One Workplace Basic You May Be Forgetting

Yesterday, I had the opportunity to read Douglas R. Conant's retrospective about losing his job. Many of us have lived through the trauma of being "laid off" or fired. (Somehow going through the experience doesn't make the prospect of recurrence any easier to process). I experienced this very early in my career — and at the time I was completely baffled. However, when I look back on my tenure there, it could have been predicted. As Conant describes, we often need to take stock, learn from and accept "blinding glimpses of the obvious." I also had failed to see that I had skipped a critical career step. I had not made my commitment to the organization readily known.

We often discuss how organizations should put forth effort to engage employees and encourage authentic commitment (I firmly believe in this.) However, we also play a key role in establishing and strengthening the social contract that is implied there. This remains an important step in a recovering economy, as many of deal with less than perfect roles and working relationships. The health of the implicit contract, between an employee and employer, should be carefully considered. In my case, I was viewed as someone who would be part of the organization only until my "real work life" began — essentially, not fully committed. (In reality that was not the case). I learned that it was entirely possible to be cut, even if when viewed as effective contributor. To make matters worse, the decision was made because the organization felt that I really wanted to move on. Ultimately, I had stayed the course and completed my work — yet something was deemed to be missing.

Expressed commitment (from both parties) is a critical element in the social contract hammered out between you and your employer. In many ways, that contract guides the present and future relationship that exists between you, your supervisor and ultimately the organization. The strength of that often unstated contract, is measured in part through expressed attitudes and behaviors (also from both parties). In my case, I determined that had I expressed this more clearly, my job could have been saved. Although this action may not save every job - take a moment to think about the messages you might be sending. Does your outward demeanor jibe with how you feel about the organization? Do your actions and attitudes say "stay" or "go"?

Some things to consider:

• Are you "culture positive"? Do you believe in and support the organization's culture? Is this expressed? Whether this includes a specific attitude concerning customers, products or process — be sure that others know if you are "on board" for the longer haul.
• Do you mesh with other employees? Do you put forth real effort to bond with your colleagues? Have you made every effort to collaborate fully? If you make a less than full attempt, this could be communicating to others that your commitment is waning.
• Job fit issues. A tough economy can force some unlikely job assignments. If you are in a "less than perfect" match and have been vocal about it, clear up the "commitment" message. Let key individuals know that you remain committed to the company, even though your current role may not be ideal.

Have you ever been let go because you were not viewed as committed? Were you misunderstood or was it time to move on?

Dr. Marla Gottschalk is an Organizational Psychologist and coach. She also writes The Office Blend.