Being “Let Go” – Part I: Overview

In a series of three posts, I’m going to discuss what happens when employment is terminated, both from an employee’s perspective and from the manager that has to do the termination.  Neither are easy but both can be valuable if you are prepared.

If you’re “let go” -- this is a familiar scene in the games industry and you should be prepared for the day that you might be let go from your job.  It won’t be easy but the more you have thought this through, the more you understand this is part of the process, the better you and your loved ones will cope.  You will be OK.  In these blogs I’ll describe coping strategies.

If you’re a manager -- be prepared that one day you may have to terminate someone’s employment.  In a competitive age, you may have to as a means to weed out low performers, it’s part of the job.  Or maybe you have no choice because “corporate” tell you to. In either situation, you need to have prepared for this and be in a position to control… you.  It’s never easy (and if it is, you are officially a heartless bastard that should not be allowed near people!)  Remember the impact this will have not only on the person (or people) being let go, but also on those who remain.  You need to demonstrate leadership and help the team focus.  In these blogs, I’ll describe how you can pour one out for the lost and manage through these difficult times.

While I use the games industry as reference, it’s because this is the industry I know, however, I am sure the sentiments I describe apply could apply to most forms of entertainment industry, if not all jobs.

I wrote this series of blogs because over the years I have seen so many people struggle with employment loss – either post job-loss trauma through being under-prepared when it happens to them, or managers who simply make the whole thing worse by not being able to control themselves.  I hope this helps you in some way – please do add comments, would love to hear your thoughts and insights if you have experienced either side of this.

Let It Go

Working in games can be a rewarding experience in every sense, but understand too that it's an entertainment industry that reflects consumer tastes and frequently, just like fashion, those change.  And like all modern technology industries, the games business is changing faster than ever.  The hot studio you joined with the franchise printing money that felt secure when you joined becomes anything but that.  And one day they let you go.

Get used to the idea that you will get let go in your career, perhaps several times.  That's not to say that there aren't people that can work at the same place in games for 5, 10, 20 years - but mostly these are exceptions, their jobs have changed and almost certainly those people will have seen former colleagues at their studio let go at some point.

If you manage people, know that at some point you will probably end up being asked to “let go” some of the people you are responsible for.  It doesn't matter if you disagree, you'll need to do it anyway because it's part of your job.

There are two types of being “let go”, and I'll address this from both the employee and the manager's perspective. I have had to do both in my career as a manager at different companies and I have been on the receiving end too. Neither is easy.  It is especially not easy on the manager, nor should it be.

To my mind, being "fired" is not the same as being "let go".  While the end result is the same – termination of employment – being “fired” usually only affects one person and usually means there was some kind of performance issue (someone not doing their job as expected). 

Being “let go” typically affects a group of people and is a form of downsizing the workforce or restructuring.  Unfortunately, these two ideas have become blurred as it's easier to tell someone they are being "let go" instead of “fired” - it’s softer and therefore we assume less damaging emotionally than telling them "you're fired for (whatever the actual reason is)".  Plus, if we blame “downsizing” we can avoid a difficult conversation and pretend it’s nothing to do with us, blame “corporate/management/them”.  In reality, if someone is losing their job for performance reasons, they should know the details as it can help them become a better employee in future.  If that means having a difficult conversation, then so be it – it’s part of a manager’s skillset to be able to do that.

Next up – Part II: The Employee’s Perspective

Being “Let Go” – Part II: The Employee’s Perspective

You’re Fired!

I hate the term “being fired” for so many reasons, not least the fact it has become hackneyed thanks to Donald Trump and Sir Alan Sugar’s TV shows!  But we all know what it means – your employment is being terminated by the employer for something you did (or did not) do.

As an employee, if you’re being fired you have managed to convince your employer that they no longer need you.  First lesson - this was avoidable.  Maybe your work rate isn't as fast as your colleagues; perhaps your timekeeping leaves a lot to be desired; maybe you're not listening to instructions and therefore not doing what you are being asked to do; perhaps your personal hygiene is not acceptable; maybe you are too disruptive and vocal?  Whatever it is, being fired should never be a surprise to you, almost always you will have been warned in advance - sometimes it is formal and in writing, other times it's verbal.  But you can avoid being fired by not being complacent in the workplace.

