Don't burn your Bridges
So you’ve decided it’s time to move on and have secured a great new offer. Here are a few handy tips to ensure you leave your job on good terms.
Stay engaged
Don’t check out too early. As long as you are being paid you owe it to your firm and your clients to do your best until you walk out the door. Organise a plan to transfer your responsibilities so your partner/ manager and colleagues are not left with a mountain of unfinished work. Make sure there are no ‘time bombs’ sitting in your files that will adversely affect your colleagues down the track.
Write a resignation letter
Think of your resignation letter as a thank you note. It’s an opportunity to express your gratitude to your manager for working at the company and for the help they may have provided. It should also include your last day on the job. Where possible, resign in person to provide closure. Make sure you resign with adequate notice, particularly if your job is complex. If you would like some guidance, here is a template for a resignation letter from Seek. Remember the legal world is very small.
Get your story straight
Once you’ve met with your partner/ manager, ensure you’re both on the same page regarding the reasons for your departure. It’s vital to keep your approach positive – you want to leave the door open for future employment or at least a good job reference. Confirm with your manager how he or she would like your colleagues to be told. It may be worth suggesting that you tell colleagues individually and write a short email for your partner/manager to distribute.
Return any property
Make sure you don’t leave with any keys, equipment or furniture (I know you loved that office iPhone). Leave with a good conscience and make sure to pass on your contact details to colleagues. If there is an alumni organisation make sure you sign up and if there is an exit interview – try and provide positive feedback and constructive criticisms. Try and refrain from ‘going postal’ irrespective of the reasons you are leaving. Remember you are likely to bump into former colleagues at other firms, in court or they may even be your next client. It is a small industry and people have long memories. Try and move on without burning bridges.
Be VERY wary of counter-offers
Once you have signalled your intention to leave your potential employer, even if you accept a counter-offer to stay things will never be the same. Anecdotally, most people who accept a counteroffer still leave their employer within the next 12 months. The fundamental reasons that they were looking to change employers has not changed.
Thanks for the article Jason. As experts in employee perception measurement at each stage of the employee life-cycle, we encourage organisations to create an exit processes which provides the opportunity for an honest, respectful and mutually valuable experience. We recommend measuring #detachment using the Employee Detachment Inventory (EDI) as a critical step in this process. The EDI measures the pattern of the emotional bond based on push and pull forces across 64 elements and 12 workplace drivers. The EDI + also measures the managers perceptions. The individual insights are valuable both to the employee and the manager. Trending this data over time is enormously valuable to the organisations understand what is causing talent to leave by job family, structure and demographic. Of course understanding why the emotional bond breaks and leads to separation of talent normally poses the questions - how do we create really strong emotional bonds and how do we sustains them? Leading organisations measure and manage Employee Attachment and Employee connection as well. More info on these can be found at www.shcBOND.com Thanks again for the article.