AN ALL TOO COMMON TALE
A CASE STUDY EXCERPT FROM GOOD BYE:
William had been working as a Chief People Officer (CPO) with European-wide responsibility in a multinational organization. He had been head-hunted into the role, and in three years had exceeded the targets that had been set when he was brought in to the company. William was well liked and respected by his Executive (Exec) team peers and the teams that reported into them.
A change of personal circumstance meant that William wanted a role with less travel abroad. He took another CPO role based closer to home and with less international travel. From the point that he resigned onwards the relationships with the rest of the Exec team materially shifted. It was clear they had seen this as a betrayal and shut William out, making it clear that his view on strategic priorities was no longer of interest.
Three weeks into the new role, someone asked William at a social event how the new job was going. Initially he spoke about how well the new job was going and how he was enjoying finding his feet. William then spoke at length about how hurt, upset, undermined, frustrated and disrespected he had felt during his exit from his previous organization. He felt the company had seen it as an act of disloyalty, turning on him. He was deeply hurt that none of the Exec team had acknowledged his last day, nor did they thank him or wish him well. He found himself playing his perceived injustice over and over again in his mind.
DOES THIS SITUATION SOUND FAMILIAR? PRE-ORDER GOOD BYE.