“You’re… Fired”: My Life Story

I was fired five times. Five. Good news, each “you’re fired” led to personal success.

Before I get into my personal story, I want to make it clear that my definition of being fired is not necessarily the usual one. Traditionally, being fired means that you’ve been axed, sacked, canned, let go, terminated, or dismissed. In most cases, people get fired for poor performance, misconduct, breaking company rules, or other issues related to their work or behavior (plus the lovely phrase: downsized often due to a corporate reorganization).

To be very au current, given today’s evolving work universe, someone might have been AI’d. To be more direct, let’s just call it what it is… many careers are about to be brutally fucked by Artificial Intelligence. Not yet rampant. Stay tuned, as some bigly disruption is coming fast.

My firings were never due to poor performance (well, my Adidas case might be an exception). Stay tuned for that intriguing story.

Firing has gone in two directions. In my management career, I unfortunately had to fire people. In every case, letting someone go was extremely painful and upsetting for everyone involved.

Because the act was so painful for me, I have been fascinated (and repulsed) that the term “You’re fired” became part of our vernacular and was even applauded by fans of Donald Trump’s TV show The Apprentice.

This humiliating public dismissal became a bedrock vibe that helped elevate Trump’s popularity and belief in his business acumen. It proved to the unwashed just what a great businessman he has been. Americans have an interesting take on what makes a boss great. They also seem to love Trump’s use of gold…. Everywhere.

1. Fired Number One: Northwest.

I started my advertising career in 1980 at Dancer Fitzgerald Sample, New York’s largest advertising agency. We had multiple floors in the iconic Chrysler Building. DFS’s clients included major brands like Toyota, P&G, General Mills, RJR Nabisco, HP, and Wendy’s.

Not a bad place to launch a career. The 1980s advertising world rocked. My own clients included General Mills (cereals and Yoplait Yogurt), Sara Lee, and Western Union (yes, Western Union, its EasyLink service, get this, was the first commercial email app). Since the term email had yet to exist, as brilliant marketers, we called the benefit “Instant Mail.”

In my third year at DFS, I was asked to run the Minneapolis-based Northwest Airlines account. At the time, the third largest U.S. airline. Not just run the account; I was asked to move to Minneapolis and become the GM of our new office dedicated to this $60,000,000 advertising account. It was a rather good career move as it allowed me to move past my tier of account execs.

DFS inherited the business because our client, Republic Airlines, had been purchased by Northwest, and, well, good news, Northwest liked our style vs. Republic’s existing advertising agency.

Northwest bought Republic to build out its domestic routes. At that time, Northwest, then known as Northwest Orient Airways, was best known for its international service, particularly its leadership in North America-Asia routes. The airline’s “Great Circle Route,” developed in the 1930s, carried more flights to Asia than any other airline.

Back in the 1980s, Northwest was not considered a quality product. The planes were old. The seats were worn. The in-flight service kinda sucked.

To get ahead of the airline’s service failures, we brought in innovative marketing. We launched the most lucrative frequent flier program. We gave away more miles and therefore trips than any other airline. The airline’s largess worked at a time when domestic and global business travel was starting to boom. Good timing.

On the positive side, Northwest was the U.S. to Asia leader in terms of the number of westbound flights. The airline flew to China, Guam, Hong Kong, Japan, Korea, the Philippines, and Thailand. Unfortunately, the international product was uncompetitive and increasingly at risk due to superior service from leading Asian carriers. Northwest was like a Volkswagen compared to a Ferrari. The airline’s dominance was also at risk from United Airlines, which was introducing new Asia routes.

To save the international business, we turned to what I called ‘information as a service’. An uncommon brand attribute in the 1980s.

Our Asia Series was designed to help newbie American businesspeople learn how to conduct business across unfamiliar Asian cultures. Examples: we taught Americans how and when to bow in Japan, how to deliver the right gifts in China, and how to survive a karaoke night in Seoul. These business tips were delivered via a series of TV commercials, 90-second radio infomercials, booklets, and even 900 numbers (yes, those were mostly porn in those days).

The Asia Series was so successful that we won a bunch of creative accolades and prestigious EFFIE Awards for the client and agency. EFFIEs were awarded by the American Marketing Association in recognition of marketing excellence and proven results.

Back to getting fired. [Read more…] about I Was Fired – A Lot – A ‘Happy Ending’ Story