- Lack of management credibility. After a downsizing, management becomes the ubiquitous "they." Even executives blame higher-ups for their problems and try to separate themselves from them. Apparently, there's still some gratification in being a victim, not the oppressor. Also, employees often feel that the wrong people got "kept," while the "good guys" got kicked out.
- Depression, stress and fatigue. Such symptoms are common at all levels of the organization. Battle fatigue is bound to set in when you must do more work with fewer resources at a time when your motivation is at an all-time low.
- Distrust and betrayal. These are everywhere. A "watch-your-back" attitude becomes prevalent, creating a hostile, alienated workforce and workplace.
- Lack of reciprocal commitment. Some employees maintain loyalty to their employer; however, no one believes the company will do the same.
- Wanting it to be over. Workforce reductions are draining and stressful. You may feel like you're hanging on by a thread waiting for it all to end.
- Poor planning and communication. In a workplace that's likely characterized by secrecy, mistrust and power struggles, employees thirst for direct communication, more information and some little sign that a benign authority is in charge somewhere.
When a national chain of bookstores consolidated its operations and eliminated several suburban stores, the company's advertising manager suddenly found herself saddled with public relations responsibilities as well. Although she hadn't been familiar with PR, she viewed it as a "learning opportunity" - a chance to expand her skills and experience into other arenas.
"I could have sat around moaning that I'm not a PR person, or that PR isn't my job," she says today. "But what good would it have done? Like it or not, I'm a PR person now. Fortunately, it's kind of fun."
To maintain your sanity and self-esteem, you need to accept responsibility for your decision to stay. If you can't do that, make arrangements to leave. After all, what's the point of holding onto your job if you end up becoming a physically and emotionally charred wreck in the process?
"When you accept that you're 100 percent responsible for who you are and where you work, you lose the need to blame others or hold them emotionally hostage," says Linda Bougie. After that, there can be a joy in staying, says Gold. When you're able to see the changes around you as an opportunity to invest in yourself, you won't feel like you have just holding onto your job. You'll realize that you're developing skills and experience you can take with you when you leave. "In this day and age, everybody needs to learn how be a change manager," says Gold. "It's the most marketable skill there is."
Unfortunately, most employees are so busy bemoaning their fate, they lose out on that window of opportunity. "Survivors are afraid to get their hopes up," says Phyllis Edelen, a human resources consultant in Gary, Indiana, who's managed career centers for AT&T and Kraft General Foods Group. "Instead of getting involved, they sit around waiting for the other shoe to fall."
She understands their fears but questions their lack of motivation. "People may be waiting for the next disaster, but in the meantime, they don't do anything to prepare themselves for that day," says Edelen. "Despite all that mental anguish they put themselves through, it hits them just as hard when they do get laid off."
No job lasts forever, so why waste the time you have worrying about when the boom will strike? If you've chosen to stay (at least for now), focus instead on self-development. Use the days, weeks and months ahead to build some new skills (including job-search skills), experiences and contacts that will enable you to build bridges out of your current situation.
