"The global housing crash was in full swing in 2009. I was 'back-channeled out' of a leadership role that was promised to me. 'A nice guy' who was also on track to be promoted to managing director needed a new key account to justify his promotion. This was the last straw in a string of things I had tolerated as we 'managed costs throughout the difficult economic time.' No more.

"I walked in on the weekly managing director leadership meeting, flying in from a project site in the Midwest. I told almost all of them that I knew they betrayed me. I told them I was irreplaceable (at that very critical point in time, also true).

"I reminded them that I had accepted salary reductions while they continued to give themselves increases. I reminded them that they had to teach their rookie favorite (who was also in the room at that point) how to sell and keep his foot out of his mouth at client sites. I reminded them that I never received a rating below a one (which is the highest you can get) ever in my mid-year or annual review in 12 years I'd been with the firm.

"Then I proceeded to let them know that they were a 'dozen bridges I want to burn to the ground then pulverize into nothingness' because I will never tolerate that kind of betrayal after being so loyal to them and the logo. I was out of the company about two weeks later with no job in the middle of the housing crash, and it felt great.

"Since that day, every person in that meeting room who was on the receiving end of my speech has offered me a very lucrative job on more than one occasion. They were all rejected. Writing this helps me relive that day, and it feels good." — Anonymous