The Beginning of My Career

At the age of twenty-two, I joined a firm called Cutler-Hammer. Unless you're familiar with the electrical control and power distribution sector, the name might not ring a bell.

Honestly, it didn’t hold much significance for me back then either. Unlike most electrical manufacturing firms conducting interviews for engineering graduates, Cutler-Hammer had a unique focus. They sought out sales engineers, offering a competitive salary, annual bonuses, a company car, an expense account, and flexible hours. This flexibility meant I wasn't tethered to a strict 8-to-5 schedule.

I was assessed based on my performance, not merely the hours spent behind a desk. Compared to offers from industry giants like Motorola and Texas Instruments, this seemed like a dream role. After “negotiating” my start date and preferred assignment location, I accepted the position.

A Decade Later: Comfort and Stagnation

Fast forward ten years. I found myself in a comfortable situation with great relationships among colleagues, and my track record of exceeding quotas and satisfying customers earned me the privilege of minimal oversight. My manager, located far away, rarely interfered as long as my numbers remained strong.

However, comfort came with a price: I felt bored. The thrill of the job had faded, and envisioning another two decades of monotony and stagnation loomed large. I began fantasizing about starting my own business, yearning for autonomy over my career rather than being a corporate pawn. Yet, despite these aspirations, I clung to my position, perhaps paralyzed by the fear of losing a steady paycheck or lacking the savings for a smooth transition.

Then, I received the news: the company was acquired by Eaton Corporation, a colossal, multi-faceted international conglomerate. The outcome? For the next four years, the stable environment I had known devolved into turmoil akin to civil conflict. Ultimately, I found myself on the losing end of this upheaval.

The Slow Decline

Instead of using my established relationships to launch a competitive business within the same field, I resisted the takeover. This restructuring, known as divisionalization, brought political rivalries and personal conflicts that tore apart the company’s fabric and shattered professional and personal ties.

Employees were pitted against one another, and with every position available, two qualified candidates were vying to stay. I remember managers joking about the attrition process, implying many of us were marked for elimination.

While some trivialized the situation, the reality was a harsh professional battleground. Personnel changes were handled without dignity or respect, with some subjected to overt challenges to their professional abilities, aimed at discrediting them in front of clients and peers.

For three years, I navigated the treacherous waters of office politics, believing I was doing the right thing by defending myself and my colleagues. I pointed out hidden agendas and covert motivations of those determined to secure their positions at any cost. Initially, I had the support of my manager and others in mid to upper management who also opposed the divisionalization.

However, as time passed, my allies became targets, and when my protective superiors left or were reassigned, I found myself exposed. Without any connections in high places, I was vulnerable to the organized effort that ultimately sought to oust me.

The Final Confrontation

The first strike occurred during a lunch meeting attended by managers and employees from rival divisions, openly competing for customers and product lines. During the meeting, a particularly arrogant manager bluntly stated that I was merely a figurehead and would soon be replaced by one of his associates.

I didn’t let his comments slide. I demanded he back up his claim and reveal who prompted such a statement. He merely smiled, continuing to discuss how promising the new structure was for those who understood the regime’s long-term objectives.

Looking back, he was correct. A year later, I resigned, recognizing that I had nothing left to defend. My future lay elsewhere. That final year was filled with frustration and confusion, as each new attack on my character prompted me to challenge anyone, regardless of rank, to substantiate their baseless claims.

I felt justified in my actions, not just subjectively but also with the backing of my superiors who shared my concerns about the divisionalization process. Yet, as the years progressed, I lost my allies, and when they were no longer around to shield me, I became exposed.

When the timing was right, corporate lawyers executed their plan, and I found myself facing a systematic effort to push me out.

Lessons Learned

The experience taught me that as an employee, your future job security is dictated by the whims of those above you. Satisfying the diverse personalities and agendas of upper management is nearly impossible.

You cannot predict how your employer will react to shifting circumstances. Performance may be critical under standard conditions, but those conditions can change rapidly, influenced by economic shifts, competition, and internal power struggles.

Outstanding performance alone won't guarantee job security. Instead, focus on creating value for your superiors, understanding how they perceive and evaluate your contributions. Sometimes, it’s the simple gestures, like bringing coffee to your boss, that can matter more than your impressive reports or sales achievements.

Ultimately, decisions about your employment are beyond your control. The hiring and firing processes are often subjective, influenced by hidden agendas or interpersonal dynamics.

The Bottom Line

During my final year at Eaton Corporation, I didn’t just sever ties; I obliterated them. Upon leaving, I turned my back on fourteen years of valuable connections. If I had been wiser, I would have recognized the potential support from those in management who could have provided valuable recommendations.

Here are several suggestions for anyone facing a similar situation:

1. Transition, Don’t Depart: Rather than simply leaving a company, aim for a smooth transition. Maintain positive relationships both within and outside the organization, avoiding any hint of negativity or resentment. Your success in your new venture will be the best form of retribution.
2. Leverage Your Manager: View your boss as a professional asset. They can offer industry insights and validation that translate into valuable opportunities. Secure their permission to use them as a reference as soon as you announce your transition, and request a letter of recommendation on that day.
3. Prioritize Your Future: Continue performing well in your current role, but save any innovative ideas that might benefit your career for when you leave. This will enhance your value, whether you join a competitor or start your own business.
4. Control Your Departure Date: Ensure that your termination date aligns with your plans. Don’t hint at your departure until you’re ready to leave, as some companies may dismiss you immediately upon receiving your resignation.
5. Plan Your Exit Early: Begin preparing for your eventual exit by networking with competitors and attending industry trade shows. If permissible, refer business to vendors outside your company, ensuring you’re remembered.

Recognize that the favorable conditions you currently enjoy may not last indefinitely. Changes can arise unexpectedly, and while some may be minor, others could drastically alter the company’s structure, jeopardizing your position.

Ultimately, your career is your responsibility. You owe no more loyalty to your employer than they extend to you. When circumstances shift, companies won’t hesitate to make cuts. Your career, unlike your job, is yours to manage like any other vital asset.