A few weeks back someone called me with an urgent tone in his voice. He said that he was suddenly forced to resign after a discussion of his performance review with his manager. He wanted my urgent help in framing his exit and in finding him a new job!
When I first reviewed this person’s responses to my Client Intake Questionnaire, along with his résumé, as is customary before I see any client, I was quite surprised to find a number of things about him that were quite extraordinary: He had an excellent track record throughout his 10 years, first as a development engineer and then as a product manager. He had singlehandedly established a business for his company that ramped-up from nothing to nearly $60 million annually in just a few years in India, where his company’s competitors were dumping products below market prices. He had launched many initiatives that would further increase his company’s brand and footprint in the BRIC markets!
So, during our first session I was curious to find out how this sudden shift in his fortunes came about for him. What he told me did not surprise me a bit. Here is his story that I have edited it to keep it generic, but true to its core to keep its integrity!
When my client started at this company five years back he saw an opportunity in the India’s exploding telecom and entertainment market. His company made products in those markets and distributed them to service providers. His company made many products, but they were seen more as a premium brand and they did not have much success in low-cost applications that Indian customers were looking for. Recognizing an opportunity my client then proceeded to meet with high-level execs at the Indian service providers and started identifying requirements that would be a compromise between premium price and consumer value. Then working with the very ODMs, where his competitors were making their low-end products, he selected a few of them to create a suite of products that hit the sweet spot for the Indian markets.
Within a few years his company’s products started taking off in the Indian market, nearly doubling sales every year for the next several years. This success got the attention of the top brass of his company and his name was being mentioned in the company’s town hall meetings. Soon afterwards he started getting direct emails and calls from top execs asking about his inputs and his progress on other initiatives.
When his immediate manager realized what was going on, he approached my client and warned him not to communicate directly with his superiors without his express approval. Even though my client told him that he did not initiate those conversations or emails, it did not matter to his manager, and he sternly told my client to refrain from such communication. Throughout this period, until then, my client had received glowing reviews and many recognition awards from the same manager.
During the most recent performance review my client’s immediate manager was acting aloof and indifferent. After the review was processed he suddenly called my client to his office and coyly told him that his performance was not acceptable and that he must show immediate improvements to continue employment. My client was taken aback, to say the least, because he was expecting a top rating similar to the previous ones he had received from the same manager. When my client asked him for clarification he curtly responded that there was nothing to clarify and that if my client did not understand the problem, he had even a bigger problem!
Totally at a loss, and at his wit’s end, my client asked his manager in frustration what he would do if he were in my client’s shoes. His manager at once responded by saying that he would immediately and quietly resign and not make any fuss over it. My client was so upset by this turn of events that he went to his office, called his wife, and tapped out an email to his boss resigning from his job!
I am now working with my client and positioning him for a bigger role at his competitors’ companies. He also wants to expand his reach and find other opportunities, which I don’t think is going to a problem for him, particularly in view of his stellar record!
So, why am I writing a blog, among many that I expect to write, on this topic? What has happened to my client is unexceptional, despite his exceptional performance! In similar cases I have found that managers, who know how to manage upwards and manipulate a success to their advantage often sacrifice people who do the real work to their own benefit, as it happened here. As I have written many times before nearly 80% of the managers are dysfunctional in some way, and some even show their manifest insecurity and jealousy as my client’s manager did. So, what is one to do to protect and defend oneself? Here is my prescription:
1. When having a discussion about your performance with your manager or with your chain of command, stay calm and emotionless. This is the hardest part! Incompetent and insecure managers are counting on your emotional reaction to achieve their ends and prevail, as it happened here.
2. When a manager suddenly blindsides with arguments that do not make any sense, and are not founded in facts, probe further and let them talk more about their perceptions. This strategy gets them deeper in their own thinking and they start burying themselves in senseless arguments. Allow them to indulge in that. Do not argue or defend YOUR position, as it may be tempting.
3. As you start getting deeper into their line of thinking and argument, simply ask them how long they have witnessed this underperformance. More than likely, they are going to say that this has been going on for nearly the entire period of the review cycle. By playing into their line of reasoning, as in # 2 above, you have allowed them to express their real insecurities about your performance, and how they feel about your success. This is how you set that trap.
4. If they continue on that path, you must stop them and ask this simple question: “If you saw this poor performance that far back, why did you not take specific steps to warn me and correct my performance to get me back on track? As my manager I expect you to let me know if you see a pattern of performance that warrants remedy. As my manager I hold you accountable for bringing that to my attention and then for taking the necessary steps to remedy it.” Most employees do not recognize this basic obligation of their managers. They are immediately willing to take the blame for any perceived fault.
5. Then calmly say, In view of what I have just heard from you, I am first going to go to HR and then to your superiors and tell them what has just happened here! Then do just that, despite your manager’s original warning from before.
6. If you are doing well, you must seek support from other functional areas and from your own team to shore up your position.
7. If nothing changes as a result of #5 and #6 above you must update your résumé and start putting out the word. Update your LinkedIn Profile and keep it spruced up with great Recommendations and a strong network. You must do this anyway, regardless.
8. Keep in touch with your competitors. Let them know your interests and what you can do for them if you were to leave your current job.
9. Start documenting your plight through emails to your boss and to HR. This often puts them on notice to remedy a deteriorating situation, which has occurred because of no fault from your end.
10. After a few months if the downward spiral continues for you, despite your great work, find yourself another job! In the process you have put your insecure manager in their place!
Good luck!
Venks
Dilip,
almost all my managers have been deeply insecure and resent anyone with an ounce of self respect. I do not know if this is just an Indian thing or if is universal. Most modern workplaces are highly dysfunctional. I have personally changed several jobs on account of this. What usually happens is that the insecure boss usually sucks up to his boss and they together shaft the guy lower down the order , who does all the work. Incredible!