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.

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?

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.

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.

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.

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

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.

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.

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.

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.

what could be its biggest round of layoffs in history.

from his company. After the stock market crash in 2000, Amazon went through two rounds of layoffs. But Bezos didn’t want to stop recruiting altogether; he just wanted to be more efficient. So he framed the kind

Our country was very close to acquiring full sovereignty—that is, a nuclear weapon. In the new world order, only nations that have a nuclear arsenal are sovereign; the others may be potential hotbeds of tension or providential sources of raw materials for the great powers, but from now on, that’s all. The world is run by the forces of international finance, for which peace is equivalent to layoffs. It’s all a matter of living space.

Yet neither their stop-at-nothing tactics nor their social Darwinist message would have gained much traction were it not for the stunning failure of Democrats to make the case for a strong and effective government that responds to the needs of average people. There is no shortage of evidence—globalizing corporations, rip-roaring CEO pay, mass layoffs, declining pay for the bottom 90 percent, mine disasters, exploding oil rigs, malfeasance on Wall Street, and wildly escalating costs of health insurance—and it is not especially difficult to connect the dots. Yet too frequently Democrats have appeared timid and defensive; too often they’ve given in to regressive demands without a fight; and they’ve allowed the regressives’ big lies to go unrebutted for too long.

But enough daydreaming. Our desks were waiting, we had work to do. And work was everything. We liked to think it was family, it was God, it was following football on Sundays, it was shopping with the girls or a strong drink on Saturday night, that it was love, that it was sex, that it was keeping our eye on retirement. But at two in the afternoon with bills to pay and layoffs hovering over us, it was all about the work.

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

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.

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.

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.

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.

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.

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.

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

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!

How we respond to something is just as important—if not more important—than our initial reaction.

Yet the grinding logic of austerity—passing on the bankers’ bills to the people in the form of public sector layoffs, school closures, and the like—had not yet been normalized.

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.

Insecurities. We’ve all experienced career setbacks, but it’s not the setback itself that keeps us from moving forward in our career. It’s how you internalize the setback that can stop you from moving forward. Whether the setback was a result of company cutbacks, unmet goals, misaligned expectations, personality clashes or circumstances beyond your control there are always lingering feelings of shock, devastation, anger, frustration, rejection, embarrassment, anxiety and a loss of self-identity. If I have no job, then who am I?

God is trying to get your attention through this layoff. He wants to strengthen your faith and trust in Him, because He loves you. God also wants to help you with your job search. With God as your job recruiter, He will lead you every step of the way and provide for you, until His purposes for you during your layoff have been completed. God’s

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.

Our measures of economic success, from corporate profits to gross national product (GNP), specifically ignore the human component of the economy. That’s how an environmental disaster and its resulting cancer rates can still be considered a net positive to the economy. They require more spending on cleanup and chemo, so it’s good for business as we currently define it. In less morbid examples, from corporate layoffs to tax law, we have set in place an economic system whose growth works against our own prosperity. We have lost track of the purpose of the economy.

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.

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

Market your strengths by using your exclusive abilities.

When supply over-stripped demand, inventories piled up, forcing companies to cut production, which inevitably led to layoffs and wage cuts. In total, these factors lead to frequent economic downturns, what Boyle called the “the scourge of late-nineteenth-century American capitalism.

Low wages, long hours, frequent layoffs, and workplace accidents were facts of life. Bound by these constraints, the laboring class had little faith in the power of individualism. They contended that power came not from the individual but from the group. “Realizing that they had to depend on one another to survive,” McGerr writes, “workers developed a culture of mutualism and reciprocity.

Finally, the money to pay for an increased minimum wage must come from somewhere, and there are only four places from which it can come: other minimum wage workers, in the form of layoffs and reduced hours; higher wage workers, in the form of static or reduced compensation; investors, in the form of lower profits; or customers, in the form of higher prices. How much each of the groups pays for the minimum wage hike depends on how competitive the various marketplaces are.

A study found that when workers with long tenure get fired during mass layoffs, they are more likely to die in the years immediately afterward.54 Losing a job seems to literally give people heart attacks.

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.

In an era when entry-level jobs become unpaid internships and full-time jobs turn into contingency labor, it is easy to imagine the cuts from the sequester becoming permanent. Shutdown furloughs may turn into layoffs, as elected officials, now marketing survival as the new American Dream, will assure us we did fine without them.

Using data collected directly from firms, economists at the Federal Reserve and Harvard Business School found that volatility in publicly traded firms’ sales growth rates and profit-to-sales ratios has increased dramatically since 1970—and that the increased volatility is reflected directly in the wages of workers within the year. In other words, firms seem to be reacting more quickly to changes in the business environment by increasing or cutting what they are paying their existing workers (not by layoffs or new hires). This connection is most pronounced in the service sector and for low-wage workers.

