Question: I was hired by a top multinational to retain a major client as the latter wanted to quit over poor performance of the existing team. Once I took over as the manager, I implemented a new process, which satisfied the client, who offered another $20 million worth of contract. The client, however, ended the association after five years over steep costs, but had this to say: “We are sad to go and we really didn’t want this relationship to end.” Subsequently, I was given a short two month project, which too was a success. Since I had a good track record, I was put in charge of a pilot project for an IT behemoth. I stabilised the pilot within three months. Unfortunately, after that I went on medical leave. When I resumed, I realised the client had left. Our company redeployed employees over poor performance. And to my surprise, I was asked to leave, although they offered me an exit bonus. Since I had demonstrated that I can successfully handle a wide range of services, why did they sack me? Why didn’t they put me in charge of a new project as I was a high achiever? Why didn't the company acknowledge my performance? Is there a way to handle companies which put meritocracy on the backburner?

Sujaya Banerjee replies:

(Sujaya Banerjee is CEO, Capstone People Consulting. She has 29 years of experience in leading people in organisations like British Gas, Essar Group, Godrej and Lowe Lintas & Partners)

every Thursday

adwise@timesgroup.com

It’s commendable that you are reflecting on this experience as you feel unfairly treated.Let’s look at the issue from the company’s perspective. When you went on medical leave, the company lost a major client. The company perhaps felt that you were great at crisis resolution but not necessarily at leading and coaching teams — leaving the organisation vulnerable with underperformers if you were not around.Since you are wondering how/why the company let a talent as you go, do reflect on a few more questions. Answer them truthfully to get insights — for your learning and self-improvement — from this unpleasant experience that has obviously surprised you:“Do you believe you understood clearly the expectations of your internal stakeholders and attempted to manage them well — other than your obvious focus on the client deliveries?“Did you invest enough in building the competence and morale of your underperforming team?“Did you solicit adequately the support of your senior stakeholders and use their counsel judiciously to manage the client?“Considering you were new, how would you describe your personal brand? What adjectives would people have used to describe you?“Did you proactively seek feedback from your stakeholders? The client? Why are you so surprised at the turn of events? Why have you not seen any of this coming?“Do you believe you were too taskfocused and have not been politically savvy?“Could you have possibly behaved like the arrogant saviour and excluded others?Many of our derailing behaviour are often on our blind side. You don’t seem convinced the organisation did not need your expertise. So, it’s important to reflect on your leadership style and team behaviour. Succeeding in the corporate world requires astute relationship skills and social intelligence.There is need to proactively understand the rules pertaining to engaging with different groups and willingly adapting the same to evoke cooperation and confidence/trust.We often believe we have the best ideas or solutions (read competence). But succeeding with political savvy requires us to combine both the strength of ideas and relationships. Getting our ideas to the right people is key and winning their trust in your expertise and leadership is important for your credibility. Only talent or knowledge is not enough.Lastly, I would advise you to listen more and seek feedback. Listening is a very powerful way of understanding the other’s point of view and can be evoked by asking powerful questions. Seeking and being open to feedback, having the humility to act on feedback, can leave us less bewildered when adversity strikes.Remember, sweet are the uses of adversity — not the adversity, but its uses. Please do use this opportunity to learn:“About yourself“About your relationships“ How you use power?“How good you are at leveraging expertise?“ How can you be more aware of yourself and your impact on others, so you don’t find yourself on the backfoot despite being talented?“ Explore how you can start building the EQ and social intelligence muscle.“ Find a coach to get you started and continue self-coaching by asking yourself tough questions regarding your own behaviour.Talk to us Are you dealing with a tough boss? Are your colleagues being mean to you? Is your workplace culture hindering your growth? Is there anything that’s bothering you at work, which you’re wary of discussing internally? Talk to us. Our panel of experts will assist you in resolving your workplace related matters. ‘ AdWise ’ will appear on these pagesto help you with your workplace matters. Write to us at