Over the last couple of weeks, I’ve written about the many reasons jobs vanish: economic uncertainty, redundancy, restructuring, and new leadership. All true. All valid.
But there’s another category that rarely gets spoken about: The ones we lose due to our actions—or inaction.
This piece is about just that.
When the Problem Isn’t the System
In my years as a department head, I’ve had to let people go. It’s never easy. Never pleasant. But, sometimes, it’s what the job needs you to do.
And while many exits are performance-related, a significant number are tied to something far trickier: behaviour.
The top five reasons behind a performance-led job loss include:
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Consistently poor output despite feedback
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Chronic lateness, absenteeism, or lack of discipline
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Disruptive attitude or arrogance
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Inability to work as a team player
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Repeated complaints about conduct, severe ones like harassment or financial irregularities
The reaction, in most cases, follows a pattern. Some accept the decision, aware of where things went wrong. Others lash out—blaming everyone but themselves, writing long emails to senior leadership, and in rare cases, even the promoter.
Yes, I’ve faced all of that. And no, I’ve never held it against them.
People in crisis act out of desperation. When the ground slips under their feet, they cling to whatever they can. But here’s the thing: truth doesn’t need a defence.
If the decision is based on evidence, records, and feedback, it always holds up.
The Blind Spot: Relative Performance
Here’s where many professionals go wrong: They assume giving their “best” is enough. But in most workplaces, assessments aren’t done in isolation. They’re relative. You could be giving your 100%, but if someone else is delivering more impact, taking more initiative, or handling pressure better—you may still end up being rated lower.
That doesn’t make your work meaningless. But it does mean you need context to understand the outcome. And when you add conduct issues to the mix, it tips the scale fast.
Talent ≠ Immunity
Some believe their skill gives them a free pass on behaviour.
They’re brilliant at what they do, but:
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blow up in meetings
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disrespect colleagues
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miss deadlines without notice
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bend rules as they see fit
And they assume they’re untouchable.
I’ve always believed that skill may open doors, but conduct determines if they stay open.
In my team, I’ve never hesitated to act against those who crossed ethical lines—whether it was insubordination, dereliction of duty, or sexual misconduct. Even before the Prevention of Sexual Harassment (POSH) Act came into effect, I took a hard stand on such matters.
There were fallouts, but none that shook me. Because when you stand on principle, you don’t need to defend the decision—you need to stay the course.
Your Takeaway
If you’ve ever lost a job and still don’t know why, pause and look in the mirror.
Ask:
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Was it just the market? Or was there something I could’ve done differently?
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Did I respond well to feedback, or resist it?
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Did I treat colleagues with respect, or just get the job done?
Because sometimes the most brutal truth is this: We weren’t let go unfairly. We were given more chances than we realised. That’s a tough pill, but an essential one.
Not every exit is a betrayal. Some are a wake-up call. And if you hear it in time, it could be the making of you.
About Me
I am a thinker at all times. I see, I think. I hear, I think. I read, I think. Every weekend I write. I would love to know what you think.