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When You’re Laid Off But Still Have to Go to Work

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When You’re Laid Off But Still Have to Go to Work

Photo-Illustration: by The Cut; Photo: Getty Images

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When layoffs happen, they’re often immediate — former employees are shown the door and locked out of their company email within hours. Others are given a few days to tie up loose ends. But in a few cases, the good-byes drag on … and on and on. Sometimes laid-off workers have to stay on for weeks if they want severance and even train their replacements themselves. It’s awkward! Still, you’re getting paid just to keep showing up. Here, three laid-off women share what they did — and didn’t do — with the extra weeks they had to hang around their old jobs.

At the beginning of December, we all woke up to an email that was like, “The company’s closing in three weeks.” I think it went out at 7 a.m. on a Monday. Everyone came into the office and met with their bosses. And then it was basically several weeks of intense senioritis. No one was working hard or doing much of anything. People were openly interviewing for new jobs at their desks. You’d walk by and hear someone being like, “Well, my strengths are …” Everyone was like, “Who are you talking to? Do you know anyone hiring?” There was a sense of solidarity, and no one gave a shit anymore. Even our bosses were getting laid off, so there wasn’t anyone to be mad at — I mean, maybe extreme upper management, but they weren’t in our office.

It was a weirdly fun time to be at work. All the guise of professionalism was gone. We were all in the same boat, using that time to network and stealing company swag. Within a few days, the office supply closet was completely bare. All I managed to get were some mugs and pens.

They also gave us really good severance — six months of full pay. I wound up having a new job lined up before our last day. Frankly, I don’t think anyone was really that surprised that we were closing. It was a start-up and terribly managed, and they just threw money at everything. At the beginning, they were flush with VC cash, and we could do whatever we wanted — I’d pitch a project that would require me to fly across the country, and they’d be like, “Okay!” It was clear that it wasn’t going to last. There was almost this sense of having gotten away with something.

Five weeks ago, a meeting was put on my calendar on a Friday to discuss changes within my organization. I knew that layoffs were coming at some point — our chief marketing officer had told us a few months ago — but I didn’t think I’d be affected. They’d hired a consulting firm to go through and “streamline” certain departments, but if anything, I thought I’d get good news. I’d built a lot of relationships in my role, and I’d heard that the team I managed, which consisted of 20 people, might be expanding. So I got on the meeting — we’re mostly remote — and made some stupid joke and then I saw my manager looking terribly sad. And they said my role had been eliminated and my team would be decentralized. My boss was sending me text messages the whole time like, “I’m so sorry, I had no idea.”

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Come Monday, I found out which members of my team had been laid off too, and was completely shocked. One was a top performer. There were huge cuts across the company, almost at random. But no one knew who was safe and who wasn’t, which created more gossip. I got a call from a colleague who was like, “Oh my gosh, it’s a bloodbath.” He started listing all these people who were being let go. And I was like, “Yeah, and me too.” He couldn’t get off the phone fast enough.

Some people were dismissed immediately; others were given two weeks. They gave me five weeks, which I think was an attempt to be nice. But is it nice? It seems like they picked my final date based on the end of the quarter, so that they wouldn’t have to budget for my salary next quarter. Ultimately, it was just very awkward. I care a lot about my team, and I wanted to try to help with the transition as much as I could. But five weeks is a very long time to be hovering and feeling useless, the object of people’s pity. My end date was conditional — I had to stay for that five weeks if I wanted my severance package — but toward the end, I was just hanging around. During my last week, I got an automated email from the company congratulating me on my two-year work anniversary.

I stopped setting an alarm in the morning. If somebody needed me, they knew how to reach me, but I was only working for about two hours each day. There just wasn’t that much for me to do. I live near Disney World, so I went there a fair amount. I did a lot of reading. I went to 4:30 p.m. pilates classes. I’ve been looking at my LinkedIn. I trained for a 10K. I spent more time with my friends, and my dog got a lot of exercise. With my severance package, I technically don’t have to work for the rest of the year. Hopefully I find something new before then. But I also need some time to mend from this experience. I know I was valuable here, but they didn’t care — I was just a number on a spreadsheet.

I’d planned to send out a nice farewell note and put up an out-of-office message on my last day. But then, after I had five weeks to plan it, I got cut off from the system early, before I could do it. After all that, I didn’t even get to say good-bye. Now I just have to mail in my laptop.

