Down but not out
A demotion is a red flag, so start planning your strategy for success
A S the head of communications for a global consulting firm in the Financial District, Lacy Price (real name withheld) witnessed the slow disappearing act of her responsibilities last year. “Every time I came up with new ideas, they brushed them aside and told me there wasn’t a budget,” says the downtown resident. “They’d ignore my work to make it seem as though I wasn’t doing any.”
Even though Price hadn’t received prior poorperformance feedback, she started to feel dispensable. “It ultimately led to my firing,” she says. “They said they were eliminating my position because there wasn’t a need for it.”
While she admits the pink slip didn’t come as a shock, it’s “never an easy pill to swallow,” she says. Price landed a new job nine months later, which felt like “an eternity.”
Her situation isn’t an anomaly. According to recent OfficeTeam data, 46 percent of humanresources managers surveyed have demoted employees for a variety of reasons: organizational restructuring, the elimination of positions, poor performance or from not succeeding in a new role after a promotion.
Some demotions aren’t as obvious — much like the actions taken against aggrieved character Milton in the cult-classic film “Office Space,” whose cubicle was moved into a storage closet, some moves are especially furtive. However, there is always a reason for a demotion, says Samantha Abeysekera, partner at labor-and-employment law firm Akerman in Midtown.
“If the reasons are not related to poor performance, it may be that the company is downsizing or consolidating positions, or it may be that the employee in question cannot get along with co-workers or his or her manager,” she says. Yet not every demotion is justified. “[It] may be linked to an impermissible bias on the part of the manager, or related to the fact that the employee complained about the manager’s bias or harassment,” Abeysekera says. “In those situations, the demotion is unlawful.”
That’s why it’s always a good idea to document all conversations and communications, both on the employee and employer side.
“Where an employee disagrees with an employment decision, it can be helpful to have a documented narrative of good performance, like praising e-mails from managers or clients,” says Abeysekera. “That may include keeping notes on discussions with managers.”
Career coach Roy Cohen suggests employees do some honest introspection and thoughtfully review the situation and whether or not they contributed. Employees should also continue to act interested in their minimized jobs.
“Suck it up, and pretend that you are still enthusiastic,” he says. “You need to buy time, so you can survey the market and then engage in an active and dynamic job search.”
The bright side to a demotion is that it is a prompt to explore other opportunities. Abby Thomas, branch manager at Robert Half staffing agency in Midtown, says, “The job market is very favorable. Someone might have a choice of a few offers on the table should the situation with their current employer turn.”
Even if the demotion hasn’t occurred yet, these red flags probably mean it’s imminent: exclusion from meetings, vanishing bonuses, omission from e-mail distribution lists or plummeting performance evaluations. As a result, these should prompt an immediate job search.
If you are demoted and really want to stay with the company, it’s important to first identify the reason for the demotion. Rich Orbé-Austin, Ph.D., and co-founder of consulting, careercounseling and executive-coaching firm Dynamic Transitions Psychological Consulting in the Flatiron District, says employees should engage in a direct, nondefensive conversation with their supervisor or HR representative.
“Understanding the specific reasons for the demotion will help you to strategize about how to get back on track. Was it due to not meeting deadlines? Poor engagement with clients? Not hitting sales targets? Having a combative attitude with senior leaders? As a result of reorganization or a merger/acquisition?”
While he says it’s imperative to get tangible feedback, you can also rebuild your standing within your company by finding an internal sponsor to provide weekly advice and guidance — someone well-regarded who has figured out how to be successful in the organization.
It’s also important to focus on re-branding, which means “connecting more appropriately with stakeholders (peers, senior leaders, etc.), demonstrating improved effort and openness to feedback, and delivering better results,” says Orbé-Austin. “Be more vocal in meetings with creative solutions and ideas. Demonstrate your willingness to hear feedback and respond to it.”
Although a “demotion can be a major blow to your ego and motivation to succeed,” it’s also an opportunity to establish a new identity as a high achiever, a team player and a positive, dedicated colleague by focusing on what’s in your control: your attitude, effort and engagement.
“If you are able to consistently meet expectations, you will be back on the fast track and can change people’s opinions about you,” he says.