I have never been a civil servant, but I once worked for an international organization—a place not unlike the public sector: stable job security, good compensation (better than the state), access to VIPs, and high public respect. So, when I look back at my own departure, I recognize myself in the civil servants taking early retirement today.
You receive a substantial severance package. You retain some strong professional networks. You still have energy and intellect. You are not ready to retire. So, what should you do?
I. The financial airbag: Don’t bet your last dollar
The lump sum you receive is likely the last large check you will ever get if you don’t use it wisely. The first rule is: Do not rush into investments.
I have witnessed countless former officials eagerly pouring their severance into startups, new companies, or friends’ ventures within months of leaving the public sector. They do this to prove their worth, to start fresh, or simply to combat the boredom of retirement. The result? Money disappears faster than a click. Their first taste of the business world is often a loss born of market naïveté.
You must allow yourself at least 6 to 12 months to think and research before making any major financial move. If you are unsure, put the money into savings or, better yet, invest in broad market index funds—assets that grow with the economy, even while you are figuring things out.
Do not let your severance become the one-way ticket to debt. This financial cushion is meant to buy you time to think, not finance a failing coffee shop or a startup that won’t turn a profit because commercial life is a battlefield, and genuine money is not easily won.
II. The golden window of influence (The 3-year rule)
You once had a vast network within the public sector and enjoyed reciprocal goodwill from private enterprises. But trust me: this network has an expiration date. It will only remain “warm” for about three years after you leave office. After that, you will receive fewer calls, fewer invitations, and those who were once eager to meet will suddenly become “busy.” They don’t dislike you; they simply need to maintain relationships with your successor and move on to their priorities.
The first three years are the golden window to leverage these relationships for your private sector career. If you plan to open a consulting firm, start a company, or join an enterprise, you must act decisively during this period while your influence still carries weight.
Later, if your former subordinates forget you, or private partners stop calling, do not feel betrayed. It is the natural law of the marketplace. People respected your position, not necessarily the person.
III. The ego test: Humility is your highest asset
Many public officials stumble in the private sector not because of a lack of competence, but because of ego and excessive self-respect.
Twenty years ago, when I left a major international organization and returned to Vietnam, my salary dropped to one-twentieth of what it was. I called my sister and asked, “Do you have a list of English teaching schools in Vietnam? I need to find out the pay rate and apply.” She laughed: “You have a U.S. Ph.D., worked at major international organizations—why are you asking about teaching English?” I told her, “That is my last resort. If I fail to adapt, I can still teach English to support my family.” I was prepared to do anything.
Humility is never enough.
I saw an exceptional friend—a former high-ranking official—lose a job opportunity because of a single act of pride. I arranged a dinner with the CEO of a large corporation (a close friend of mine). The dinner was purely a formality, as the CEO had already committed to hiring him. Yet, near the end of the evening, the former official launched into a long, patronizing lecture, disrespecting me in front of my former staff. The CEO simply smiled and remained silent.
After dinner, the CEO told me, “I cannot hire him. If he doesn’t respect you in front of your former subordinates, how can I ever manage him? He hasn’t realized he is a civilian now.“
He lost a great opportunity because one small, arrogant act betrayed his lack of humility.
You must accept that the old currency is worthless. An ex-official I highly respect, who once managed a major state sector, successfully transitioned precisely because he understood this: he never hesitated to call the private owners—the very people who once sought his favor—by the flattering titles they loved (“Mr. Chairman,” “Madam Boss”). He accepted their sudden, 180-degree directives without complaint. He told me, “It is their company now, so I listen to them.”
This sobriety helped him avoid the **”power hangover”—**being trapped in the faded glory of the past. Once you leave the system, the old role ends. Period.
IV. Managing the new hierarchy
You will experience a shock when you realize how quickly people change. When you were in the public sector, a single phone call resolved issues instantly. Now, in the private sector, you might have to plead with a department manager or even a specialist—people who were once your subordinates—just to get a simple license or approval.
Your former “Yes, sir/ma’am” from public employees was driven by your position and authority. Your new “Yes, sir/ma’am” when you work in the private sector is driven by your need to negotiate and compromise.
The ultimate expectation you must shed is the command-and-control mentality. In the public sector, compliance is the rule. In the private sector, everything is negotiation and consensus among multiple stakeholders. Acting autocratically will quickly cost you trust and support.
Early retirement does not mean “game over”; it means changing roles. You gain a priceless asset: freedom. You can enjoy life, or try new things.
Instead of spending time nostalgically reminiscing about your glorious past, put the “ego” into the closet and embrace the new life. Whether you become an entrepreneur, consultant, teacher, or farmer, the most important thing is to avoid becoming a “living museum” of a time long gone.
