Leaving Well

We made the unusual decision to publish the following blog anonymously in order to allow a particular approach and tone that we think benefits the quality of the work and the interests of our members.

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The authors of the AHUA blogs often aspire to inform, encourage reflection and entertain. Frequently attempting to address the essence of complex topics in less than a thousand words. A recurrent theme is that of referenced facts within a broadly ‘regulated / compliant’ paradigm which is orientated towards Higher Education. This blog will adopt a more journalistic approach which will be light on ‘facts’ and tack towards a blend of reflection and generally not particularly credible internet sources which will not be referenced. In short, there is a reason this one is anonymous.

When the time comes to leave a job there is a plethora of advice and guidance available on the internet. The range of titles include; “Steps to leaving a job with your relationships and reputation intact”, “How to quit your job and keep your reputation”, “How to leave a job on good terms”. An abiding theme within these numerous articles is an assumption of power on the part of the individual leaving. A choice is implicit. One article titled “Leaving on Bad Terms” maintained the same theme of an individual employee choosing to leave.

The advice here has ubiquitous themes of do’s and don’ts:

Do:

• professionalism is crucial
• a formal meeting
• following a formal meeting by a written resignation
• working one’s notice period or at least negotiating and agreeing a notice period
• work conscientiously throughout the notice period
• do not pass uncomplimentary comments about colleagues or line managers
• facilitate, to the best of one’s abilities, a transition of responsibilities
• clarity regarding the reason for departure; career change, career progression, lifestyle change but not negative reasons associated with the organisation of those one has worked with
• during the period just before one leaves, let colleagues know that this is not ‘goodbye’, let them know how to get in touch with you once you have settled in to your new situation “it would be good to have a drink after work or grab a coffee” – this will leave ‘doors open’. It is sometimes surprising how ‘small the world ca be’ and how unexpectedly ‘paths cross’ in the future.

“Don’t:

• Give different reasons to different people – stick to one story about why you are leaving
• Be dishonest or overly secretive about your next move – your boss and former colleagues will find out where you have landed soon enough.
• Divulge too much during your exit interview – it’s not the time to give detailed feedback and ideas for improvement.”[1]  It is naïve to believe that this is a confidential discussion.

It would be difficult to adopt an adversarial position with any of the above mantras. Many professional and academic colleagues within Higher Education progress their careers by leaving one job / institution and moving to another. In such circumstances “leaving well” has merit. It is important for the Department, School, Faculty, and University that one is leaving. It is important for one’s colleagues and it is important for the individual “moving on”. Higher Education is in many ways ‘a small world’ and it is likely one will encounter colleagues again. It is entirely appropriate and proper to acknowledge all of these things. However it is also appropriate to recognise that in contemporary Higher Education within the UK, it is possible that one may experience an enforced departure via a redundancy/restructuring process. How the individual manages this situation can have implications for their personal wellbeing and their career.

Academic literature draws on themes such as ‘psychological safety’[2] and the seven psychological stages associated with experiencing redundancy: denial, shock, anger, negotiation, depression, acceptance and relief. [3] “Redundancies are often unanticipated by employees as management decisions are made behind closed doors”.[4] The process can be jarring and prompts employees to consider ‘jumping before being pushed’. There is often confusion and emotion among individuals affected.

While experiencing a redundancy process and in the Stage 2 phase of ‘shock’ a close friend demonstrated typical thinking: What did I do wrong? How could I have done things differently? If only I had not done…., if I had done…. This of course goes nowhere and only serves to facilitate self-flagellation. In the midst of this pointless but natural introspection a close colleague of theirs explained that the situation had little to do with them. “Think of the Stalinist purges” the colleague said “loads of good blokes that were doing good jobs got swept away. Gulags or killed. It’s the tide of history and nothing to do with you.” At the time it helped my friend. Looking back, there is both an insight and a rationality.

As one looks over the precipice of losing one’s job, colleagues, friends, your way of life, (and that’s often how it feels) the key is to extricate oneself and ‘leave well’. The option of a legal challenge often floats across minds and discussions. An option yes, but it is of advantage to ask the question: How many ‘tricky dicky find a loophole lawyers’ can the university draw upon and what can you access? Then there is the stress and deep emotional pain. If one pursues the tribunal route there is likely to be months of worry and sleepless nights. The HR professionals employed by the university will not be losing sleep or worrying, nor will the KC they employ; but you……….

There is merit in exploring an ‘amicable’ ‘parting of the ways’. It is worth remembering that a compromise agreement can ensure that the last thing on your HR record will be a reference which you have agreed.

There are no right answers and no wrong answers in the process of leaving an organisation under enforced circumstances. However to draw upon a well-worn phrase, ‘getting out with your shirt’ – there is a lot to be said for that.

They/Them; Annonyminimouse

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[1] https://hbr.org/2014/12/how-to-quit-your-job-without-burning-bridges

[2] Clark, T. (2020). The 4 Stages of Psychological Safety. Oakland: Berret-Koehler Publishers, Inc.

[3] https://www.bps.org.uk/psychologist/double-jeopardy-surreptitious-consequences-redundancy

[4] https://www.bps.org.uk/psychologist/double-jeopardy-surreptitious-consequences-redundancy

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