs—and any normal person would rather avoid delivering it. But you have to fight the impulse to pad or diminish hard messages or you’ll pay with your team’s confidence and energy.

In a traditional business, the only consideration that really matters is the accumulation of profit. All else is subordinated to this goal. In a co-op, the dominant consideration is whatever the workforce wants it to be, for example the maintenance of steady employment, service to the community, or the accumulation of profit (to be allocated as the members decide). We’ll see below that, as a rule, workers prefer the continued employment of as much of the workforce as possible to the retention of high revenues, which in hard times means that they accept pay cuts in order to avoid layoffs.

For the vast majority of people, dieting just doesn’t work. It fails because of our physiology; the body plays a game of sabotage by lowering its metabolism or otherwise undercutting our efforts. It fails because life intervenes, with layoffs or new babies or sick parents. It fails because no amount of willpower can be sustained forever.

Cash flow never comes from making people redundant.

Don't miss work and never be late. Your boss will appreciate it, and he will reward you by shaking your hand in gratitude after he lays you off.

AI doesn't take any breaks. Plus, AI won't file sexual harassment charges when your boss flirts with it.

Psychologists have long known that people tend to see their own lives through rose-colored glasses: they think they’re less likely than the average person to become the victim of a divorce, layoff, accident, illness, or crime. But change the question from the people’s lives to their society, and they transform from Pollyanna to Eeyore. Public opinion researchers call it the Optimism Gap.

PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.

They kept moving past the racks of the Night Vale Daily Journal by the windows. Due to spiraling printing costs and the necessary layoff of nearly its entire staff, the Journal had long ago moved to an imagination-based format. The racks were empty except for a small note reminding you that if you imagined what a hypothetical Night Vale newspaper might look like, then you needed to send a check for $19.95 to the Daily Journal to cover your monthly Imagination Subscription.

What had happened was this: I fell out of my own map. It's an easy thing to do, especially in middle age, but really it can happen at any time. We all live by different lights - success, for some, desire for others - and take our bearings along different dreams. Some of us fly west with the night, into the unknown, urged on by adventure; others look only for the harbor lights, and stay safely in sight of home. But whichever way we choose, we come to rely on the sameness of our days, on the fact that for years at a time the road ahead looks much like the road behind, the horizon clear, the obstacles negotiable. And yet from time to time we stumble into wilderness. It can happen to anyone, at any age: the graduate putting away the cap and gown, the fifty-five-year-old rereading the layoff notice, the wife staring at the empty side of the still-warm bed. Now what? they whisper as they look ahead to a place where the landmarks disappear, and the map reads TERRA INCOGNITA.