• You may think your boss is a dick (and they may be!), but they are still your boss!  
• You may think yourself the star performer and that rules don't apply to you -- let me tell you, I would rather have someone who was reliable all the time than a genius when they chose to be.  

Second lesson - when your boss or HR sits you down to discuss your performance, takes notes and listen carefully - hidden somewhere in these words are the things they need you to improve at.  If it has gotten to this point, they are already considering firing you but giving you the opportunity to change that outcome.

Unsure about what they’re telling you?  Ask questions for clarity.  Even if you don't feel your job is on the line, it is always a good idea to regularly ask your boss two questions: "what can I be doing better?" and "what do you need me to do differently?”  These are two different questions, and should allow even the most timid manager the opportunity to tell it to you straight.  The outcome will either be confirmation that you are doing well and are valued, or maybe you'll discover some things you didn't know - armed with this knowledge you can set about fixing them and avoid "being fired".

Being Let Go

Being “Let Go” is hard as it is typically unexpected, is not a result of some failing on your part and it has the effect of turning your world upside down.   The situation typically arises because a company needs to quickly reduce cost and as people are often its biggest outlay, then spending less on payroll has the effect of reducing burn rate or freeing up funds that can be used in other areas that might be more valuable (for example in recent years you may have seen a company close a console studio but be hiring in their mobile studio in another location).

When you are let go, what you get told – “the messaging” - is as soft as possible, as the company walks the fine line between telling you what they need to legally so they don't open themselves to any counterclaims and a genuine effort to help you move on.  You'll have many questions, many you won't even think about until after the shock has passed, and the people letting you go will often be nervous too; most likely they will be following a script and know they must say as little as possible and move on to the next person. Inevitably you'll be given a packet stuffed full of legal documents and brochures that will be explained to you but you won't be able to comprehend for a while. 

Where I think many companies fall down is focusing too much on the separation meeting e.g. when you’re actually let go – and not enough on what happens next.  Employees rarely get any follow up calls, and often the placement services that are offered aren’t that useful. Sure, the company doesn’t have a legal obligation to you any longer, but a moral duty perhaps?  A human duty to at least check in from time to time?

After You Leave

By whichever method you and the company separate, afterwards you will feel a range of emotions.  Maybe anger.  Maybe sadness. Maybe relief. Maybe you'll find yourself laughing uncontrollably, or perhaps crying.   It's hard to know how you'll feel until it happens to you.  But you will be OK.  Trust me on this.

What you do after you leave is the challenge - you could be out of work for some time. So it is important to get a plan together really quickly.  It’s tough being let go - but you will be OK. You will worry.  You will feel sad.  You will think that maybe you will never get a job again!  This is all quite normal.  And you will be OK.  Be prepared, know what you will be going through, stay active and sooner than you know you're starting your next job.  That might be a week, a month, six months, maybe more. 

Be practical.  If you have a partner, kids etc. - the pressures will be huge on you all. You need to stay strong and positive for their sake too; again know this is a process that could take time.  So think about ways to cut back on non-essential spending.  You will be OK.

Of course you'll need to get a resume together:

LinkedIn

• If you don't already have a LinkedIn page, make one.  www.LinkedIn.com.
• Spend time on this, don’t rush it.  
• Look at other people's pages (here is mine for reference:  https://www.linkedin.com/in/guvner)
• Check spelling!  

It’s really quite easy!

Whilst it tries to replicate both Facebook and Twitter functionality, LinkedIn is neither - it's your online resume and professional contact database - so don't share holiday pictures or anything you wouldn't want your next boss to see.  Present the best face of you on here, including a good professional profile pic.  Make a note of the URL (web-page address) of your LinkedIn profile (like my one, above), and be sure to include that on any job applications you apply for (...yours, not mine :-))

• Ask for online recommendations and endorsements through LinkedIn from former colleagues
• Search for people you know and connect to them – it’s through these connections that possible future employers will find you. 

Paper Resume

Now create a separate resume (e.g. in Microsoft Word, or Google Docs etc.) that you can attach to online applications (as a PDF doc if you can).  Think of this as a summary - a very high-level one-page sales pitch about your career - not your first novel!

• Start with your LinkedIn profile and summarize
• Take your time here, pay attention to detail. 
• Make sure your resume and your LinkedIn profile don’t conflict on anything. 
• Check the spelling.
• Aim to get your resume to one or pages in size, and include your LinkedIn URL so that if should people want more information, they can go get it easily.  

