Exemplary to Poor performer

Its mid-year, time for reflection. How are you doing for achievements and results? What's remaining to meet or exceed your targets or goals?

Twice a year the cycle of reflection, assessment, and evaluation becomes second nature in self-awareness of personal and professional performance. Gathering quantitative and qualitative insights provides data and context supporting performance results.

What's remaining to reach our year-end targets or goals also needs evaluation. Incorporating action plans is needed to address gaps that may impact the ability to achieving results. Enlisting targeted supports to help execute action plan is also needed to help remove roadblocks to ensure achievement success.?

I pride myself in exceeding expectations year-over-year as an exemplary performer, see table below. Exemplary services delivery exceeding monetary business results and high client satisfaction. Exemplary in responsibility to others with mentoring and coaching. Exemplary recognition for achieving signings and revenue targets with awards and bonuses. Exemplary in continuous learning and applying new skills and knowledge.

However my 2021 performance assessment, my final assignment, was a significant contrast to the history of being an outstanding performer. No longer exemplary, but perceived as a poor performer to be performance managed. The negative performance ratings did not align with my tangible outcomes and feedback I gathered and achieved.

Toxic boss abused his power of authority and influence to?purposely?ensure I failed. Weaponizing my questions and recommendations disguised as feedback. Falsifying events and taking credit for mine and the team's work.

I reported issues to my upline management and HR. No actions were taken. More gaslighting. Not Theo they say. Are you sure? It was my words against theirs.

Discrimination and breach of my employee confidentiality led to targeted retaliation. I was excluded from meetings, withheld information, blocked from stakeholders.?Activities micromanaged and responsibilities reassigned.?I was destined to fail. Adding insult to injury was racist remarks and denying a promotion as promised with accepting the assignment.

Reporting bullying, harassment and retaliation to management and HR was completely useless. Placing the burden of proof and anti-bullying work on the target. Toxic boss was forcing me to choose to leave the firm.

What was shared was not surprising. Especially with the events experienced leading up to my follow-up. My Manager was colluding with Toxic boss.

Toxic Boss didn't even have the courage to meet and share his feedback with me. His subjective performance ratings for 2021 captured in table above. My Manager the messenger, participant in group bullying. Scripted with HR's assistance of poor performance with terms of improvement.

Appealing the performance ratings with my management reporting chain was futile. The injustice and disregard needed to be addressed higher and organization wide. Escalating to GM / President and Service Line leader was completely pointless.

My Senior leadership was protecting Toxic Boss and he was also hiding behind his shield of Americas Executive leadership. Clear signs that covert and instrumental bullying was tolerated and encouraged within the firm. Gaslighting to ensure marginalized exemplary performers fail and leave.?No investigation as to why I was rated as a poor performer. Toxic Boss had authority and was more credible. Career progression and promotions blocked by his assessment.

It was clear there's no monitoring or followup by HR with Managers with outstanding performance assessments the systems. Explanation from my management reporting chain, "oversight on Manager's part to close year-end cycle". And yet peers within the same reporting chain received their performance ratings. Exemplary performers who are unfairly rated as poor performers are not HR's concern.

Consequences for bullying, harassment, discrimination, and retaliaton does not exist. The mechanisms to facilitate?inclusive and psychologically healthy?organizations is doing double-duty in preventing bullying. The firm does not adhere to or administer their corporate policies outlined within Business Conduct Guidelines (BCG). Employee attestations to BCG are performative, especially for Toxic Bosses.

Consequences exist for exemplary performers. Being competent, skilled, self-directed, and integrous employee paints a huge target to be bullied and harassed. Employee discrimination is not subject to reprisal and retaliation and HR dismisses reported BCG violations. Egregious behaviour by all corporate standards.

Bullying, harassment, intimidation, humiliation and discriminatory behaviours are embedded in organizational culture. No amount of bullying and harassment training will correct intergenerational behaviours and practices within the organization. My experiences unequivocally confirms systematic patterns and practices of discrimination and reprimand of exemplary performers is accepted and encouraged.