December 8, 1986 Hello John: Thanks for the good letter. I don’t think it hurts, sometimes, to remember where you came from. You know the places where I came from. Even the people who try to write about that or make films about it, they don’t get it right. They call it “9 to 5.” It’s never 9 to 5, there’s no free lunch break at those places, in fact, at many of them in order to keep your job you don’t take lunch. Then there’s OVERTIME and the books never seem to get the overtime right and if you complain about that, there’s another sucker to take your place. You know my old saying, “Slavery was never abolished, it was only extended to include all the colors.” And what hurts is the steadily diminishing humanity of those fighting to hold jobs they don’t want but fear the alternative worse. People simply empty out. They are bodies with fearful and obedient minds. The color leaves the eye. The voice becomes ugly. And the body. The hair. The fingernails. The shoes. Everything does. As a young man I could not believe that people could give their lives over to those conditions. As an old man, I still can’t believe it. What do they do it for? Sex? TV? An automobile on monthly payments? Or children? Children who are just going to do the same things that they did? Early on, when I was quite young and going from job to job I was foolish enough to sometimes speak to my fellow workers: “Hey, the boss can come in here at any moment and lay all of us off, just like that, don’t you realize that?” They would just look at me. I was posing something that they didn’t want to enter their minds. Now in industry, there are vast layoffs (steel mills dead, technical changes in other factors of the work place). They are layed off by the hundreds of thousands and their faces are stunned: “I put in 35 years…” “It ain’t right…” “I don’t know what to do…” They never pay the slaves enough so they can get free, just enough so they can stay alive and come back to work. I could see all this. Why couldn’t they? I figured the park bench was just as good or being a barfly was just as good. Why not get there first before they put me there? Why wait? I just wrote in disgust against it all, it was a relief to get the shit out of my system. And now that I’m here, a so-called professional writer, after giving the first 50 years away, I’ve found out that there are other disgusts beyond the system. I remember once, working as a packer in this lighting fixture company, one of the packers suddenly said: “I’ll never be free!” One of the bosses was walking by (his name was Morrie) and he let out this delicious cackle of a laugh, enjoying the fact that this fellow was trapped for life. So, the luck I finally had in getting out of those places, no matter how long it took, has given me a kind of joy, the jolly joy of the miracle. I now write from an old mind and an old body, long beyond the time when most men would ever think of continuing such a thing, but since I started so late I owe it to myself to continue, and when the words begin to falter and I must be helped up stairways and I can no longer tell a bluebird from a paperclip, I still feel that something in me is going to remember (no matter how far I’m gone) how I’ve come through the murder and the mess and the moil, to at least a generous way to die. To not to have entirely wasted one’s life seems to be a worthy accomplishment, if only for myself. Your boy, Hank

The grandparents are raising the children because the biological parents have skipped off—for whatever reason, not always meth. The demands of the wars in Iraq and Afghanistan have often meant that both parents in a military family get deployed at once, and they leave their children with their grandparents. Layoffs of single working mothers lead a lot of families to decide to become multigenerational again. A wave of bipolar disorders and addiction to video games and gambling has also taken a toll on families.

First the AI came for the lawyers’ jobs, and I did nothing, because it was funny. Then the AI came for the journalists’ jobs, and I again was passive, because it was hilarious. Finally, the AI came for Human Resources’ jobs, and I actually did something—I laughed heartily.

While it is not always clear what is fair, and people’s judgments of fairness can be biased by their self-interest, there is a growing sense that the present disparity in wages is unfair. When executives argue that wages have to be reduced or that there have to be layoffs in order for corporations to compete, but simultaneously increase their own pay, workers rightly consider that what is going on is unfair. That will affect their effort today, their loyalty to the firm, their willingness to cooperate with others, and their willingness to invest in its future.

You, dear reader, should take away from this time in my life that you must always be thinking about how marketable you are. I was right about that. If you have only one skill and the market for that skill is limited, your upside is limited and your downside is wide open. If you get lucky, your company will never have a layoff. If you wait long enough, you’ll get a raise or promotion. If you are good, work hard, and work for the right company, this is a viable strategy. But it’s not one that will give you true job security or allow you to skip steps as you climb the career ladder.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

Married guys will report how sexual their wives become after they get to the gym and start shaping up after a long layoff (or for the first time). It’s easy to pass this off as looking better makes women more aroused (which is true), but underneath that is the breaking of a pattern. You’re controllable and predictable so long as you’re pudgy and listless – what other woman would want you? But start changing your patterns, get into shape, make more money, get a promotion, improve and demonstrate your higher value in some appreciable way and the imagination and competition anxiety returns.

Overall, more than fifty-nine thousand factories and production facilities were shut down all across America over the last decade, and employment in the core manufacturing sector fell from 17.1 million to 11.8 million from January 2001 to December 2011, a punishing toll for what historically had been the best sector for steady, good-paying middle-class jobs. By pursuing a deliberate strategy of continual layoffs and by holding down wages, both of which yielded higher profits for investors, business leaders were not only squeezing their employees, they were slowly strangling the middle-class consumer demand that the nation needed for the next economic expansion.

In boom times companies have high profits. They increase production to satisfy demand for goods. This leads to excess supply. Companies cut prices to compete for customers. leading to lower profits, lay-offs, and economic depression. Eventually lower prices lead to an increase in demand and profits go back up. The economy is a yo-yo.

