Gary had been with the company for five years and a high performing area marketing manager for the last three.
He’d often acted as group marketing manager and had done well in that position.
When the incumbent resigned suddenly due to ill health, Gary filled the role for three months whilst the company decided on the replacement.
Gary confidently applied for the position and was shortlisted.
When the board selected a candidate from outside the company and from outside their industry, Gary was devastated. He was told that the company was looking strategically to the future and wanted someone with experience in other sectors.
The new appointee immediately began reorganising the marketing division, re-assigning managers to different territories and teams.
Gary didn’t agree with the decisions, but chose not to challenge them.
Within six months the group marketing division’s performance had noticeably declined and the new appointee was given marching orders.
When Gary applied for the vacancy, he was told “We’re sorry Gary, you let yourself down and showed us that you’re not the right person for the role, even though you’ve done well in it in the past.
You knew enough to challenge those decisions and you didn’t.
Either you wanted him to fail, which meant you were happy for the damage done to the business, or you didn’t have the courage to challenge, or you agreed with them.
All of those are reasons why you won’t get the role.
In fact, we recommend you seek opportunities elsewhere. We’ll help to outplace you.
If it’s any consolation, we’ve also accepted the marketing director’s resignation.”
OK, clearly that’s what you don’t do!
What do you think Gary could have done instead? And why?
Photo credit: Andrew E Weber
