When describing the reason for their dismissal in job interviews, applicants often unnecessarily construct the most complicated explanations for what are usually very simple facts.
An applicant once explained his reason for resignation to me in a complicated way. He was not under any pressure to justify his resignation, as he had resigned himself; a received resignation is more difficult to communicate. But this is also possible, as we will see in a moment. His explanation did not convince me and I insisted that he tell me what had really prompted him to resign. He had not got on with his superior, he explained meekly. I was disappointed about this banal reason for dismissal, as I had imagined more dramatic circumstances due to his behaviour.
You determine what others think about you
Unsatisfactory cooperation with superiors happens. But it makes a difference how you communicate this. If you see it as a personal failure, your counterpart will think you are incapable of conflict. But if you confidently describe that you were looking for a new job because you did not want to wear yourself out in a bad working atmosphere with no prospect of improvement, interviewers will perceive you as determined and proactive.
The following example shows that even difficult dismissal situations can be communicated with a positive attitude: Many years ago – I was a personnel consultant – a young banker came to the consultation. Right at the beginning of the conversation he told me that he had been dismissed from Bank X without notice. It was clear to me that I would not be able to place him with another bank. I therefore concentrated on giving him tips on how to deal with the situation. The reason for the dismissal was that he had visited forbidden websites with the password of a work colleague. The story took place in the early days of the Internet.
Healthy self-criticism creates trust
That was no minor offence. I was all the more surprised by his behaviour when I asked him critical questions. He answered without defending himself or belittling his behaviour. He showed genuine regret and accepted full responsibility. I felt that I would have given him a written warning; dismissal seemed too harsh. I asked him what he thought about the dismissal. Only then did he also say that he did not think the dismissal was in order and that a written warning would have been an appropriate measure. I then offered to help him find a job, but wanted to ask his superior for a reference.
The supervisor was angry about the employee’s behaviour, but otherwise gave him an impeccable reference. He was even more annoyed with the HR department, which had wanted to make an example with the dismissal. He too would have preferred a warning as a disciplinary measure.
I did not get around to placing the young man. Within two weeks he had found himself a new job at a renowned bank.