The Decision to Transition - Burning the Ships

I had been with the same organization since I was 19 years old and was at a spot where I earned four weeks paid time off each year when I received the demotion promotion in late July of 2014. And if I’d max out at five weeks in March 2016 when I hit the 20 year mark, the most a salaried employee was eligible for. That said, I had only used 40 of the 160 hours in my PTO balance by mid September - and at least half of that was in partial day increments as I interviewed with other organizations. On or around September 16, I received a written offer from a small, locally-owned company to serve as their primary human resources and payroll person. 

The initial screening process was handled by a third party so I wasn’t even sure who I’d be meeting with when I went for the interview. But from the time I met who would become my new boss, I knew it was meant to be. Even then, though, the offer can in at 20% less than my current salary - after the pay cut that accompanied my promotion. However, the new company was very clear about what they expected in a standard workweek: 7a to 5p, Monday through Friday. They were emphasizing what they saw as a high demand; I saw it as nearly part time compared to what I had been doing. All in all, the compensation was more than adequate given the amount of time I’d have outside of work if I accepted the position.

I got to my office the morning after receiving the offer like I had for nearly two years leading up to that point, around 6a. When my boss showed up just before 8a, I followed him into his office and closed the door behind us before he had a chance to say a word. I reminded him of my comment several weeks earlier that he’d need to find someone else to sit in my chair within six months. I went on to share that I had received an offer and would be starting with a new company on October 6. While it was more than the standard two-week notice, I still assured him that I’d do everything in my power to make the transition as smooth as possible. I don’t remember him asking me a single question.

I went back to my desk and dug back into the pile of applications I had to work through every day. Later that morning, my boss came to my office and told me that the plant manager wanted to talk with me. I expected one of two things to happen: receive a counter-offer to stay or be escorted out. I had no intention of entertaining a counter-offer; if they believed I was worth more, that’s what they should have offered with that bullshit promotion two months prior. And given I hadn’t taken more than a full day off all year to that point, I would have been just fine if they told me to leave then and there. Neither happened. The plant manager asked if I had indeed made my final decision. I told him they made that decision when they cut $500 each pay period and added more responsibility, I was just backing it with action. He wasn’t amused. He then told me that this was the biggest mistake of my career. I shrugged and told him it sounded like our conversation was over, then went back to my office. 

Definiteness of decision requires courage to walk away from the familiar; these moments clarify what truly matters and build self-control. Without each adversity leading up to that point, I don’t think I would have had the courage, self-confidence, or self-control to step away from the organization I had been a part of my entire adult life. But building on the foundation of all those adversities, I didn’t waver one bit.

I worked my tail off each day of the final three weeks with that company; not for my boss or the plant manager, but for the team members I had worked with for so many years and so I could hold my head high when I left. Starting with the new company was a bit of a rebuilding process, and we’ll work through that next. Before that, I’ll challenge you to identify one current or past pattern needing a decisive pivot. Commit to one clear first step and track your progress moving forward.