Looking to Careers beyond Consulting

What's my exit strategy – understanding the 'who'

Building Support When It Is Time to Exit

When it is time to exit any organization, there are ways to build support. There are reasons why you might want to consider doing this:

• It's always good to keep your options open
• There are at least a few key relationships that you would like to maintain as you progress to another stage in your career
• It's a possibility that you may want to rejoin the organization at some point
• You hope that you and your colleagues will continue to support one another

It is probably most challenging to think of this when your departure was not initiated by you. However, there are still many ways to build support before you head out the door:

• Ask for references from people who supported you
• Consider asking for extra time, space, or the use of their office space to launch your job search duties
• It's a possibility that you may want to rejoin the organization at some point

Finding What is Needed for a Clean Departure

Before heading for the door, think about what is needed for your smooth transition off any projects. One of the things that managers remember is a staff member who leaves them with several untended tasks or responsibilities. Consider making a list of what is needed for your "Exit Plan" for things such as:

• Document current project(s) with outstanding tasks. Identify who the owner is and the date due.
• For major initiatives, document key decision points, (along with who the decision-maker is, date) so that upper management will have a historical context.
• Key Contacts, phone numbers, and email addresses and responsibilities.
• Training/documentation for anyone that is immediately stepping into the role to replace you.
• Find a replacement for any position that you occupy for boards/committees that you sit on
• Talk with your counselees/mentees/ junior staff where you serve as their performance review liaison so that they are prepared to find a replacement. Better yet, consider identifying replacements for them and bring that into your discussion with the counselees/mentees/ or junior staff.

There may be other items that you uncover that need to be documented as you discuss your departure with people. The guiding rule is to leave a documented trail for those who need to pick up the pieces after your departure. Be mindful of how you would want things provided to you if you were the new person asked to step into the replacement role.

Is the Climate is Right to Ask for a Possible Return?

Only you can answer this question about whether the climate is right to ask your employer whether it is possible for you to return in the future. If the answer is anything but a clear “no,” I would recommend to broach this topic with a trusted advisor at the company. For your own benefit, you will always want more opportunities to seek work, and returning to the company may serve both parties very well, even if it is well into the future.

This is a sensitive subject. Each person will have individually evaluate this question. Consider a return as another option available to you for the future.