If one is headhunted for an executive position and after taking up the role, you establish that the picture that was painted is nothing as promised including things like the role title.  Secondly,  six months into the position, your senior executive announces that the area you looking after is no longer.  You are then asked to work with another senior executive to refresh the function and when you inquire why you are not leading the function, you are told that it made more sense to have a more senior person lead strategic discussions and planning to which you have to provide support.  It all seemed mind boggling at the time, however in the spirit of cooperation, you continue executing what is required plus other day to day activities and projects with the hope that by staying close to the real challenge you accepted the job for, you will eventually be awarded the opportunity - particularly because this is why they headhunted you.

Eight months later you have been left out of meetings and decisions.  You also have been given a low performance rating which is contrary to your entire performance track record, but your research has been used to bring new life to the function.  Your inputs in most meetings where the same senior person chairs and where your immediate manager is also present, are now been tossed aside even though you are the subject matter expert in the room.  You eventually raise the matter with your immediate manager and the exclusion is pointed out as an oversight by the parties who have been scheduling and organising these important meetings related to your function.    You are not included for input and you see key messages and decisions being published by the senior executive or presented at key bodies in the organisation.  You are made to feel shunned and you are now being avoided by your key stakeholders as they see you not being in control of the function.  In fact they ask why the senior executive is running with everything and the only answer I can provide is the one I was given, which is that it was a strategic decision to do it this way.

What does one do in a situation like this? It would be great to consult a lawyer in private as there is enough evidence to support a string of unfair practices, leaving me to feel de-motiivated, unsupported, alone, but good enough for the content and knowledge I have.  I should have rather stayed in my previous role at the other organisation where I had managed the very same challenges this organisation is seeking to overcome with great success, hence the headhunting.

Sincerely,

Anonymous