Retrenchment.
It’s just a word. But it can send shivers down the spines of the toughest corporate beast. It’s not just the mere action of it, it’s the aftermath.
Only someone who has been there before recognises the different emotions of being retrenched. And only someone who has been there before understands the people undergoing the process. It’s Victor Hugo who said: “In face of a common adversity, there is fraternity amongst strangers.”
In case you’re wondering if this is another philosophical rambling: well, no. Of course not. I’m hoping to compile as much information and data as possible while I’m still contributing to the unemployment statistic, in hopes that the ones who will come after me will benefit a little from whatever experience I am going through.
Each of us has a story I suppose. Mine was brutally cold, but not uncommon: Regional Manager of an upcoming US company; did great for the past 4 quarters, leading the group to a 300% growth in bookings and revenue pipeline; getting all the commendations needed from the VPs; and having a great time and looking forward to major plans for the coming quarter.
These are the ones that hurt; the ones you don’t expect. In fact, I was up doing a system migration till 5 am with a customer and was preparing to get on a major conference with their management at 10 am the next morning when I received a nice little call from my senior director.
“Due to strategic restructuring, I’m afraid to inform you your position as Regional Manager is no longer required. I’m sorry, but we’re letting you go.”
It’s always hard to swallow, that pride that just disappears like that little piece of fruitcake you consumed yesterday. You know he’s reading from a paper. You know he has rehearsed this little conversation and you know he’s ready for your protestations.
At that moment, you’re retrenched. You’re no longer needed by the company. The rules of the game has now changed.
