Toni, the vice president of marketing communications at a large nonprofit, enjoyed the support of her boss, the organization’s president. He gave her opportunities to grow professionally. He asked for her advice on questions that affected her department as well as about problems in the organization as a whole.
Her staff was alert and involved and together they created some spectacular campaigns for the business. She enjoyed healthy raises, a high-profile promotion and was asked to report to the board on various issues.
Management’s style tended toward benevolent paternalism with a good dose of respect for individuals and their talents. Mistakes were viewed as a part of risk taking. She frequently went to lunch or dinner with the boss and others who were important in the organization. She loved her job. These were golden years.
After 10 years, the boss retired and a new CEO was brought in. Toni was determined to be a team player and to continue offering her support. But within six months she could see that her support wasn’t wanted. Where she used to enjoy easy access to the boss, she now needed to make appointments to see him during his always too-tight schedule. Where she had been free to create fresh new programs to meet the nonprofit’s challenges, she now was given directions and assignments to carry out.
Toni wasn’t invited to lunches or dinners. Access to the board was denied. Raises stopped. Plum assignments were given to others, as were promotions. Her counsel was never sought. Decisions about the organization’s direction went against some of the values she held. Management’s style consisted of bullying and threats. She went from being a stellar performer to seemingly doing nothing right. Her budget and staff were cut. She frequently was angry
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