But that avenue into economic stability, even for the college educated, was now threatened by two key developments: First, the federal government’s layoffs were concentrated in the social service agencies, where many African Americans worked. Reagan had exempted the Department of Defense, for example, while making it clear that “other divisions of Government would be hit especially hard by the employment reductions.” When one agency was abolished in 1981, jobs for nine hundred workers, 60 percent of them black, were wiped out. Then, the Department of Health and Human Services, a major agency for black employment, absorbed about half of the six thousand layoffs scheduled for 1982.

A crucial link in the spreading timetable system was public transportation. If workers needed to start their shift by 08:00, the train or bus had to reach the factory gate by 07:55. A few minutes’ delay would lower production and perhaps even lead to the lay-offs of the unfortunate latecomers. In 1784 a carriage service with a published schedule began operating in Britain. Its timetable specified only the hour of departure, not arrival. Back then, each British city and town had its own local time, which could differ from London time by up to half an hour. When it was 12:00 in London, it was perhaps 12:20 in Liverpool and 11:50 in Canterbury. Since there were no telephones, no radio or television, and no fast trains

Shortly before our CFO’s pep talk, another high-level executive at the bank stopped me in the hall to give me what he considered some critical advice. “A lot of smart kids like you come through the bank, and they use it for a stepping stone,” he said. “They stay for a year or two and then they leave. I think that’s a huge mistake. Look at me: I’ve been here forever and I’m happier than anyone I know. This place rewards loyalty, and I’m good at my job because I’ve got my finger right on the pulse of the company. I know everything that’s going on.” A week later, I saw two workmen hauling boxes out of his office. He was a victim of the bank’s first-ever round of layoffs. I’m not trying to put this man down for his faith in the bank or make light of his unemployment. I want to use his story to make another point about failure in business. That chat reinforced something else I was beginning to learn: people in management positions, even very senior management positions, are often completely wrong about the fortunes of their own companies. More important, in making these misjudgments, they almost always err on the side of excessive optimism. They think their businesses are in much better shape than they actually are. Jerry’s rig utilization chart at Global Marine and our own CFO’s boasts about Joe DiMaggio only underscored this lesson for me at the time. And, three decades and over 1,400 meetings with other executives later, I can say this tendency is as pronounced as ever.

The toy is the lodestar of the child’s survival. The consequences of his failure to get his toy are disastrous. That Hoffman’s—and anyone else’s—pursuit of glory operates in the same way is why one man’s fear of failure and striving for perfection is significant, why it is not a matter of bourgeois decadence, in a world where a million Syrian children are in exile and starving. The Syrian child, the child lacking his toy, and the actor fear for their survival. How will they survive? And how will they medicate their fear? I suppose this is the moment where I am supposed to say that fear can be conquered by trusting in the risen Lord or whatever. But I would just as well save the reflex. I would just as well not waste meaningless words to counter the assertion about which Hoffman was exactly right: this world is damn terrifying. It is easy enough to say that fear is an illusion or something trumped-up when you don’t read the newspaper or have a frank conversation with your friend. How could one not be scared in a world where your birth is the beginning of your preparation for death? This is a world of cancer and hunger and beheadings and layoffs and heartbreak and stabbings and innumerable and head-spinning and creative forms of violence and lovelessness. This is a world where people are still burnt alive. That is, in this world there are people who must endure, for several hundred seconds, the sensation of a hot iron enveloping the body until they die of bleeding, inhalation, or organ failure. What sane person would not be terrified in such a world?

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

the decorators could have chosen a different color than gray. Sure, that was the hue of the decade, but with the layoffs and the one-foot-in-the-grave-other-on-a-banana-peel vibe, being surrounded by carpeting the color of asphalt, cubicles done in old porridge, and walls that matched a corpse left in the cold was only adding to the depression.

