Beware exploding bridges – Your resignation is part of your brand March 2012
A more spectacular resignation is hard to imagine. Last week, South
African-born Greg Smith walked away from his workplace of more than a
decade, Goldman Sachs, in a manner that had global company leaders
blanching over their croissants and newspapers, and the investment bank
losing $2 billion in market value.
It is the kind of middle finger-departure about which leagues of
employees fantasize: Hand in your resignation letter and make your idiot
boss pay for your suffering under his leadership.
But such acts of professional revenge are most unwise and are likely to
do as much damage to your personal brand as it may to the pride or
reputation of your boss, says Debbie Goodman-Bhyat, Managing Director of
Jack Hammer Executive Headhunters, the South African partner of IRC
Global Executive Search Partners.
"Whether Smith was justified in his criticism of his former employer or
not is not at issue. Very often criticism is valid. However, seen from a
personal-professional context, such actions could have long-lasting
consequences for an individual's career. Although his courage for
standing up to 'the man' may have been widely applauded, there are very
few employers who will be standing with open arms to welcome him into
their employ," she says.
Goodman-Bhyat says that the type of emotiveness and "instinct"-based
behaviour that came across in Smith's resignation letter are further
factors that would make companies hesitate to take on an individual.
"Big or small, professional-space companies are very reluctant to
appoint employees who exhibit signs of being prone to indiscretion and
emotional reactions," she says.
Goodman-Bhyat says that, although Smith's resignation was on the far end
of the scale, it served as a reminder to employees to resign in a way
that retains dignity and professionalism and doesn't burn bridges.
"At the point of resignation, there really is no point in letting the
boss feel the force of your resentment. Doing so will serve no purpose
other than exacting revenge - if that - and can't possibly add to your
future career and prospects. It can, however, come back to bite you.
"The way in which you want to leave an organisation is part of the
long-lasting impression you leave not only with your direct boss, but
also everyone who worked and engaged with you.
"Keep it to yourself and keep moving. You are leaving. Opening a can of
worms is unnecessary," says Goodman-Bhyat. On the other hand, when it
comes to issues of ethical breaches and criminality, these should
certainly be exposed, but with extreme caution. Disclosure of such
matters via 'whistle-blowing' should be dealt with very carefully,
preferably after getting sound legal advice.
"Even during the exit interview, if asked directly, it is wise to find a
balance between discretion and honesty. Remember that the exit interview
is not a therapy session where you can offload indiscriminately. Rather,
use it as an opportunity to point out challenges and problems in the
workplace, but continue to use your best diplomatic skills.
ISSUED BY: Lange 360
ON BEHALF OF: JACK HAMMER EXECUTIVE HEADHUNTERS
For more information contact:
Debbie Goodman-Bhyat at Jack Hammer Executive Headhunters on 021 425
Mervyn Dziva at Lange 360 on 021 448 7407
About Jack Hammer Executive Headhunters
Jack Hammer provides a fresh approach to executive headhunting by
cutting through the ordinary. They have achieved this over the last
decade by using strategic research to drill down and expand their market
intelligence beyond the obvious and source the real gems of talent. The
knowledge gained in the process enables them to give clients a
competitive edge by ensuring they find the right executive talent - in a
manner that is both responsible and ethical.
Debbie Goodman-Bhyat, MD, Jack Hammer Executive Headhunters BA.LLB
Debbie entered the field of recruitment in 1998 with a financial
services headhunting firm, and within one year she was one of the top
billers in executive search in SA. In 2000 she established her own
executive search firm, diversified the industry focus, and then
partnered with Fusion Consulting in 2001. As the founder and Managing
Director of JACKHAMMER, she is an industry-leading headhunter, placing
top executives in SA's leading corporates for more than 12 years. Her
unique style and vision may come from her somewhat unconventional
background as an award-winning contemporary dance choreographer,
director and dancer. Now, as an entrepreneur in the business world, she
maintains her passion for work and relentless drive to get it right.