I left the fashion industry after being fired – how do I now get back into it?
Three and a half years ago I was abruptly fired from a job that I had worked in for just short of a year. It was demanding, high-pressured, and I was proud of the work I had accomplished – but I accept that under my watch a deadline was missed. The firing process was humiliating, leading me to avoid applying for jobs. After about six months I did get a job (the only one I got an interview for) which was lower in pay and skill level, and away from the fashion industry I had previously spent seven years in. But it allowed me to remain financially independent.
I worked there for two years, choosing to leave in the hope of getting back into the industry I loved.
Although my confidence has slowly increased, it continually takes a knock. Having spent more than three years out of the fashion industry my skills and experience have been rendered irrelevant. I have no problem with taking on lower-level roles and working my way back up, but it seems to receive responses such as “weird” and “why?”, considering my previous managerial position.
I am too old for graduate schemes and cannot apply for internships for the same reason. I am slowly coming to realise that I may no longer have a career in the industry after exhausting my contacts, but I don’t know what I can apply for and whether I can be taken as a serious candidate for roles I feel brave enough to put myself up for.
Jeremy says
I don’t need to tell you this, but confidence, when shattered, can take a very long time indeed to regain anything like its original muscle. And when subjected to further setbacks, as yours has been, recovery can be still further postponed. I say this not to rub in an obvious truth, but because once accepted, it has an important bearing on your future employment strategy.
You worked in the industry for seven years, but because that was three years ago, the ever fashion-conscious fashion industry chooses to see your experience as no longer relevant. However short-sighted that may be, you’re probably wise not to fight it.
But the main point is this: there are almost certainly jobs on the periphery of the fashion industry where the pressure is less but your experience will still have a value. I’m thinking, for example, of public relations or feature journalism, or setting up fashion shoots or working in retail. Thinking back over your own seven years in the business should prompt the thought of other such jobs, where a feel for fashion is a bonus but you don’t need the very latest cutting-edge knowledge.
In other words, don’t assume that your fashion experience no longer has any value simply because a return to the centre of the industry itself seems unlikely.
Readers say
• I would look for jobs that mirror the skills you need for fashion then try to move across. So if it’s basically “project management”, do that in any field you can get into. geraldinemitchell
• Fashion is a savagely competitive industry. You need to ask yourself just how much you love it. There are other things you can do. Some related to what you’ve been doing, such as buying. olderbutwiser
• Make sure your CV is skills focused so that your post-fashion industry experience can be sold to prospective employers as transferable skills. Fairyfink
My charity’s old boss was terrible, but the new one has turned out to be worse
I have been involved with a small charity for many years on a voluntary basis, and a few years ago was offered a part-time position. I feel passionately about the work the charity does and am committed to doing whatever I can to help it succeed.
However, when I became a member of staff, it became apparent that the then chief executive was not up to the job. A number of staff members, including myself, approached the trustees to express our concerns. The boss was eventually ushered out over the following year, but not without considerable damage to staff morale, with several leaving because working conditions became so difficult.
Things then calmed down, and our new chief executive is in situ. The problem is, the situation is even worse than with his predecessor! We can’t approach the trustees again as they clearly have faith that he can do the job, having appointed him. As he comes across to us, he doesn’t seem to understand the charity or what we are trying to achieve, is brusque and appears dictatorial and bureaucratic. Senior staff say they find him impossible to work with, and sadly end up trying to find ways to avoid involving him in decisions. We can’t see – from our standpoint at work – that he has anything to add and he obstructs the positive initiatives of others.
This is not like a regular business. As charity workers we all believe so much in what we are doing and what we want to achieve, and it becomes very personal. But what can we do now?
Jeremy says
I think you’re wrong to rule out another approach to the trustees. I can absolutely understand how difficult this must seem: you fear coming across as a perpetually dissatisfied bunch of moaners who resent all forms of authority. And it will certainly not please the trustees to be told they’ve made a serious mistake in this appointment; their first instinct may well be to defend him.
But I still believe your responsibility is to the charity – and simply trying to function under these difficult circumstances will almost certainly not be enough. I suggest you take it in stages. Write a calm, brief, factual note to the trustees on your new chief executive’s first six months (or whatever period seems appropriate). Say you hope that his dictatorial approach can be put down to his unfamiliarity with the charity and its people. Meanwhile, you’ll all do everything you can to help him make it work.
If, as seems likely, more months pass with no improvement in his manner and management skills, the trustees will surely have to listen to you.
Readers say
• If two CEOs have ended up behaving in a similar manner, maybe there’s something inherent in the role that creates this behaviour. Did you see the job description when the role was advertised? Are you friendly with any of the trustees? You could have an informal chat and try to find out what the trustees want. He may just be a bad fit, but it might be worth a little investigation to get a full understanding of the facts. fizzdarling
• Playing devil’s advocate, your team has been working under someone ineffectual and is used to having autonomy. The new guy is coming in to a rudderless organisation and trying to get a firm grip. Being popular will not be in their job description. The key questions are, what is the strategy set by trustees, and is the CEO following it? If he is then knuckle under. If not, you have cause for complaint. UNCHARITABLE
• If you seriously want to change something, approach the trustees and tell them what you’ve told us. thespleen
Do you need advice on a work issue? For Jeremy’s and readers’ help, send a brief email to dear.jeremy@theguardian.com. Please note that he is unable to answer questions of a legal nature or to reply personally.
