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Boy Scouts of America and Leadership Coaching
The Center for Management and Organization Effectiveness talks with Dennis St. Jean, Assistant Director Professional Development Division, Boy Scouts of America, Irving, Texas. CMOE: Having recently attended one of your leadership conferences I...
Building Performance Trust
You can have outstanding ideas, yet never leverage them into winning at working results. That's because the secret behind those ideas lies in performance. Yours. Getting the okay to pursue your idea is directly related to the level of confidence...
COACHING SKILLS
Introduction The question for leaders in organizations today is how do we go about unleashing motivation, facilitating idea creation, promoting information flow and go beyond being Number One? How do we distance ourselves from our competitors?...
Six Fatal Mistakes to Avoid While You Still Have a Job
Good for you if you currently have a job. But NEVER take it for granted that you’ll have a job forever! You could lose this job because you have lost favour with your boss or your boss’ boss. You could lose your job because the company you work for...
Using Meditation to fight Stress
Using Meditation
Everyone is looking for a way to still their thoughts, shed
their worries, and attain mental peace. That is the purpose of
meditation! You may not be different however your main concern
should be to get rid of your stress...
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Counteroffers: Should I Stay or Should I Go?
Counteroffers: Should I Stay of Should I Go?
Counteroffers: Should I Stay of Should I Go?
If “resignation” is the word that strikes fear into all employers, then “counteroffer” is the one that strikes fear into an employee’s heart. “What should I do? They’ve matched my offer?”
It’s Friday afternoon. You walk into your boss’ office and ask the question that has sent scared many a managers —“Do you have a minute,” you ask. At that moment, he knows you’re resigning and if he/she wants you, they will have to fight to keep you.
“Why? We love you. Please stay! Don’t go! What do we have to do to keep you?”
Recently, two people who accepted an offer from a client of mine called me to tell me that they accepted a counteroffer to remain with their current firm. The one who had been with his current firm for twelve years seemed to make a decision that made sense; the other, however, had pleaded to get a fulltime job and leave consulting. His assignment was ending and he said he wanted the stability of a fulltime job. Earning $45 per hour without benefits, he accepted a small increase in his hourly rate, rather than a fulltime salary of $93000 plus bonus and great benefits from an employer that he kept begging me to get him to see for a job that he said he loved. Why? He told me, “They need me. (as though my client didn’t.; as though the loss of revenue for his consulting firm and the difficulty they would have replacing him quickly at the client didn’t bother them a wee bit). ”
Between the moment you quit and your departure date, your employer may try to persuade you to stay. Your mentor in the firm calls to talk with you. Your colleagues ask you to lunch and want to know why you’re going, where and for how much. Your boss’ boss asks to meet you. You are now the most important person at your company. You’re asked, “What will it take to keep you?” And this goes on for two weeks.
The pressure to accept a counteroffer can be enormous. The monetary offer can be tempting to stay. The promises to rectify everything that ticks you can be enormous. Yet, let’s look at what is going on from an employer’s perspective.
Your resignation is coming at an
untimely moment; they are not prepared to replace you with someone who can step up and do your job. The cost of replacing you in dollars and effort (how many resumes will need to be read and people interviewed before they hire someone who they will need to train—AND they may have to pay a higher salary than what you were earning plus a fee to the search firm for a person who doesn’t know what you know. Can you see it’s not about you, personally) is large.
At the time you decide to change jobs, write down the reasons why you want to leave—I’m bored. I want to make more money. My boss is a micromanager. I want to learn something new. I want to work closer to home—write down the reasons and put them in a place where you can find them at the time you give notice.
Then, before giving notice, find the list and review it. Do not be seduced by the emotional response you may receive. Remember, the money they offer may only be your next raise pushed up a few months. Listen carefully to the promises that are made and remember that nothing is being put into writing; it is just the desperate effort to keep someone who was taken for granted for so long who they are now forced to remember they have underpaid, treated poorly and need to accomplish their objectives.
Few counteroffers should be considered, let alone accepted. I fully expect to see the consultant’s resume online again in a few months because the core issues that caused him to look for a job were not resolved.
Jeff Altman
Concepts in Staffing
jeffaltman@cisny.com
© 2005 all rights reserved.
For other articles by Jeff Altman, go to www.newyorkmetrotechnologyjobs.com; for help with hiring staff, email Jeff and let him know how to best reach you.
About the Author
Jeff Altman has successfully assisted many corporations identify management leaders and staff since 1971. For additional job hunting or hiring tips, go to http://www.newyorkmetrotechnologyjobs.com
If you would like Jeff and his firm to assist you with hiring staff, or if you would like help with a strategic job change, send an email to him at jeffaltman@cisny.com (If you’re looking for a new position, include your resume).
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