Be ready to include a cover letter with your online resume as that is the way to "sell" your skills specifically to each position.  Don't be fooled in thinking that every job for a designer, animator, producer, engineer etc. is the same - they aren't.  Terminology changes by company, expectations change by grade - so study the job description - Google for more info about the company if necessary - and use your cover letter to connect the dots between the stated requirements and your resume.  

Spread the Word

Sign up with a bunch of recruiters.  They'll all want you on their books, but in reality it's a meat market - they can sell what the market is buying, so don't think that working with them means you no longer need to be actively hunting yourself.  You do!  A recruiter is additive to your own job search.  Recruiters tend to work with specific employers and between several of them you should be able to gain an insight into the current state of the job market in your field. They will also give you feedback about your resume. 

Here are a few that I have worked with over the years and have found them helpful and reliable; this is hardly an exhaustive list but it’s a starting point:

• Maria Barton - http://www.linkedin.com/in/executivegamerecruiter
• Pat Bigley - http://www.primecandidateinc.com/ 
• Grant Stanton - http://www.tscsearch.com/
• Also check out the Utah Digital Entertainment Network job board (at www.UtahDEN.org) if you're in Utah!

Get Ready for the Beauty Pageant

Soon you will be interviewing - again, know this is a process and don't get your hopes too high.    Think of each job that you apply for like the Miss World contest.

• You will need to go through all the stages, keeping up that smile and perky confidence all the way (even though you may not feel like it!)...  
• …then come the eliminations, the short lists where you're so close to the crown you can smell it!...
• …and you have to keep smiling (these people really don't care what you have been through, they just want to see the most ideal candidate).  

Then be ready for the rejection.  You thought you did brilliantly in the swim suit stage, the evening gown, your special talent was outstanding, the judges laughed along with you - but now it's "With great regret to inform you....?".  Remember there can only be one Miss World, and just because you didn't win, it doesn't mean you're not beautiful. This wasn’t your time. Maybe you'll win Miss Universe, so get ready to start this process all over again.  OK, enough of the analogies!

The key here is, be ready to do a lot of interviews and get a lot of rejections.  Think of them as preparing you for the right job that just hasn't opened up yet.  It’s the process. If you get the first job you apply for, well done!  But if you're on your twentieth application and struggling to stay positive, just do your best to keep smiling and know this is part of being in games.  No-one wants to hire someone who is depressed or seems like they need a lot of support - companies want strong, independent, happy, confident employees - so present yourself that way, however hard.  Have a coffee, take a deep breath, slap on some lipstick and get back out there baby!  OK – really done with the beauty contest analogies now!

Use Your Time Wisely

Other than applying for jobs, you need to keep busy.  Future employers will want to know what you have been doing with your time. They want people with character, strong in the face of adversity blah blah blah.  It is really important for you to establish a routine very early on - you had one at work, so think of this time as work time too, just that you get to do it at home for a while.  

• Think of the week days as your work days - they're not time off or the same as weekends.  Because finding another job IS your job right now.
• Set yourself working hours. 
• Don't stay in bed late, as tempting as it may seem.  
• Get up, get showered.  
• Don't sit at home waiting for the phone to ring - jobs opportunities will come up at various times, and once you are on mailing lists etc. then start everyday with emails, checking out latest job listings.  
• Be proactive.  Read up on industry developments and news.  
• Comment on things you find interesting.  
• Write your thoughts on industry events as your LinkedIn summary.  
• Fill your day with useful things, not TV binge watching. 

So – what to do? The two hardest interview questions you will get are "what have you done with your time out of work" and "why would company X have let you go if you were so talented"?  So - be arming yourself with answers by staying busy.

