Resigning from the Tv Station

Abstract

The most effective communication results in the receiver having the same interpretation and understanding as the sender’s original intentions behind the message. In many cases, such as the case at the TV station, the message is filtered through the sender’s emotional preconception of how the sender will respond and it is not transmitted as intended. In this case, the message was delayed because the sender, Jane, had predetermined the message would be negatively received.

Introduction

Jane Rye was a new intern at a local TV station, hoping to gain experience for her next employment opportunity. The pretense of her employment at the station was not divulged in the scenario, but one could assume the manager, Trent, was given the impression this would be a long term position for Jane. Jane did not have any intentions on staying with the station and saw it as a stepping stone for future opportunities. Her work at the station was impeccable and quickly gained the attention of her leadership. With this praise, Jane felt pressured to stay. When an opportunity arose for a position she desired outside of the company, Jane accepted. Hesitant to resign after the recent praise she had received, she postponed delivering the message.

Jane Rye had felt pressured to stay at the station because her manager had publicly praised her work. Rye assumed he would not be understanding of her desire to leave. This assumption made Rye hesitant to approach the subject, resulting in a short-notice, poorly delivered resignation.

Throughout this scenario, there clear observations of communication errors made on both side of the conversation. In this paper I will outline the areas of miscommunication and develop strategies that may have prevented or improved the outcome.

Personal / Professional Application

At the end of my enlistment in the Air Force, I was working as the NCOIC (Non-Commissioned Officer in Charge) of Data Quality. I loved working in Data Quality and during my time as the NCOIC I had made significant improvements to the section’s processes. Early on, my improvement efforts gained the attention of my superiors. I received awards and accolades that were never presented to me in previous duty sections, I was honored. As my separation date approached, my supervisor discussed keeping me on board. He asked if I was interested in a government civilian position as the Data Quality Manager, which I expressed my interest in. My leadership began working to create the position. In a meeting with the Major General of our medical wing, my commander praised the work that I had done and asked the General if he could assist in expediting the civilian position. The General shook my hand and guaranteed he would do everything within his power to ensure I returned to our wing and the Data Quality section. I felt tremendous pride, but also an enormous amount of pressure.

Shortly after this conversation, I was tasked to support the Data Quality section in the AFMOA (Air Force Medical Operations Agency). I worked with leaders around the globe, giving them guidance and helping to manage their programs. At the end of my tasking, I was offered a position working with AFMOA full time, at the same pay grade that my supervisor had offered, in a position that was already open and ready for me to move into as soon as I separated. One of the bases I had assisted emailed me with another offer. Most Airmen do not have these offers falling at their doorstep, so I was beyond grateful. However, I was also torn and felt uncomfortable on how to approach turning a position down, as it was a new experience for me. I felt much like Jane did in the scenario.

After a week of debating, I called AFMOA and expressed my gratitude for the offer, but declined the position. I also wrote a letter detailing my reasons for accepting the other offer and thanking them for their consideration. Before I declined, I felt certain on how the conversation would go. I thought that by declining the offer, I would be burning a bridge. However, my preconceptions were not at all accurate. Declining the position at did not change the dynamic of the working relationship I have with my counterparts at AFMOA, because the manner in which I approached it has restored their trust. I recently received another offer from them which I am now considering.

The manner in which you approach uncomfortable situations such as this are what will change the outcome. Had I delayed and simply responded with, “I’m not taking the position.” at the last moment, I would have destroyed their trust in me and I would not receive future offers.

How should Rye have handled her resignation?

First and foremost, during her initial feedback with Trent, rye should have openly expressed her long and short term career goals. By doing this, Trent would have a vision on where she wanted to go and what her intentions were. This would have alleviated the pressure Rye felt surrounding her resignation.

Regardless of prior conversations, Rye should have been prompt with her statement of resignation. By delaying the message, she put the company into a bind to find a replacement on very short notice. Regardless of her emotional state, she should have taken the professional approach and considered the impact to the company.

Where, when, and how do you think Rye should have resigned? Do you think Trent would have understood under different circumstances?

From the physical environment to the content of the message, the manner in which she delivered the announcement was poor. When approaching the conversation, she should have waited for the other sales representatives to leave the room, as it was a private matter, not an announcement for everyone in the room. As stated

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