When I was laid off and told that my last day would be in a month, I was in such shock that my immediate response was Maybe if I work extra hard before my last day, they won’t actually let me go. It was like a bad breakup where you hope you can change their mind. I had just turned 30 and gone through an actual bad breakup with my college boyfriend, too, so I was grappling with my self-esteem on multiple fronts.

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Not that I even considered it, but if I’d left before my end date, I would just get two weeks of severance. So the choice was either get paid for six more weeks or two more weeks — sort of a no-brainer. I was looking for a new job the whole time, but I was also still working my butt off. I stayed in this denial phase that maybe, if I proved myself, they’d be like, “Oh, we’ll keep you on for one more month, and another month after that.” It was delusional.

Some people have the intuition that they’re getting let go. I did not. I was never really given a reason. It seemed like a weird mismanagement issue, though I never really got to the bottom of it.

After I talked to HR, I went back to my desk. I sort of assumed my boss would say something, but she didn’t. So I waited for maybe an hour and then was like, Fuck this, I’m going home. Then I went out with a friend and got really, really drunk. The next morning I was so hungover, but I went into work anyway. And for the next few weeks, I was just trying to do everything as perfectly as possible. There was actually a lot of work to do. I had to finish up all of my deliverables and create a handover memo for all my responsibilities. I was also trying to be strategic. I figured that everyone I worked with might hopefully be a reference for me someday. So I wanted to be in everyone’s good graces.

I had a lot of access to free products at my job, but I didn’t take anything. I was honestly too nervous. I downloaded my contacts and some of my work off the company server, and I even felt guilty about that, which I know I shouldn’t have. At one point I asked my boss if we could say that I was leaving — not that I had been laid off — and she was like, “No.” She was not interested in being remotely helpful. Looking back, I’m so glad I got out of that job. It was such an awful workplace. And it’s wild to me that I was so desperate to stay for as long as I could.

Email your money conundrums to mytwocents@nymag.com (and read our submission terms here.)

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Cornell Administrator Warren Petrofsky Named FAS Finance Dean | News | The Harvard Crimson

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Cornell Administrator Warren Petrofsky Named FAS Finance Dean | News | The Harvard Crimson

Cornell University administrator Warren Petrofsky will serve as the Faculty of Arts and Sciences’ new dean of administration and finance, charged with spearheading efforts to shore up the school’s finances as it faces a hefty budget deficit.

Petrofsky’s appointment, announced in a Friday email from FAS Dean Hopi E. Hoekstra to FAS affiliates, will begin April 20 — nearly a year after former FAS dean of administration and finance Scott A. Jordan stepped down. Petrofsky will replace interim dean Mary Ann Bradley, who helped shape the early stages of FAS cost-cutting initiatives.

Petrofsky currently serves as associate dean of administration at Cornell University’s College of Arts and Sciences.

As dean, he oversaw a budget cut of nearly $11 million to the institution’s College of Arts and Sciences after the federal government slashed at least $250 million in stop-work orders and frozen grants, according to the Cornell Daily Sun.

He also serves on a work group established in November 2025 to streamline the school’s administrative systems.

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Earlier, at the University of Pennsylvania, Petrofsky managed capital initiatives and organizational redesigns in a number of administrative roles.

Petrofsky is poised to lead similar efforts at the FAS, which relaunched its Resources Committee in spring 2025 and created a committee to consolidate staff positions amid massive federal funding cuts.

As part of its planning process, the committee has quietly brought on external help. Over several months, consultants from McKinsey & Company have been interviewing dozens of administrators and staff across the FAS.

Petrofsky will also likely have a hand in other cost-cutting measures across the FAS, which is facing a $365 million budget deficit. The school has already announced it will keep spending flat for the 2026 fiscal year, and it has dramatically reduced Ph.D. admissions.

In her email, Hoekstra praised Petrofsky’s performance across his career.

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“Warren has emphasized transparency, clarity in communication, and investment in staff development,” she wrote. “He approaches change with steadiness and purpose, and with deep respect for the mission that unites our faculty, researchers, staff, and students. I am confident that he will be a strong partner to me and to our community.”

—Staff writer Amann S. Mahajan can be reached at [email protected] and on Signal at amannsm.38. Follow her on X @amannmahajan.

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Where in California are people feeling the most financial distress?

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Where in California are people feeling the most financial distress?

