This excerpt if from the Harvard Business Review and I think it is very good advice for anyone who had been terminated…

Rebounding from Career Setbacks

by Mitchell Lee Marks, Philip Mirvis, and Ron Ashkenas


It’s not easy to recover from a big career disappointment such as getting fired or being passed over for a promotion. Many people sink into anger or denial, blaming situational factors or company politics. Though that’s a natural response, it can also prevent them from breaking free of the destructive behaviors that may have derailed them in the first place.

People who successfully rebound from career losses take a different approach: They do the hard work of figuring out why they lost, identifying which new paths they could take, and then seizing the right opportunity—whether that’s a different role in the same organization, a move to a new company, or a shift to a new industry or career.

Executive Summary


Brian was a rising star at his company. He advanced through several senior management roles and was soon tapped to head a business unit, reporting directly to the CEO. But after about two years in the job, despite his stellar financial results, his boss suddenly dismissed him. Brian was told that the company was trying to be a more open, engaged, global enterprise and that his aggressive leadership style didn’t reflect those values.

Like most ambitious managers who suffer career setbacks, Brian went through a period of shock, denial, and self-doubt. After all, he’d never previously failed in a position. He had trouble accepting the reality that he wasn’t as good as he’d thought he was. He also felt upset and angry that his boss hadn’t given him a chance to prove himself. Eventually, however, he recognized that he couldn’t reverse the decision and chose to focus on moving forward. None of the people working for him had objected to his dismissal, so he was particularly keen to figure out how to foster loyalty in future employees.

Within a few months, a large industrial parts company impressed with Brian’s undisputed ability to meet financial targets recruited him to lead a division. The job was a step down from his previous role, but he decided to take it so that he could experiment with different ways of working and leading, learning to better control his emotions and rally his team around him. It paid off: Less than three years later, yet another company—this time, a Fortune 500 manufacturer—hired him to be its CEO. During his seven-year tenure in that job, he doubled the firm’s revenue and created a culture that balanced innovation with a disciplined focus on productivity and performance.

Of course, not everyone can go from being out of a job to running a large company. But in more than 30 years of research and consulting work with executive clients, we’ve found that one lesson from Brian’s story applies pretty universally: Even a dramatic career failure can become a springboard to success if you respond in the right way. To execute a turnaround like Brian’s, you focus on a few key tasks: Determine why you lost, identify new paths, and seize the right opportunity when it’s within your reach.

Figure Out Why You LostWe’ve interviewed hundreds of executives who have been fired, laid off, or passed over for promotion (as a result of mergers, restructurings, competition for top jobs, or personal failings). Often, we find them working through the classic stages of loss defined by psychiatrist Elisabeth Kübler-Ross: They start with shock and denial about the events and move on to anger at the company or the boss, bargaining over their fate, and then a protracted period of licking their wounds and asking themselves whether they can ever regain the respect of their peers and team. Many of them never make it to the “acceptance” stage.

That’s partly because, as social psychologists have found in decades’ worth of studies, high achievers usually take too much credit for their successes and assign too much external blame for their failures. It’s a type of attribution bias that protects self-esteem but also prevents learning and growth. People focus on situational factors or company politics instead of examining their own role in the problem.

Some ask others for candid feedback, but most turn to sympathetic friends, family members, and colleagues who reinforce their self-image (“You deserved that job”) and feed their sense of injustice (“You have every right to be angry”). This prevents them from considering their own culpability and breaking free of the destructive behavior that derailed them in the first place. It may also lead them to ratchet back their current efforts and future expectations in the workplace.

Those who rebound from career losses take a decidedly different approach. Instead of getting stuck in grief or blame, they actively explore how they contributed to what went wrong, evaluate whether they sized up the situation correctly and reacted appropriately, and consider what they would do differently if given the chance. They also gather feedback from a wide variety of people (including superiors, peers, and subordinates), making it clear that they want honest feedback, not consolation.

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Mitchell Lee Marks is a leadership professor at San Francisco State University’s College of Business and the president of Philip Mirvis is an organizational psychologist and consultant. Ron Ashkenas is a senior partner of Schaffer Consulting in Stamford, Connecticut.

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