The Good People

Midway through a statewide corporate restructure I found myself in Dallas attending a two-day management training. I called up a mentor. A higher-up: director of finance. We met at the hotel bar downstairs. His old-fashioned had Don Julio. Mine had Bulleit.

“I love the company. It’s been good to me so far,” I told him.

“I am sure that is true,” he replied. “But remember that you should not be loyal to a company. Look for the good people. Be loyal to them. Good people can reciprocate loyalty. To the company, we are only assets and tools. If you can remember that throughout your career then you may go survive more of these.”

I sat in quiet, waiting for him to continue.

“There are hundreds right now who were loyal to this company and now they have four weeks to find a new job. The company is only loyal to its shareholders and the bottom line. That is its nature. Once you really understand that, you can let go of feelings that you are owed something. It owes you only what you have agreed upon in writing. Everything else is in the wind.”

I nodded and took another sip of my drink.

“And your team? Have they found homes?” I asked.

“I've found everyone a spot except for one. She's very good. Smart. Mother of three. Once we have a spot for her then I can rest. But it's not looking good.”

He paused and stared off into the hotel. A family was checking in at the front desk and their two children were fighting over a toy. The older one wrenched it from the younger. The younger one was crying out.

“And you,” he said, pivoting the conversation. “What is it you want for your career?”

“More,” I said.

“More,” he repeated. “You said you didn't get any interviews for any of the roles you applied for?”

“Yes sir.”

“Stop with the ‘sirs'.’ It's John.”

“Yes si-John. The southern habit is strong.”

“I get it. In the midwest also. All the same. Call me John.”

“Of course.”

“It's politics.”

“Politics?”

“Your weakness. You don't have a network. Which branch are you based out of, again?”

“Central.”

“Perfect. Central. Here is what I am going to do for you. You need to expand your network. I am going to email the highest ranking executive of your branch right now and tell him someone is going to knock on his door by the end of next week and to give that someone, you, the time of day when that someone, you, asks him to lunch.”

As he said this, he took out his phone and began typing. I tried not to appear perturbed.

“Who?” I asked.

“Andrew Barret. We go way back. Great guy.”

Andrew Barret. I knew the name. When the new roles for the restructure were announced and posted, my former boss applied for a key director role but did not get an invitiation for an interview. He emailed Andrew Barret requesting consideration, expressing disappointment that he had not been extended an opportunity to interview. Andrew Barret obliged, and for the entire 45 interview he humiliated him at every turn, and ripped him apart for his lack of distinction, saying the buyers had mediocre opinions of him.

“Andrew Barret,” I repeated. “What do I-how do I…?” I trailed off.

“You knock on his door and impress him.”

“I’ve never done anything like this.”

“Well, now you have to because I just emailed him. I'll be expecting to hear the details of your meeting with him within the month’s end.”

“Yes sir -- I mean, John.”

“Now, I have to run. But I look forward to hearing how it went and how your career goes. You have my number. Good luck.”

He finished his drink, stood up and extended his hand. I stood up and shook it.

“Thank you, John,” I said. “I appreciate your time.”

“Cut that ‘appreciate your time’ shit out. I'm happy you called. I want to see you do well. You're doing the right things. All I ask is you pay it forward and make yourself accessible to those who are in your shoes in the years to come.”

“I will,” I said.