How to increase your survival odds when layoffs loom
The need for layoffs may not be your fault, but who stays and goes is not random.
Hi strategists-
Last week I held my monthly Free First Friday - the first Friday of the month where I open up my calendar for free trial strategy coaching sessions. (January scheduling is available now if you’re interested). Today’s newsletter topic comes straight from those sessions, where 3 people asked some version of the question, “How do I keep from getting laid off?”
It’s an uncomfortable question to find yourself needing to ask, but is still immeasurably better than its counterpart, “Why was I laid off?” The most successful strategists are proactive about their careers, and try to act with intention. Maybe this week’s newsletter will help you do the same.
If you have thoughts or want to suggest a topic for a future newsletter just reply to this one.
-Mike
How to increase your survival odds when layoffs loom
Like all of you, I read the news and LinkedIn posts about layoffs and I understand the need to feel like it’s not our fault. Companies merge and create redundancies, lines of business shut down, downturns following a boom result in staff bloat that needs to be corrected - none of this is directly the fault of the people affected.
But the hard truth is that for most of us being laid off, we're not entirely absolved of responsibility. We may not control whether or not our company has to let people go, but we can affect whether we're above or below that fateful line in the spreadsheet.
I've had to create those spreadsheets, and I promise you that who stays and who goes is not random. And even though it's driven by cost, the decisions are often made based on value. As a strategist, you can be more expensive and also be more valuable - to your manager and your agency. That makes it easier to keep you.
Conversely, being more expensive doesn’t necessarily mean you’re more valuable. It often means you’re more vulnerable, as you need to demonstrate greater value than someone less expensive.
Every situation is different of course, but here are some questions to ask yourself - honestly - to make sure you're giving your leadership as many reasons as possible to keep you when cuts happen:
What am I doing to make myself easy to select for projects?
How am I making my manager’s job easier?
Do I have any unique skill or expertise at my agency? Does my agency know what it is, and are they relying on it to win or deliver business?
OK but is it really unique to me?
Do I bring my manager solutions, or just point out problems?
Would my clients complain if I was no longer on their projects?
Are the accounts I’m on strategically important to the agency?
What have I done in the past 6 months to help the agency grow? (Pitching doesn’t count.)
When have I taken initiative on something that wasn’t part of my billable work?
How am I actively participating in and contributing to our culture?
I hope this helps, and I hope even more it doesn’t need to.
Strategy in brief
The only KPI that matters to a strategist is that the client wants to work with you again.
Thanks for reading all these words and subscribing (to even more words). If you know any other strategists or strategy-adjacent folks who might like this newsletter that button is for you.
About The Strategy Coach Company
I’m Mike May and I founded the Strategy Coach Company to help brand and agency strategists get better at their job while doing their job. I provide 1:1 coaching, collaboration, real-time feedback and thought partnership on actual work in progress, because I know that’s the best way to get better at doing strategy, and at being a strategist. You can learn more at StrategyCoach.co, connect with me on LinkedIn, or just reply to this newsletter.
I think your points as just as relevant to any business or service provider as well. Thanks for sharing.