Chris Dixon's post "12 months notice" reminded me of an experience I had a few years back. Dixon writes about the two ways todo business - He calls them "legalistic based or "trust" based. I prefer to call it trust or not.
We had hired a very talented young exec a few years out of school. I enjoyed having him in the office, appreciated his dedication and helped him develop his business. Regardless of his future career choices, I considered our relationship a nice addition to my network.
I always expected he would either go back to graduate school or want more industry specific experience. We had discussed this and I was prepared to help him in either of these endeavors. I anticipated that when he was considering his next steps that we would discuss his options openly. It was a very surprising to me when he came to tell me that he had accepted a position with a client and was giving his 2 weeks.
I don't know where/when "two weeks notice" became a status quo expectation but when you as an exec/manager are entrusted with client relationships and ongoing long term projects "two weeks notice" can be a fast way to damage your credibility. If you are not on your way to a competitive position, and you value your relationship with your co-workers, then consider that giving only "two weeks notice" can be a very effective way to damage those relationships and your professional reputation.
Saturday, October 24, 2009
Sunday, August 2, 2009
Jennifer McClure wrote a post for Fistful of Talent about recruiters that is equally applicable to many careers and industries. In good times I would often consider a business that is not growing a dying business. Lately, I prefer to suggest that businesses and executives that are not adapting to the changes in the economy, technology and the changing demands of the markets, will go the way of the dodo bird.... read on at Fistful of Talent
Sunday, March 1, 2009
A few weeks back I hosted a 2 round table discussions among owners and executives of recruitment firms. The level of candor and honesty was more surprising than the widespread level of hardship. It’s oddly reassuring to hear from other people sharing the same hardships. Most of the 20+ business owners did also have stories of people in their organization who have had continued success but all had been forced to downsize and significantly reduce costs.
I had no inspiration to post over the past months and then I found myself back in the pediatric ward at NYU Hospital on Friday night. The opportunity in being here far exceeds any level of reassurance in mutual hardship at a professional conference. In the past 2 days we shared a room with a girl suffering from kidney infection, we played with a little boy recovering from his 3rd brain surgery in the past months and learned about Jasmina, the five year old girl in the next room with a rare and aggressive form of leukemia who needs a bone marrow donor and transplant to survive.
We will be home later this week, the kids we shared the weekend with will fight on and until this weekends memory fades, business will be approached in the context more important struggles.