Ending it all Engineering exits with ilan!

EVERYTHING you do is probably as great as you want it to be... or is it? Truth be told it often isn't and sometimes its total disaster! To have very few of these in one's career, knowing when to quit and then quitting when we know is the best thing to do.

Most of us from childhood up have been taught that we should never give up or admit defeat, while this is great for persistence, and the stick-with-it attitude, sometimes its better to stop flogging a dead horse and get onto something that's more productive, and incidentally, fulfilling!

In equitation, my riding instructor taught me first how to fall off my horse without hurting myself. This lesson has saved my bones several times, my life twice, though truthfully, my dignity has sometimes taken a blow. Nevertheless, this salutary lesson has taught me and others to take risks calculatedly and `break any fall' that may happen.

After the dotcom bust, even traditional, old economy companies are closing shop due to market forces, some sink into oblivion without a trace, yet those that have learned to take defeat as it comes, and plan around them have survived to emerge later much stronger than before.

Take a spare paddle when you row up the creek!

Always plan a way out before you make your way in! Abhimanyu didn't and we all know what happened to him! In starting a new venture, most strategic planners set benchmarks for success. In fact they set these indicators to know how far they have come. Somehow they never set failure indicators, so that they know when they are on the wrong track or where they must turn back or turn off! Similarly when taking up a new job or assignment few but the brightest enter into a disengagement protocol (something I personally call a `disappointment letter', the opposite of the appointment letter!) The intelligent will note down the entire process of disengagement from the organisation and the areas where fair appraisal can be made. The terms of engagement are as important as those of the disengagement, and with the passage of years, both need to be revised periodically! We all hope that things work out, indeed it is in everybody's interest that things work out, but what if they don't? Who will look out for your interests? The organisation certainly will not. Ergo, you must.

While most organisations secure themselves in the removal of a supernumerary or inefficient employee, the contracts are usually drawn in favour of the company. Everybody would be wiser if they spared a thought to secure their interests too. Similarly in the case of a new foray or a fresh venture, a `back-door-open' clause will go a long way to save a lot of heartache later. If this was done, it will be easier to pick up the pieces.

Clean is clever!

A clean break is best, but not always easy because we have been conditioned from childhood up to emotionalise events and actions. So that when we say no, or need to discipline someone or even need to dismiss someone, we have the tendency to feel as if we have done something not quite right. The `regret factor' makes us hang on to an idea or a project or a person long after it has become contraindicated to our purpose. Viewed in less dramatic light, we have to see what is best for the organisation, and if a project or an employee has outlived its usefulness its best to cut the losses and look ahead. We are all excellent at looking back and wallowing in nostalgia, romantic as it may sound, productive it isn't! Yes, never compromise on organisational values. That is and should remain sacrosanct. If the value is to be seen as a caring, concerned organisation willing to sacrifice bottom lines for love, then by all means hang in there, but don't blame circumstances for the eventual shutdown. Magical turnarounds only happen in the movies! Also keep in mind the fact that by continuing in a failing project or retaining a rotten egg, you run the risk of losing people you'd rather keep! The creaking gate syndrome, (where an old broken gate, hangs on to its pillar by one hinge but never falls off and does not keep the sheep in either!) causes more damage than good and will never serve its purpose either! Its far better to see that the disengagement is done cleanly and quickly leaving no time for regrets.

Cry Hold! Enough!

There have been e-call centres folding like multiple failed games of solitaire. Hyderabad, Chennai and Bangalore have been seeing a rash of this lately. But in every case these companies tried to hide the `kill', lulling faithful employees into a stupor of security till at last when the axe fell the feeling of betrayal was immense. By doing this they have given remaining companies a bad name, all because they were not minded to admit defeat and say so up front. It is essential for all concerned to know so that alternate arrangements can be made. The tradesman is not obliged to decry his ware, but to use the Caveat Emptor rule on hapless employees is unforgivable! If lines of communication had been open, no hard feelings would have been generated. The break would have been clean.

Rediscover Redeployment

If it is an up front shut down and good talent needs to be released, try redeployment first. Surely there are alternative slots within the organisation to accommodate these people. On the other hand if they have to go, let go! Keeping people hanging around is fatal and demoralising for all concerned.

Raking is Wreaking!

Try to be positive about any such disengagement. People, friends, former associates, relatives and future employers are going to ask about the failed venture. Never present a negative picture, even if the picture was a dismal one, focus on the positives, and blame circumstances rather than people or better still be open, frank and clear about it, without sounding remorseful or apologetic about the matter. Do not rake up old issues, dissect them all over again and proffer reasons or justifications. To do so will wreck you! In the event of being asked if a disengaged employee departure was voluntary, try and be as minimally negative as possible without compromising the truth.

Getting on with it!

Don't be bogged down by any traumatic experience so that you can't get on with your life and career. Do not let it steal the zing from your life. Find new things and get on with it! If you have disengaged yourself from an organisation, chalk up the occurrence to experience, and if your project has collapsed, make sure you don't! There will be others along, and the right time will come along with the right opportunity. See and understand what went wrong and see it doesn't happen again. Immersing yourself in something else will help as long as it is not liquid or alcoholic! Take it easy and don't rush into another project or deal. Take time off to think it out first applying the learnings from the old one!

Endspeak

The best cure is never to paint yourself into a corner. Look before you leap is an old clichi, but it holds good nonetheless.

Since we do this kind of crazy painting throughout our lives, develop the resilience to bounce back, cut your losses and above all be firmly convinced about what you intend doing and then go ahead and do it. Even if it means taking the occasional, calculated risk!

S.RAMANUJACHARYA

professor1@sify.com