Are You Being Managed Out? –
Part 2: The Ten Telltale Tactics

A Preliminary Note: In reading our “Managed Out” posts, please don’t conclude we are not fond of Managers, Senior Managers or Executives. That’s not at all the case; in fact, they comprise most of my clients, and have for over 40 years. Just as there are “good employees” and “bad employees,” so, too, are there “good and bad” managers. We always hope our firm’s employees and our firm’s clients are on the honest, straightforward and respectful end of the spectrum. We know and always bear in mind that no one is perfect.

HOW YOU CAN TELL IF YOU ARE BEING “MANAGED OUT”? Remember: “Actions Speak Louder Than Words.”

Just read the list of the “Ten Telltale Tactics,” below, and look for a familiar one, two or more of the “Ten Telltale Tactics” most frequently used by Managers to “manage out” and remove employees by: (a) a coerced resignation, (b) concocted misconduct, (c) fabricated performance issues, or otherwise. If you recognize one or more of them happening to you, begin to promise yourself that you will not stoop down, or back off, from dealing with it, but instead prepare to stand up to the process underway. Understand, though, that these are not the only tactics used in Managing Out, and they do not necessarily take place in this order:

1. Sudden, Unexpected Allegation(s) of Misconduct for Petty “Offenses” including Things Everyone Does. Without question, this is among the most unsettling, and thus, sadly, effective tactic used in managing out employees – even those of unquestionable good conduct and performance, unimpeachable character and proven dedication to integrity. That is because being terminated for any kind of alleged misconduct can tarnish a reputation for a lifetime. It may even result in loss of a professional license.

Actual Event: Brad, Managing Director, Market Strategy, of a mid-sized asset management firm, received a telephone call from a Vice President of Compliance. He was advised that it had been detected by the firm’s “threat detection” software that Brad had sent an email on the company’s email system to an “outside party” that contained “proprietary information.” The “outside party?” A Business School student who had previously contacted Brad inquiring about good seminars and conferences she might attend to learn more about a Marketing Strategy career. The “proprietary information?” A list of upcoming public seminars and conferences put together by a Junior Analyst for the firm’s Market Strategy staff. No client information, no strategic plans, no original research or analysis.

Nine days later, Brad was summoned to a conference room in which sat his Manager and an HR Rep. He was told, “Brad, you have to make a choice, right now: either (a) resign immediately, or (b) be fired for misconduct.” It’s like being given the choice between (a) poison or (b) firing squad.

That’s the way “Managing Out” often goes. Who among us is perfect? Who among us has not “taken” a paper clip in our briefcase? Who would not feel a need to run away from such unsettling allegations, find a new job elsewhere? Many of us would do anything asked to avoid a career and reputation ruined in this way. “Managing Out” can happen just this way.

2. The “Sounds of Silence.” One of the tactics often used to “manage out” is a decrease in communication “traffic” of all kinds, including (a) from your Manager, (b) from your colleagues, (c) even from your reports, (d) encouraged or even directed by your Manager, (e) even at times in response to your own communications to them. Being left off email distributions lists, not being invited to meetings others expect or even require you to attend, and no longer being invited to quasi-social company events, are among examples of this “silence treatment.” Others, internal and external, will often notice your recent absences before you do. We sometimes refer to this as “North Pole Relocation.” Sometimes “Out of sight, out of mind, out of job.”

3. One by One, Responsibilities are Reduced: Step by step, drip by drip, your responsibilities are handed over to others without advance warning, with no good explanation, and “highly visible” assignments are taken from you, as well. You may even find yourself no longer reporting to your Manager, but instead to one of your own reports, who now reports directly to your Manager. One of the most cutting of all “managing out” tactics is for meetings to be arranged directly between your Manager and your reports, without your attendance or even notice. You might even feel a touch “lonely.” With so few responsibilities, and kept out of important meetings, why are you still there? If you’re thinking that way, rest assured, others are, too.

4. Being Spoken to with Discourtesy, Disdain, Disrespect, both Publicly and Privately: This tactic is as simple as it sounds, but causes so much more self-doubt, anxiety and stress than most others. They are often accompanied by cutting remarks, belittling comments, questioning your job qualifications, or even your character, both in private or in public. The list of these “thousand cuts” goes on and on. Sooner or later, the urge to respond in kind can overwhelm your self-control . . . but that is when you might say or do something you’re surely going to regret. And, too, the thoughts of “What did I do wrong?” begin to eat away at your self-confidence and self-esteem.

Actual Event: Paolo had been the recipient of so many insults hurled, racial taunts, threats of being fired, filthy comments about his husband, being lectured at large meetings for not providing information he was never asked to provide, and the like, that he was losing sleep, unable to eat, and prone to tears. When, on a Sunday, he received an email sent by his Manager, copied to his entire team, questioning his honesty without any basis . . . that was “it” for him – he shot back with a resignation, effective immediately. It was only because of the number of witnesses to this treatment, his resultant medical issues and his Manager’s openly bragging of his intentions to drive Paolo out of his job, that we were able to negotiate a reasonable departure package for him.