By spending time in God's Word, you will know the truth, how to behave righteously and have the peace that surpasses all understanding. You will be able to fight against Satan and his maniacal demons because of your faith, and you will remember the beautiful truth - no matter how exhausting this layoff is - if you are a believer you are going to heaven one day. Is this not the best news you could ever receive? Be strong, my friends. You are going to make it through this layoff. I know you will, and God knows you will.

Are you praising God, or cursing Him, during the storms of your layoff? How many times in the New Testament do we read of Jesus telling His disciples to 'get in the boat, let us go to the other side?' He and the disciples ALWAYS REACH the other side. Sure, they encountered some storms along the way sometimes, BUT they also witnessed just who they were friends with, and what He could do. Layoffs are definitely like storms, and chances are good you were not the one to suggest getting into the boat and having your emotions, not to mention your finances, relationships, health, etc., tossed to and fro, frightened out of your mind at times. Have you asked Jesus to sit in your boat with you? If so, you can rest assured, He has you covered whether you see it in a tangible way, or not. And, He will take you safely to the other side. The storm (your layoff) will end.

In those rare circumstances where layoffs are the only way for a business to survive (e.g., extreme market conditions), the organization should perform the reduction in force before embarking on a transformation journey that relies on creating a safe environment for the workforce to make innovative decisions.

it’s critical that an organization approach the freed capacity that is realized through process time reductions in a way that enables growth rather than viewing it as a labor reduction exercise that leads to layoffs.

What to Do with Freed Capacity Freeing capacity is a vital way for labor-intensive organizations to increase the proportion of revenue to labor. The effort, though, should not result in layoffs. Rather, freeing capacity enables an organization to accomplish one or more of the following outcomes: Absorb additional work without increasing staff Reduce paid overtime Reduce temporary or contract staffing In-source work that’s currently outsourced Create better work/life balance by reducing hours worked Slow down and think Slow down and perform higher-quality work with less stress and higher safety Innovate; create new revenue streams Conduct continuous improvement activities Get to know your customers better (What do they really value?) Build stronger supplier relationships Coach staff to improve their critical thinking and problem-solving skills Mentor staff to create career growth opportunities Provide cross-training to create greater organizational flexibility and enhance job satisfaction Do the things you haven’t been able to get to; get caught up Build stronger interdepartmental and interdivisional relationships to improve collaboration Reduce payroll through natural attrition

Benny’s stories were more frequent in the days before the downturn, when we felt flush and secure. We were less mindful of being caught gathering. Then the downturn hit, our workload disappeared, and, though we had more time than ever to listen to Benny’s stories, we were more conscious of being caught gathering, which was one indication that our workload had disappeared and that layoffs were necessary.

You learn that what matters in a big company is to avoid falling victim to firing or layoffs, and to appear important and critical to the company’s mission

...this is hard to explain, but it's not a government operation, the Kennedy thing [assassination]. I've been in government my whole life, and I've seen a lot of slimy deals go down, and the one characteristic they all have is stupidity and simplicity; once you pick at them, they start to unravel. People rat each other out. They leave evidence lying around. They buy yachts they can't afford. And let's face it, you want to start a conspiracy in the government, who've you got to do the job? Guys who signed up to work at a desk eight hours a day for thirty years, with no chance of layoffs and a nice pension at the end. Not your top recruits for skullduggery, right? Prime example: Watergate. Now that's a government conspiracy.

Just as layoffs were making a mockery of the team concept, employees were urged to find camaraderie and a sense of collective purpose at the microlevel of the "team". And the less teamlike the overall organization became with the threat of continuous downsizing, the more management insisted on individual devotion to these largely fictional units.

