Online Reporter
Arthur Marara
Point Blank
(PART TWO)
Last week, I initiated a discussion on the often-overlooked topic of workplace politics. I’d like to emphasize a critical piece of advice, especially for those of you who are formally employed and do not have a stake in the company’s shares: Do not become emotionally attached to your job.
The reality is that one day, your employment may come to an end, and if you allow your job to define your identity, the loss of that position can feel like the loss of yourself.
The Reality of Employment
One of the most significant challenges employers face is navigating the process of parting ways with an employee, regardless of their professional level. My background as a lawyer, combined with my passion for human capital development and public speaking, has afforded me a unique perspective on the emotional ties individuals often develop with their jobs.
Throughout my professional journey, I have witnessed first-hand how people can become overly invested in their roles, leading to distress when change occurs.
This message is not only essential for employees but also valuable for employers as well. It is crucial we acknowledge that workplace dynamics can be complex and fraught with emotions. While I firmly oppose any form of unfair labour practices, I aim to highlight the importance of maintaining a healthy detachment from your employment.
The importance of detachment
People often become so tied to their roles that they resist changes, whether it be a minor office shake-up or a relocation request.
There are even instances I have heard of where employees resorted to superstitions or rituals, hoping to secure their place in an office they viewed as theirs. However, it’s essential to understand that all employment contracts, no matter their duration, can and will be terminated at some stage, whether it’s due to business restructuring, personal choices, or other unforeseen reasons.
Understand that employment is not permanent
I have witnessed situations where permanent contracts were abruptly terminated after employees dedicated over a decade to an organisation. Conversely, I’ve known individuals who left stable, well-paying jobs, only to find themselves unemployed weeks into a new position.
Often, these situations escalate into prolonged disputes characterised by legal battles that can last years. In a hyperinflationary environment, the financial expectations of employees seeking back pay may also become unrealistic.
Acceptance of change
This brings me to a pivotal point: when you secure formal employment, you must recognise that this job will eventually come to an end — whether it’s a fair departure or not. This acknowledgment is not merely a sobering reality; it’s a truth that can empower you to make decisions that prioritize your well-being.
The reality of workplace dynamics
Many individuals understand the legal frameworks governing employment contracts but underestimate the significance of workplace dynamics. The impact of these dynamics often becomes apparent only when faced with the consequences. Workplace dynamics is real and can affect job security in profound ways—decisions that may significantly influence your career could be made during casual meetings on golf courses or result from unsubstantiated allegations.
Understanding this aspect of workplace dynamics emphasises the need for employees to be discerning about the battles they choose to fight. You must strive to understand the motivations behind workplace relationships and decisions.
Change in management dynamics
Be aware that changes in management can lead to shifts in team dynamics. Those who were once deemed loyal to a previous leader may suddenly find themselves facing disciplinary action or even termination as new management seeks to establish their team.
In some cases, potential replacements may already be waiting in the wings to take over your role. Failing to recognise these workplace undercurrents can lead to easily predictable outcomes that could have been avoided.
Advice for employers: Approaching departures with sensitivity
1. Avoid abuse of disciplinary hearings
Employers have the right to discipline employees, but this must never devolve into punitive measures disguised as disciplinary hearings. There are humane and respectful ways to part ways with an employee that don’t involve unnecessary confrontations.
While there are scenarios where clear misconduct warrants disciplinary hearings, it is crucial that these do not serve as a blanket approach for disassociating from employees you no longer wish to retain. Employees must understand that attachment to a job or an office can lead to disappointment and conflict when management decides to move on—they may no longer see value in retaining you, and this is a reality you must be prepared to accept.
2. Acknowledge favouritism and change
In a corporate setting, it’s common for individuals to rise and fall in favour with management. There are times when one can be celebrated for their contributions, only to turn into a target later. Acknowledging this fluctuation can help employees remain grounded, allowing them to consider their legal rights and exit strategies in the event of an unexpected termination.
3. Promote a culture of mutual termination
When it becomes clear that an employee is no longer a good fit for the organisation for reasons other than misconduct, let us normalise mutual terminations. This approach fosters a respectful and dignified separation that benefits both parties. Maintaining cordial relationships and clear communication can mitigate potential conflicts and misunderstandings.
Creating a culture where terminations can occur amicably and respectfully is critical, especially for senior management. Many costly legal disputes arise due to misunderstandings stemming from either ignorance of the law or a refusal to recognize when a professional connection no longer serves its purpose.
Ultimately, life will go on even when your employment does not. By adopting a pragmatic attitude towards your career, embracing the inevitable uncertainties, and fostering respectful exits from employment, both employees and employers can minimise the emotional turmoil often associated with workplace changes.
Recognising that employment is just one facet of life can empower individuals to develop fulfilling careers without compromising their overall well-being.
Arthur Marara is a corporate law attorney, keynote speaker, peak performance and corporate strategy speaker. With his delightful humour, raw energy, and wealth of life experiences, he captivates audiences and inspires them to unlock their full potential. He is also a leadership expert with extensive experience in leadership development and coaching. He is passionate about developing effective leaders and empowering individuals and organisations to achieve their full potential. Through his engaging talks and workshops, he imparts invaluable insights and practical strategies that empower individuals to lead with confidence and make a lasting impact.
Arthur is the author of “Toys for Adults” a thought-provoking book on entrepreneurship, and “No One is Coming” a book that seeks to equip leaders to take charge.
Send your feedback to greatnessclinic@gmail.com or Visit his website www.arthurmarara.com or contact him at +263772467255 (Calls) or WhatsApp: at +263780055152.