Along with the promise to not institute layoffs, Pope also went on record as saying there would be no salary increases or year-end bonuses until the company got out of the woods. “I told everyone that we had to cut everything that could be cut without sacrificing the quality of our product. People want to know what the goal is and have it communicated in a very simple way. Communicate the mission honestly, fairly, and compassionately, get everyone on the same page, and people will do the right thing.” Pope says he didn’t receive one single complaint about the freeze on compensation.

Within ten to twenty years, I estimate we will be technically capable of automating 40 to 50 percent of jobs in the United States. For employees who are not outright replaced, increasing automation of their workload will continue to cut into their value-add for the company, reducing their bargaining power on wages and potentially leading to layoffs in the long term.

Meanwhile the biggest industry in Los Angeles County was bleeding tens of thousands of entry-level semiskilled jobs. Blue-collar workers everywhere felt the tremors of the so-called Eisenhower Recession of 1958, but in Southern California the primary reason for layoffs was the advent of the Space Age. (Set the Night on Fire)

It doesn’t take much to crush a family -- one disease, accident, gun, bully, insecurity, layoff, or divorce could do it. Technology

in 2012, companies with over a thousand employees, the closest private counterpart to large urban school systems, lost only about 2 percent of their workforce from firings, resignations, and layoffs combined. In short, teachers are more, not less, likely than many other workers to get fired.

Could it have been saved? John Hughes pondered that question. Like Reell’s leaders, he had waited until the last minute to order a layoff out of fear that it would destroy the culture he had worked so hard to build. “And, well, you know, instead we’re in bankruptcy,” he said in his Life After Pi interview. “So I ended up destroying Rhythm & Hues anyway. So, you know, maybe I should have done something along those lines in order to have tried to preserve Rhythm & Hues.” As it was, the pain of the bankruptcy lingered. “You know, we run this company for the people, and then”—he paused, adjusted his glasses, and blinked back the tears—“and then to have hurt them so badly. It’s really the antithesis of what we wanted to do.

Traditionally, companies restructure their businesses periodically to cut costs, primarily through mass layoffs and closures. Perpetual restructuring is a more gradual, moderate, and humbler approach. Instead of slashing costs dramatically all at once, keep your fixed costs steady while growing sales year over year. Operate more efficiently, doing just a bit more each year with roughly the same resources you used the previous year. To achieve those efficiency gains, deploy a variety of smaller restructuring programs that support ongoing process-improvement initiatives. Push to get a bit better—more efficient, more effective, more innovative—each year. Over time, as your business grows, deliver part of the added profits to investors, but set aside a portion to fund additional investments in R&D, geographic expansion, process improvement, sales coverage, and strategic portfolio management (acquisitions, mergers, and divestitures).

Welch and others, through the 1980s, pioneered using people as an expendable resource to the benefit of investors. Since then, it has become increasingly more common for companies to use layoffs to beef up their bottom line. It is considered an acceptable business practice today to lay off people, often ending their careers, simply to balance the books for the quarter or the year. If careers are to be ended, it should be for negligence or incompetence or as a last resort to save the company. But in our twenty first-century version of capitalism, the expectation that we are working in meritocracies seems false. In many cases, it doesn’t matter how hard we’ve worked; if the company falls a little short, people will have to be laid off. No hard feelings, it’s just business. Can you imagine getting rid of one of your children because you made less money than you expected last year? Imagine how your kids would feel if that were the plan. Well, that’s how it is in too many companies today.

The chairman of Merck took home $17.9 million in 2010, as Merck laid off sixteen thousand workers and announced layoffs of twenty-eight thousand more. The CEO of Bank of America raked in $10 million, while the bank announced it was firing thirty thousand employees. Even

A few years ago, we had a very candid discussion with one CEO, and he explained that he knew for over a decade that advances in information technology had rendered many routine information-processing jobs superfluous. At the same time, when profits and revenues are on the rise, it can be hard to eliminate jobs. When the recession came, business as usual obviously was not sustainable, which made it easier to implement a round of painful streamlining and layoffs. As the recession ended and profits and demand returned, the jobs doing routine work were not restored. Like so many other companies in recent years, his organization found it could use technology to scale up without these workers. As

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.

Umm, yes, the stock market crashes, layoffs happen, injuries happen, illness happen.  That’s part of the game. You need to build your life so you can weather these types of events. Build safeguards so you’re okay even if the market crashes (no excessive leverage), even if you get laid off (savings + be in demand for your skill among good people), you get injured (have some cross-training ability and switch sports for a bit while healing), or illness (be ahead of schedule, not behind/frantic, so things don’t all break when setbacks occur). 

This means troubleshooting problems when they come in, and put in long-term fixes. In other words, don’t just survive the layoff, analyze and figure out that the problem was exasperated by not having regular job and project offers (so get your skill up and increase your public profile) and a lack of savings (so build up savings). 

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.

Most commitment companies avoided layoffs unless there was no other alternative. They invested heavily in training. There were higher levels of teamwork and psychological safety. Commitment companies might not have had lavish cafeterias, but they offered generous maternity leaves, daycare programs, and work-from-home options.