• Are there any freelance or consulting opportunities you can pick up?  Onsite at local game studios or remotely from your home?
• If nothing paid, can you work for free part-time somewhere, just so you keep your hand in (and maybe show a company why you would be a great employee)?
• Maybe a local startup?  
• Maybe not in games?  
• Maybe a local non-profit as a volunteer?
• Education - is there a new skill you can learn?  Online classes (many free)?  
• Think about writing a blog and contributing knowledge to your field of expertise (a good way to show your skills)?  
• Maybe write a book? (no-one says it has to get published but writing a book is a worthwhile endeavor – and you may just get published!)
• Perhaps offer to teach a games class or a guest lecture at your local university or high school?
• If money is tight (what am I saying?  Of course money is tight) don't be afraid to take another job outside of games to make ends meet; the money may not be as great but it will help pay the bills and keeps you busy and productive while you wait for the right job to open up
• Maybe you always told yourself you would get fit if you weren't so busy - well, make that part of your routine now.  Work out for an hour.  
• Can't afford the gym?  Ok, walk around your neighborhood.  Gradually increase your distance.  Pretty soon you'll be in better shape mentally as well as physically. Sure you'll need to push yourself, but if it's part of your routine it's what you do now.

But you will be OK.

Next up – Part III: The Manager’s Perspective

Being “Let Go” – Part III: The Manager’s Perspective

It is a fact of commerce in the 21st Century that if you are a manager, you are probably going to need to let some people go at some point.  It’s not pleasant and is the least enviable part of your job (hopefully!)  There are two ways this can come about – one, you fire them, or two you let them go because your company imposes some kind of reduction in force, layoff, downsizing, streamlining, skill realignment etc. (it gets justified in so many ways!)  However unpleasant, this is something that you, as a manager, need to be prepared to do.  The way you handle yourself at the time you tell someone it’s time to move on makes a big difference to them.  I’m not suggesting it will make you lifelong friends, but showing them courtesy and respect – and not making it about how bad you feel! – will go a long way.

You’re Fired!

First, let’s address if you have to fire someone.  To my mind, this is different than being let go, because the employee has brought it on him/her self, and (I hope!) you have genuinely afforded them every opportunity to improve and so avoid this moment.  As a good manager, you should want to remove from your team any employee that isn’t performing, because it affects the whole team.  If your solid performers see someone “getting away” with doing less, then that sets a low standard for the whole team.  It's unfair.  It also tells them you don’t care, or perhaps that you are ineffective – both are a poor reflection on you as a leader and manager.  Plus, if your team isn’t getting the results it could do, then your superiors will hold you accountable – and you could get fired!  Imagine the reverse - what if everyone on your team were performing at the rate of your best performers!  That would make the whole team feel great, look better and of course make you look better as their leader!  That should be your goal – a high performing team, which means you have standards and if people fall below them, you take action as a responsible leader.   It doesn’t make firing someone easier but it does mean you have a logical, rational, professional framework within which to be doing it – ultimately for the greater good of the wider workforce. You shouldn't be held hostage by poor workers.

Now – before you get to thinking I want you to start firing people for the sake of it -- no, that's the opposite of what I'm saying.  Any manager that does this indiscriminately or can let someone go and not feel bad about it deserves to be let go themselves.  The goal should be to help your employees attain the standards you need, and moving them on should really be a last resort having afforded them every opportunity.  Your goal should be to help under-performers become acceptable performers, then improve from there.  Firing people and having to replace them is wasteful of time and money – plus it creates a disturbance in the workforce!

Identify Under-performance, Communicate

The first step is to establish some performance standards - this means knowing what you expect out of your employees for each position and each grade or level.  Write them down.  Agree them with your HR lead, if you have one.  If you can state what acceptable performance is, it means you can make sure your team members know your expectations upfront.  

You know when someone isn't pulling their weight, so having expectations clearly stated allows you to identify the shortfall in a tangible way.  Then you have a serious, private conversation with that individual, make it clear what you want to talk about and discuss the under-performance.  Make sure you prepare for this meeting and again, consult your HR person if you have one.

• Don’t accuse. 
• Ask questions.
• Does the employee agree?  You may learn some things! 
• Are there are reasons why performance may be below expectation? 
• Maybe the process is broken.  Maybe your information is wrong! 

Describe the improvements you need to see and agree to meet to discuss again after a short time period – maybe a couple of weeks or a month.  Your goal should be to retain this person if at all possible and only fire them if they cannot improve having been afforded every opportunity to do so by you.

