Corporate Survivor: Outlast, Outplay, Outlearn
If working in Corporate America has ever reminded you of an episode of Survivor, you are not alone. I know that I’ve had this feeling more than my fair share of times, facing five or more business exits. I had always thought that strong performance was the key to survival, but I learned the hard way that there are many other factors at play. Navigating big companies and small ones, for that matter, can feel like strategizing on a remote island, balancing alliances, adapting to ever-shifting conditions, and bracing for the unexpected moment when your torch is snuffed out and you walk into a meeting with HR to get your pretty pink slip.
For me, this analogy became painfully literal. I have been through six business exits, each uniquely challenging and deeply revealing. Each one became a lesson in self-awareness, resilience, and the reality of workplace dynamics.
The Myth of the Unbreakable Alliance
In Survivor, alliances form quickly and dissolve just as fast. In one of my earliest roles at Cox Enterprises, I felt like I had finally joined the inner circle. I had been accepted into a prestigious leadership program, worked with an executive coach, and even completed a transformational Outward Bound experience. Things were going well, and I had even been told that the company would cover the cost of my MBA and place me in a VP role for a newly formed division.
Then came the shock as the company eliminated my entire department. Cox Enterprises, a sprawling and decentralized organization, made structural cuts that reminded me how fragile even the most promising alliances can be. In a decentralized company with little coordination between divisions from a human resources perspective, there wasn’t a seat for me when the music stopped.
This wasn’t just a layoff; it was a jarring realignment. I learned then that feeling secure doesn’t always mean being safe. I recall sitting in the conference room as Cox informed my entire team of our fate, and I remember the long walk to meet with someone in HR to receive my severance package. It was soul-crushing, but I had a strong network and a knack for “selling myself,” so I put on my sales boots and went to work, landing a role with another company quickly thanks to some support from my previous bosses. Often, it’s not what you know, it’s who you know.
Social Strategy and Emotional Intelligence
The corporate world demands social agility. Like contestants managing Tribal Council votes, professionals must navigate complex interpersonal currents. Emotional Energy, a key concept in the Birkman Method, becomes essential. High scores indicate that someone is perceived as empathetic and expressive, while lower scores suggest a more practical and rational demeanor.
My second layoff drove this home. A new company hired me at a director level simultaneously with a new VP of Marketing, whose experience and ambition closely mirrored mine. When the team the company promised her never materialized, she made the tough call to cut my role to hire more worker bees because our department had too many leaders and not enough individual contributors. It was a hard pill to swallow, but I understood. In her position, I might have done the same. Again, the hunt was on for a new role, and I was offered an adjunct professor role at the University of Georgia, teaching digital marketing. I almost took it, but my drive to be a provider got in the way, and instead, I took a job that I knew was likely not a fit, but I had bills to pay, and the economy was in bad shape.
The Hidden Toll of Misaligned Needs
The Birkman Method teaches us that unmet Needs, or internal expectations for our work environment, can trigger stress behaviors or often unproductive reactions that sabotage our success. My third exit, from a company with a toxic culture, is a case study in unmet Needs. On my second day, the CEO said, “Don’t quit yet.” That should have been a red flag. I stayed longer than I should have, enduring an environment so misaligned with my values that it eventually became untenable. That chapter doesn’t even make it to my resume. I learned that a competitive culture is not the place for me. Until then, I had been fortunate enough to work for companies that had a good culture, so I underestimated the importance of this factor. After this experience, however, understanding the company’s culture became a top priority for me.
When Needs like clear communication, inclusion, or stability are ignored, it doesn’t just sap our energy; it also undermines our well-being. It distorts our behaviors and clouds our judgment. Additionally, if the culture is competitive and you require a more collaborative environment to succeed, you may quickly find yourself out of place.
Blindside Moments and the Power of Adaptability
Sometimes, the vote doesn’t go your way, and you never saw it coming. My fourth exit came from a brief stint in commercial real estate. I thought things were going smoothly. The President of the company was telling me how great a job I was doing. Then, a couple of weeks later, without warning, I was gone. It left me wondering whether internal politics or even nepotism played a role in this decision. I won’t discount the impact of my mouth either. I tend to be direct, and some managers prefer a more diplomatic style. Regardless, I was reminded of the unpredictable nature of tribal dynamics.
The Trouble with No Teamwork
The fifth time I was let go, I was working at a startup that was attempting to launch a new venture built on outdated technology. Leadership acknowledged that we were among the top ten highest-paid employees, despite supplier payments being delayed. That should have been another warning sign. In Survivor, resource scarcity can trigger desperation. In startups, misaligned strategy and poor fiscal focus do the same. In this situation, I struggled with team dynamics. I recall participating in only one team meeting during my time at this company. That was a challenging work environment for me, as someone who thrives on collaboration and teamwork. Navy SEALs generally discuss the mission extensively before jumping out of the plane and into combat. However, my team didn’t communicate much as a group; instead, communication was often one-on-one or in small groups, so that nobody understood who was responsible for what on projects. It became so frustrating that I was ready to leave the organization because my need for collaboration and teamwork was not being met.
Final Council: The High Stakes of Misfit Leadership
The most recent layoff came from a manufacturing giant. I lost my two biggest internal advocates within a two-week span. They were both telling me that I was going to have a long tenure at the company due to my expertise in Digital Marketing.
When they left, my new manager was politically savvy and smart but lacked marketing expertise. She meant well, but her limited subject matter expertise led her to spin the department in circles with too many meetings. In corporate America, there are already too many meetings to discuss, and now there are even more meetings to discuss. I recall her saying in some meetings that she was researching new marketing strategies, and it was the right thing for her to do. However, if someone had taken a career marketer like me and dropped me into a legal department, I could read all the law books I wanted, but that wouldn’t make me a lawyer. Intentions are not a substitute for informed leadership. Often, people are promoted to their level of incompetence. It was in this role that I learned I’m not a yes man. I won’t tell you how great you are just because I report to you. I need to have respect for your knowledge and style, not just the title you’ve been given based on past performance. When she invited me to a meeting and gave others in the meeting pre-informed knowledge of the task and problem at hand, but excluded me, I knew my days were numbered.
Building Your Immunity Idol: Self-Awareness
Surviving in Corporate America is not about cunning alone. It’s about clarity. Tools like the Birkman Method can help professionals identify their Usual Behavior, uncover their underlying Needs, and prepare for the signs of Stress. Whether you are an expressive collaborator or a quietly focused analyzer, knowing how you operate and what environments bring out your best can be your immunity idol.
After six business exits, I have not only developed a thicker skin but also a clearer sense of what to look for and what to avoid. Career satisfaction is less about prestige and more about alignment. When our Interests, Strengths, and Needs are supported, we don’t just survive, we thrive. I suppose my pain of being laid off has turned into my passion for helping people learn from my mistakes and find meaningful work. If you don’t understand your needs, it’s hard to get them met in corporate America or any job, for that matter.
So update your LinkedIn. Reconnect with your network. Reflect on what your Needs truly are. And keep playing the game, or start your own business and embark on a new adventure. Because corporate life might feel like Survivor, but with the proper awareness, you can become the last one standing, not by outmaneuvering, but by outgrowing. If that doesn’t work, you can always choose entrepreneurship and continue to grow. If you need help with your career or building your team, give me a call at Career Upside.