...Lindsay Lohan is a textbook persecuted gothic heroine. In the space of about two months just after Christmas 2006, Lindsay Lohan entered rehab; Anna Nicole Smith was found dead in her suite at the Seminole Hard Rock Hotel and Casino, surrounded by prescription-pill bottles, nicotine gum, and empty cans of SlimFast; and Britney Spears, trailed by paparazzi, walked into a Sherman Oaks tattoo parlor and shaved her head. Each time women like these made headlines, the headlines shot to the top of the most-read lists. The hunger for Britney's pantyless crotch shots dominated even as troops surges, systematic layoffs, and a rise in global warming and global terrorism took place, and as global credit and asset bubbles headed for a pop. It was as though the tabloids were not just distracting us from the scary stuff but enacting our fears and honing our outrage to bite-size pieces. (What were suspect sites and credit-default swaps, anyway?) More virgins were sacrificed to the god of war. Because that's who got it the worst by far: the former child stars and erstwhile Mouseketeers who had the temerity to grow up.

When Jayne Juvan, a partner at the law firm Roetzel & Andress in Cleveland, Ohio, started using social media, very, very few lawyers used these tools. Because her profession is so conservative, many of the attorneys she interacted with didn't see the opportunity. After only a few months of blogging, Crain's Cleveland Business interviewed Juvan on the use of social media by lawyers. In her first year of practice, she landed a client via social media. That was a game changer, because her colleagues began to see her as an owner, not just an employee. When she started to land wins, it became harder to navigate her profession because the legal industry was quite competitive. But, as she shares, "I didn't back off, because I now knew how powerful social media was." Good thing. When she was a third- and fourth-year associate, in 2007 to 2008, the economy collapsed. Her class experienced deep layoffs across the industry, which she sidestepped, in part because of her social media efforts. Most of the accolades she has received can be traced to social media. When she was considered for promotion to partner, the fact that she was being followed by prominent professionals on Twitter bolstered her case in a major way, as the CEO saw the potential of these relationships. According to Catalyst, only 20 percent of partners in law firms are women, and only 16 percent of them have $500,000 worth of business or more.6 Jayne Juvan made partner at age thirty-two, and at thirty-four, her billing reports placed her in the small percentage of women with $500,000-plus of business. Once Juvan had acquired the basic competencies involved in practicing law, social media became her distinctive strength, propelling her into the partnership ranks at her law firm.

Layoffs were upon us. They had been rumored for months, but now it was official. If you were lucky, you could sue. If you were black, aged, female, Catholic, Jewish, gay, obese, or physically handicapped, at least you had grounds.

the ball goes to the other central defender and this one makes a vertical pass – not to the midfielders, who have their back turned to the ball, but to those moving between lines, Andrés Iniesta or Lionel Messi, or even directly to the striker. Then they play the second ball with short lay-offs, either to the wingers who have cut inside or the midfielders, who now have the game in front of them.

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.

Cindy Haden wanted to be able to touch Richard, hold him, and be close to him, and she constantly thought of ways she could make that happen. When her employer had a mass layoff and she was fired, she decided she would become a private detective. If she had a detective’s license, she’d be able to work with Richard’s new San Francisco attorneys and have a visit with Richard in a private room. She applied for a job with a San Francisco security firm, was hired, and moved to San Francisco. She took a quiet apartment in Richmond. The security firm sponsored her for a license, and she passed the required examination. She went to one of the San Francisco public defenders representing Richard and talked him into taking her inside the county jail with him when he went to visit Richard. She and the attorney were shown into one of seven rooms allocated for lawyers who come to see inmates. It was ten by ten and had a wooden table and a few chairs. There were panels of glass in a wall so guards could look in. As Cindy waited for Richard to be brought down, her heart raced. She paced back and forth, her hands trembling. When Richard got there, the guard uncuffed him and he sat at the table. They were like two school kids, laughing and giggling. Under the desk she raised her foot and put it on Richard’s thigh; his eyes bulged. He couldn’t believe he was actually sitting with one of the jurors who had handed him a ticket to the death room. After a few minutes, Cindy later related, the attorney went to look for a bathroom. When he left and Cindy was sure there were no guards about, she stood and quickly gave Richard a deep kiss as he groped her with his huge hands. She nearly passed out, she was so excited. When later asked if she was afraid to be alone with Richard, she said, “No, absolutely not. He’d never hurt me.” When the lawyer returned, Cindy sat down, breathless, her heart pounding. On subsequent visits to the jail, as she helped with Richard’s legal problems, she says, she was able to have more contact visits and was actually alone with Richard.

And that brings up an important point. If you start a business, there will be doubts. Lots and lots of doubts. There will be days when you’ll take $5 for the whole mess. There will be days you want to quit. These doubts, and these dark times, will be far larger than anything you can imagine if you’re working for someone else, even if the company is muttering about downsizing and layoffs. Because the whole mess is on you. There’s nobody else to fall back on. There’s nobody else to blame.