It seems no one is guaranteed a job anywhere anymore. These are troubled times for workers. The creeping sense that no one’s job is safe, even as the companies they work for are thriving, means the spread of fear, apprehension, and confusion. One sign of this growing unease: An American headhunting firm reported that more than half of callers making inquiries about jobs were still employed—but were so fearful of losing those jobs that they had already started to look for another.5 The day that AT&T began notifying the first of forty thousand workers to be laid off—in a year when its profits were a record $4.7 billion—a poll reported that a third of Americans feared that someone in their household would soon lose a job. Such fears persist at a time when the American economy is creating more jobs than it is losing. The churning of jobs—what economists euphemistically call “labor market flexibility”—is now a troubling fact of work life. And it is part of a global tidal wave sweeping through all the leading economies of the developed world, whether in Europe, Asia, or the Americas. Prosperity is no guarantee of jobs; layoffs continue even amidst a booming economy. This paradox, as Paul Krugman, an MIT economist, puts it, is “the unfortunate price we have to pay for having as dynamic an economy as we do.”6 There is now a palpable bleakness about the new landscape of work. “We work in what amounts to a quiet war zone” is the way one midlevel executive at a multinational firm put it to me. “There’s no way to give your loyalty to a company and expect it to be returned anymore. So each person is becoming their own little shop within the company—you have to be able to be part of a team, but also ready to move on and be self-sufficient.” For many older workers—children of the meritocracy, who were taught that education and technical skills were a permanent ticket to success—this new way of thinking may come as a shock. People are beginning to realize that success takes more than intellectual excellence or technical prowess, and that we need another sort of skill just to survive—and certainly to thrive—in the increasingly turbulent job market of the future. Internal qualities such as resilience, initiative, optimism, and adaptability are taking on a new valuation. A

To modernize it a bit, lavish and excessive benefits during boom times won’t be remembered enough if you ask for pay cuts or do a round of layoffs during bad times. The moral desire to really be generous is fatal if it leads to insufficient cash reserves.

Massive layoffs at financial firms. Banks refusing to lend while other banks were closing their doors. Congress chasing its tail. Obama blaming Bush. McCain/Palin blaming the Democrats.

Vera had presented herself at HR to save them the trouble of summoning her. They’d called it a redundancy instead of a layoff, which she thought was kind.

THAT PHONE CALL to Clow was the beginning of Steve’s first big move as iCEO. Steve decided Apple needed an advertising campaign to reaffirm Apple’s old core values: creativity and the power of the individual. It needed to be something radically unlike the meek and confused product advertising that Apple had been offering consumers for years. Instead, this campaign would celebrate the company—not the company as it was that summer of 1997, but the company Steve imagined Apple should be. On the surface, it seemed an outrageous and perhaps spendthrift goal, given the company’s losses and layoffs. But Steve was insistent. And that’s why Clow made the journey north from TBWA\Chiat\Day’s offices in the Venice section of Los Angeles to Apple headquarters in Cupertino.

inside her. She missed them. She missed herself. The Nora who giggled with Beth over silly jokes instead of tolerating them with forced laughter. The Nora who spent weekends devouring books instead of working or staring at the ceiling. The Nora who didn’t hide from sincerity or truth. That Nora had been gone for a year now, since the layoffs hit her team and sent her

Every employee has some talent. When we’d been 120 people, we had some employees who were extremely talented and others who were mildly talented. Overall we had a fair amount of talent dispersed across the workforce. After the layoffs, with only the most talented eighty people, we had a smaller amount of talent overall, but the amount of talent per employee was greater. Our talent “density” had increased. We learned that a company with really dense talent is a company everyone wants to work for. High performers especially thrive in environments where the overall talent density is high.

After the 2001 layoffs, we realized that at Netflix we also had a handful of people who had created an undesirable work climate. Many weren’t great at their jobs in myriad little ways, which suggested to others that mediocre performance was acceptable, and brought down the performance of everyone in the office.

In 2002, with a new understanding of what makes a great place to work, Patty and I made a commitment. Our number one goal, moving forward, would be to do everything we could to retain the post-layoff talent density and all the great things that came with it. We would hire the very best employees and pay at the top of the market. We would coach our managers to have the courage and discipline to get rid of any employees who were displaying undesirable behaviors or weren’t performing at exemplary levels. I became laser-focused on making sure Netflix was staffed, from the receptionist to the top executive team, with the highest-performing, most collaborative employees on the market.

