STRATEGY

Severance packages are more negotiable than you may think. Treat them as preliminary offers, not done deals, and use whatever leverage you have. Even when standard packages are offered to a large group, exceptions can be made for special cases like yours. Do not sign a release—or even a statement acknowledging that you've been terminated—at the initial meeting, when you receive the news. Insist on postponing all decisions to a subsequent meeting with both your immediate supervisor and someone from personnel. Say you need the time to digest the news or even that you feel too emotional to continue. Most reasonable employers will agree. If yours doesn't, simply say you're not feeling well, you'll be back to finish the discussion first thing tomorrow, and then stand up and leave. What can they do?—they have already fired you. Use the time before your subsequent meeting to determine your needs in terms of money and other benefits. Draft a memo outlining your dream severance package, listing a reason for each request. If you're a member of a protected minority contact an employment lawyer. Put aside hurt and anger at your second meeting, and instead treat it like a business negotiation. Be firm in your demand for more, but flexible in what that constitutes. Know your bottom line. Keep in mind that both you and they want this wrapped up as soon as possible. If they try to stonewall you, ask for another adjournment to speak with an attorney. The threat may break their resolve. If not, come back with another proposal the next day, either directly, or through an attorney if you have legal leverage.

KEY POINTS

• Put your anger aside and get down to business.
• If they cite policy, say you're an exception to the rule.
• If they cite the need for fairness, say yours is a special case.
• If they're open to negotiation, be ready to compromise.
• If they stonewall, ask for another adjournment to speak with your lawyer or formulate another package.