Roger Dusing - Im Fired?!?: A Business Fable about the Challenges of Losing One Job and Finding Another

Copyright 2014 Roger Dusing

Smashwords Edition

Smashwords Edition, License Notes

This ebook is licensed for your personal enjoymentonly. This ebook may not be re-sold or given away to other people.If you would like to share this book with another person, pleasepurchase an additional copy for each recipient. If you are readingthis book and did not purchase it, or it was not purchased for youruse only, then please return to your favorite ebook retailer andpurchase your own copy. Thank you for respecting the hard work ofthis author.

Published by Lighthouse Point Press

Pittsburgh, Pennsylvania

www.lighthousepointpress.com

www.im-fired.com

Dedicated to my loving wife, who hassupported me more than I deserve during my too many times in thejob search process.

Appendices

Anyone who has ever lost a job and survivedthe emotional ups and downs of seeking a new one will immediatelyidentify with Bob Smith, the ultimate hero of Roger Dusing's timelyand informative book. Bob's story is one that millions of Americanshave experienced being blindsided by a downsizing, suffering theloss of a major piece of one's identity, dealing with financialworries, trying to focus clearly on what to do next, strugglingwith practical aspects of resume writing, fielding tough interviewquestions, negotiating salary, and how to make the best use of thisthing called "outplacement."

Roger Dusing knows whereof he speaks hehas survived the loss of six jobs and has recovered and learned from every one. Im Fired?!? traces the steps of Roger'scomposite alter-ego as he struggles and is enlightened along theway. He quickly realizes that there is a better way to seekreemployment than he (and most people) ever know. After all, mostof us never took a college course on Career Transition orJob-Hunting 101.

Bob discovers that he suffers from commonmyths and misconceptions about the job market, networking, and howto write a resume. Im Fired?!? offers the best of twothings we like most about good business books a compelling storywe can follow and relate to, and practical insights and tips we canuse, including appendices containing, among other valuable notes, alist of interview questions and Bob's before-and-after resumes.

Having spent much of my own career as ajob-search and career-transition consultant with two majoroutplacement firms, I can attest that readers of ImFired?!? will be well advised. I welcome this heartfelt andenlightening contribution to our collective library of job searchliterature.

Leigh Branham

Founder/Principal, Keeping the People,Inc.

Bob knew something was going on. Alice, thedepartment Vice President, had been acting strange these last fewdays. She seemed distracted and was almost always in meetings withthe executive team. This morning she had been flitting around theoffice talking to almost everyone, except Bob.

At the coffee pot, Bob heard that severalbig meetings had been scheduled for later that day. Most employeeshad been told to meet in the conference room at either 2 or 3oclock. Bob, and several of his peers, hadnt heard anything. Hewas starting to get a little nervous himself.

As usual, Bob ate his lunch at his deskwhile he looked over the Wall Street Journal. He tried to keep upwith the financial news as best he could. Just as he was throwingaway his sandwich wrappers, Alice stopped by his office.

Bob, she said a little nervously, can Isee you in my office for a minute, please?

Sure, just let me clean up. Do I need tobring anything?

Uh, no, she replied. I dont thinkso.

A few minutes later, Bob and Alice wereseated at the small conference table in her office. Bob could seesigns of stress in her eyes. Whatever they were going to talk aboutdidnt seem easy for her to say.

Bob, as you know, sales have been off forthe first two quarters this year. In addition, our plannedacquisition of G-Tech seems to have failed. It looks like they gota better offer that we cant afford to match. What that means isthat we have more staff now than we need and Im afraid we aregoing to have to eliminate some jobs.

Bob considered what Alice had said and hisself-preservation instincts kicked in. I was afraid that mighthappen, so I have been looking over my staff and I think I may havesome suggestions

Alice cut him off. Bob, thank you, butweve already reviewed the staff and determined how we want torestructure. We have meetings scheduled with the entire companythis afternoon to announce the new organization.

Which meeting do you want me to attend?Bob asked hopefully.

Alice collected herself before she started.Bob, part of the reorganization involves a reduction in force. Wehave decided to flatten our organization structure and yourposition has been eliminated.

Bob felt like he had just been punched inthe stomach. His head swam. Bob had been with National Products for15 years. He knew the acquisition of G-Tech was not going well andhe knew that the company might have to lay-off some people. But henever thought it might be him.

Bob, I know this is a surprise for you, andits news that nobody wants to hear. We have prepared a package ofseverance and benefits continuation to help carry you hopefullyuntil you can find another job.

Bob started to regain his focus and the newsbegan to sink in. Im fired?!? Why me? he asked. Ive been herefor fifteen years, all my performance appraisals have been meetsor exceeds expectations, and Ive got almost perfect attendance.Why me? You need me. The anxiety in his voice was obvious.

Alice thought back to the training shed hadfor this meeting and looked at the outline she had prepared.Knowing that people would react to this news, the company hired anoutplacement counselor to assist employees who lost their jobs.That counselor also had provided some training to Alice and theother executives who had to deliver the bad news. She tried to beas calm as possible. Bob, you have been an excellent employee forfifteen years, and we truly appreciate everything youve done forthe company. Please understand, including you in thisreduction-in-force is not a reflection on your contributions oryour performance, but on our staffing needs. We just dont need asmany supervisors as we did before.

Bob was getting angry. Well, who else didyou fire? What about Simmons? He hasnt carried his own weight foryears!

Try to calm down, Bob. I want to keep thisconversation focused on you. Alice stayed as professional as shecould, but Bob could tell that she agreed with him about Simmons.You and I have never talked about the performance of the othersupervisors, and we dont need to start now. Let me just say thatyou are not the only one affected.

We have eliminated about twenty jobs fromvarious parts of the company, including several others in Finance.Lets just talk about you and how we can help you move on toanother opportunity.

Well, why do I have to go? Youre going toneed Financial Analysts and Accountants, arent you? What if I goback to my old job? Shirley is going to have a baby in four months.Youll need someone like me to fill in for her. Why dont you justterminate her now? Her performance isnt that great and shedprobably like the time to spend with the baby. Thats a plan. Youfire Shirley, and Ill take her job.