I worry about our shrinking industrial base and the loss of a highly skilled workforce that has kept America the unchallenged aerospace leader since World War II. By layoffs and attrition we are losing skilled toolmakers and welders, machinists and designers, wind tunnel model makers and die makers too. And we are also losing the so-called second tier—the mom-and-pop shops of subcontractors who supplied the nuts and bolts of the industry, from flight controls to landing gears. The old guard is retiring or being let go, while the younger generation of new workers lucky enough to hold aerospace jobs has too little to do to overcome a steep learning curve any time soon.

If we work in an environment in which leadership tells the truth, in which layoffs are not the default in hard times and in which incentive structures do not pit us against one another, the result, thanks to the increased levels of oxytocin and serotonin, is trust and cooperation. This is what work-life balance means.

Takeover Twattery (The Sonnet) Oligarchs don't even care about the welfare of their employees, And you want them to care about social welfare! Keep dreaming! Oligarchs have no regard for the struggles of human life, And you think they'll transform the world! Keep dreaming! I thought Mark was bad for not treating facebook's health issues, But the chief twat makes Zuck look like an incompetent simpleton. Oligarchs are poster boys for regress, not crusaders for freedom, Better to have a CEO without answers than one who answers to none. However, like corrupt politicians, oligarchs are made by people, If anybody is to blame it's the morons who put them in pedestal. If you had the common sense to question your pavlovian attraction, Spoiled brats could never treat society as daddy's mine of emerald. Now more than ever it is imperative to ban large scale takeovers. Moreover, it is vital to legally shun the rise of billionaires.

First we lose, then we win in Life." Recently many people in the IT and Tech sectors are facing a difficult phase of their life. I had similarly faced a difficult phase in the Finance sector in the year 2008. We all have gone through failures in life. But that should not stop us from trying for success. Staying hopeful and working toward our goals bring us an opportunity to achieve success.

In the time of layoffs my two cents of advice to the entrepreneurs and business leaders: we share a great camaraderie with some people. We get amazing positive energy and warm vibes from some people.They genuinely care for us and want us to be successful and happy. They trust us and collaborate with us to accomplice our creative goals. We must hold on to such people in our life and stay connected to them. That's the way to lead a happy and satisfied life.

In the time of layoffs my two cents of advice to the entrepreneurs and business leaders. We share a great camaraderie with some people. We get amazing positive energy and warm vibes from some people. They genuinely care for us and want us to be successful and happy. They trust us and collaborate with us to accomplice our creative goals. We must hold on to such people in our life and stay connected to them. That's the way to lead a happy and satisfied life.

In response to a question, Teller noted that neither he nor anyone else could promise that layoffs would never happen. But if layoffs were needed, the first to go would be people who had never failed. Context is critical to interpreting that statement. If you’re leading a moonshot factory, you simply cannot afford to have people on the team who are unwilling to take risks. People who take smart risks will, inevitably, sometimes fail. That’s what good performance looks like!

Airbus, a consortium of European manufacturers it had always derided as a glorified jobs program, actually had a cost advantage over Boeing. Its factories produced planes 12 percent to 15 percent cheaper than Boeing’s, the study reported. Ironically, this was in part because of rigid labor laws in Europe, which made layoffs more expensive and, in places like Germany, forced the involvement of labor unions in management decisions. As a consequence, Airbus was quicker to adopt automated machinery, but also more likely to train and develop its workers rather than to fire them.

they used to be. Warlow had picked up the reins after an eighteen-month self-induced lay-off wrapped up as a supposed retirement. But the force, namely Superintendent Sion Buchannan, asked him to return after a successful partnership where he’d consulted on a nasty case with Jess Allanby and they’d blown wide open a drug and human trafficking racket. And so here he was doing the same thing as he’d done for the last

Mary, I cannot possibly take one more bad thing happening to you! How can you be so calm?” The answer was because of my previous layoff eight years earlier, I accepted Christ as my Lord and Savior and my relationship with God began. And, so did the miracles. My friends, there is nothing better than knowing God in such a personal way, in knowing no matter what He allows into my life, He is there with me, and He is going to take care of me. But I had to learn these things the hard way, just as you are doing. God is real, God loves you, and no matter what, everything is going to be OK.