The Exit Meeting

Whatever the circumstances that one or more people will be leaving, let’s think about what happens when you actually have to tell someone.  I always believe that the direct supervisor should be the one to let a person go, where possible.  As I said earlier, this isn’t easy and managers need to know what this feels like so they only recommend this as a last resort.  See this movie clip from “Up In The Air” https://www.youtube.com/watch?v=fjVyrWdUy0c

You must prepare for this meeting.  You should be working with your HR lead, if you have one or consulting with your boss or legal adviser before having this meeting.  They will help you ensure that all of the legal, financial and logistical obligations you have to your employee have been met – e.g. you have agreed what you will say (and what you won’t esp. in the event of a corporate action), the questions you might get asked, that the right paperwork has been prepared (health benefits, 401Ks, etc), any checks that might be due, plans to recover company property, keys, badges, a plan for how you will help the person leave after you have told them, scenarios in the event the person turns violent, or collapses etc. – you need to have thought this through as much as you can. 

Remember this is your meeting, not HR’s; the message will come from you and you need to be calm, professional, humble and above all, human. 

• Don’t talk too much, say what you need to.
• Don’t waffle.
• Never say how hard this is on you (it is irrelevant and why should they care?).
• Be open to questions and answer them briefly, don’t lecture. 
• Do not get into arguments whatever the other person may say to you. 
• Be prepared for a range of emotions, but remain calm yourself at all times.

As I mentioned earlier, this is not easy, nor should it be.  The more prepared you are, the more you have thought through what to say and scenarios, the better it will be for the person (or people) you are letting go. And you.

Now help the person to leave.  Remain calm with them, follow your company protocol on letting them collect their things.  Always ask them to go now, however.  No matter who they are or how much you trust them, to have them in the workplace for any length of time after you have let them go is not appropriate; it’s not fair to them or to the employees who remain.  Avoid creating a situation that could turn bad.

A Disturbance in the Workforce

Where you have to let people go due to an action of the company, you need to be prepared not only to handle the process, but also what you’re going to do afterwards.  Your team will be smaller, you’ll have morale issues for a while and perhaps, you’ll have some of those same feelings as your employees.  It is important not just to think about those you are letting go, but those who will remain; they’ll feel bad about this too and here you have an opportunity to be a real leader – to help your team through a period of crisis.   With the exit complete, now be ready for the employees who remain. 

Firing

In the case of a firing, I always think it best to say very little.  Never discuss why someone was fired;

• If an employee asks, tell them it is a private matter between the company and the individual, and that you’ll hope they understand the company respects the privacy of its employees.   This is a tough position, but stick to it.
• Reassure anyone who asks that their former colleague was treated with care and respect, and that you’re sorry to see them go. 
• Never gloat or bad-mouth the affected person. 

You will be relieved its over but no-one is going to think you a hero or the tough guy.  Remember that employees will assume you will treat them the way you are treating the exited employee.  If you bad-mouth them, they’ll assume you’ll do the same to them the moment they are gone.  If you show respect and are sorry it came to this, you’re showing that you’re human.

Reduction in Force

In the case of many people being let go at once, such as a company 'action' or RIF (reduction in force), follow corporate protocol.  Some companies will issue internal emails with an official explanation, some will hold town halls, and others may not want anything in writing and ask managers to relay key messages in departmental meetings.  Whatever the company message, remember to be human – it’s always a loss when people are let go.  Their lives that have just been shattered.  This morning’s colleagues and teammates are now unemployed.  This is a great opportunity to be a leader, so once the official messaging is done, sit with your team and discuss how you want them to regroup now. 

• Don’t dwell on the action – don’t suppress commentary, but equally move the conversation to what we all can do now. 
• Seek ideas and encourage people to see that they still have a job and that the team still has a job to do. 
• You have a setback but together you can rise above it.  

I find that I remember the people that helped me through worrying or stressful times – so be there for your people.  Not to pander, but to focus.  Your focus will help them reengage and get back to work.

It's Over

I hope these three blogs have been useful, Please add comments about your experiences or if you have any questions about this subject.  My thoughts are based on my experiences on both sides of this.

In conclusion, you should be prepared for the day that you will be let go from your job.  It won’t be easy but the more you have thought this through, the better you and your loved ones will cope.  You will be OK.

If you’re a manager, be prepared that one day you may have to terminate someone’s employment.  Being human – firm but fair – is always the best policy.  Remember the impact this will have not only on the person (or people) being let go, but also on those who remain.  You need to demonstrate leadership and help the team focus on the positive -- what comes next.