Inland California’s relative affordability cannot always relieve financial stress.

My spreadsheet reviewed a WalletHub ranking of financial distress for the residents of 100 U.S. cities, including 17 in California. The analysis compared local credit scores, late bill payments, bankruptcy filings and online searches for debt or loans to quantify where individuals had the largest money challenges.

When California cities were divided into three geographic regions – Southern California, the Bay Area, and anything inland – the most challenges were often found far from the coast.

The average national ranking of the six inland cities was 39th worst for distress, the most troubled grade among the state’s slices.

Bakersfield received the inland region’s worst score, ranking No. 24 highest nationally for financial distress. That was followed by Sacramento (30th), San Bernardino (39th), Stockton (43rd), Fresno (45th), and Riverside (52nd).

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Southern California’s seven cities overall fared better, with an average national ranking of 56th largest financial problems.

However, Los Angeles had the state’s ugliest grade, ranking fifth-worst nationally for monetary distress. Then came San Diego at 22nd-worst, then Long Beach (48th), Irvine (70th), Anaheim (71st), Santa Ana (85th), and Chula Vista (89th).

Monetary challenges were limited in the Bay Area. Its four cities average rank was 69th worst nationally.

San Jose had the region’s most distressed finances, with a No. 50 worst ranking. That was followed by Oakland (69th), San Francisco (72nd), and Fremont (83rd).

The results remind us that inland California’s affordability – it’s home to the state’s cheapest housing, for example – doesn’t fully compensate for wages that typically decline the farther one works from the Pacific Ocean.

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A peek inside the scorecard’s grades shows where trouble exists within California.

Credit scores were the lowest inland, with little difference elsewhere. Late payments were also more common inland. Tardy bills were most difficult to find in Northern California.

Bankruptcy problems also were bubbling inland, but grew the slowest in Southern California. And worrisome online searches were more frequent inland, while varying only slightly closer to the Pacific.

Note: Across the state’s 17 cities in the study, the No. 53 average rank is a middle-of-the-pack grade on the 100-city national scale for monetary woes.

Jonathan Lansner is the business columnist for the Southern California News Group. He can be reached at jlansner@scng.com

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Why Chime Financial Stock Surged Nearly 14% Higher Today | The Motley Fool

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Why Chime Financial Stock Surged Nearly 14% Higher Today | The Motley Fool

The up-and-coming fintech scored a pair of fourth-quarter beats.

Diversified fintech Chime Financial (CHYM +12.88%) was playing a satisfying tune to investors on Thursday. The company’s stock flew almost 14% higher that trading session, thanks mostly to a fourth quarter that featured notably higher-than-expected revenue guidance.

Sweet music

Chime published its fourth-quarter and full-year 2025 results just after market close on Wednesday. For the former period, the company’s revenue was $596 million, bettering the same quarter of 2024 by 25%. The company’s strongest revenue stream, payments, rose 17% to $396 million. Its take from platform-related activity rose more precipitously, advancing 47% to $200 million.

Image source: Getty Images.

Meanwhile, Chime’s net loss under generally accepted accounting principles (GAAP) more than doubled. It was $45 million, or $0.12 per share, compared with a fourth-quarter 2024 deficit of $19.6 million.

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On average, analysts tracking the stock were modeling revenue below $578 million and a deeper bottom-line loss of $0.20 per share.

In its earnings release, Chime pointed to the take-up of its Chime Card as a particular catalyst for growth. Regarding the product, the company said, “Among new member cohorts, over half are adopting Chime Card, and those members are putting over 70% of their Chime spend on the product, which earns materially higher take rates compared to debit.”

Chime Financial Stock Quote

Today’s Change

(12.88%) $2.72

Current Price

$23.83

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Double-digit growth expected

Chime management proffered revenue and non-GAAP (adjusted) earnings before interest, taxes, depreciation, and amortization (EBITDA) guidance for full-year 2026. The company expects to post a top line of $627 million to $637 million, which would represent at least 21% growth over the 2024 result. Adjusted EBITDA should be $380 million to $400 million. No net income forecasts were provided in the earnings release.

It isn’t easy to find a niche in the financial industry, which is crowded with companies offering every imaginable type of service to clients. Yet Chime seems to be achieving that, as the Chime Card is clearly a hit among the company’s target demographic of clientele underserved by mainstream banks. This growth stock is definitely worth considering as a buy.

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