Your only “security” is knowing what you do well. Knowing your areas of competence will give you freedom amid corporate politics and unexpected layoffs. Wayne Gretzky was once asked why he was such a great hockey player. He responded with an eloquent morsel of wisdom: “I simply went to where the puck was going to be.” An average player would go where the puck was or is.

Anger is the fire in your belly. Properly channeled, it will energize your job search.

One of the most shocking things about job loss is that you learn very quickly who your true friends are and who your work acquaintances were.

Manage rejection by using the Rule of 3/30. This means you follow through with potential networking opportunities, companies, and positions three times every month. When you do this, you will be following up every ten days, which is a balanced approach and does not seem desperate.

Don't assume more than your adjusted share of responsibilities out of guilt or shame about being unemployed because this could sabotage your job search.

Job searching eight hours a day sounds like a lot of time, but that time should include attendance at networking events, community events, volunteer activities, and attendance at least one support group.

You can gain valuable insights into the issues a company is promoting by reading its blog. However, blogs written by former employees usually discuss the hidden underbelly of the organization—the issues the company does not want discussed in public.

Set up news alerts for companies in which you are particularly interested.

Your personal marketing plan is a two-page strategy that summarizes your job search.

Market your strengths by using your exclusive abilities.

I believe God uses a layoff as sort of a blow torch, turning up the heat in our lives, so we can not only “see the forest for the trees”, but to help burn off wrong mindsets, unconfessed sin, and help us get back on the right path with Him. Layoffs are not fun, but they can and will produce much good in your life, if you respond to God and seek what it is, He is asking you to do, or not do, give, walk away from, walk towards, etc. As one of my favorite preachers, Dr. Charles Stanley, always says, “God is up to something good in your life!

Keep in mind the special ways in which unemployment affects your children. Young children will probably not understand enough about your job to react in the same way as adult members of your household. That doesn't mean they will be untouched or unaffected by your unemployment.

The key to managing fear and panic is to put your concerns into perspective. Create a scheduled worry time.

Be prepared to experience extreme mood swings as long as you're unemployed. Your feelings may be exaggerated.

Do Not Sign Your Severance Package at the Time of Your Termination You will have thirty days to review all paperwork given to you for your signature.

Bernard Haldane is credited with creating the outplacement method of having clients recall stories about satisfying accomplishments, concentrating on those they achieved without effort and enjoyed immensely.

But losing a job doesn't make you any less of a person. It simply presents a challenge to overcome.

To reduce fear, choose, instead, to move forward. Know that there is another job for you out there; positive thinking always helps change your situation.

A strong follow through makes the difference between getting noticed and being overlooked.

Does this layoff have your life spinning out of control like a toy top you used to play with, a merry-go-round that seems as if it will never end? I know what that feels like. I have also learned how to find joy in spite of how you feel: by knowing Jesus. He can be counted on like no one else. We live in a world where many people are selfish and untrustworthy, always asking, “What’s in it for me?” No one has your best interests in mind better than God, your Creator and heavenly Father. People come and go in our lives, as do jobs. God is the only constant in your life; and, He never changes. Selah [which means, “pause, and think about that.”}

Constructively channeled anger will energize your job search.

Ask for professional help if you feel you are becoming clinically depressed.

Volunteer because being productive feels good and allows you to focus on what you have instead of what you lost.

pinpoint these skills, it is important for you to identify at least twenty accomplishments from all times of your life: school, work (from your early career to the present), volunteer activities, hobbies, etc.

Unexpressed anger can be heard in your voice and impact how you interview.

By investing the time to figure out your differential advantage, you will save hours of time and reduce the overall length of time you are out of work.