Her co-workers didn't take on as many assignments as she thought they should. She shouldered the extra work and said nothing, but she felt their failure to volunteer was a character flaw.
He went to meetings where others took positions that he regarded as ethically questionable. He never challenged them, however, because he thought the transgressions were self-evident and the associates must have known of his opposition.
She hunkered down and did extraordinary work, achieving a productivity record which she thought should speak for itself. In the meantime, far less competent peers who knew how to publicize their accomplishments were promoted over her.
He deeply cared about the development and advancement of his employees and often sacrificed his own training needs so others could be sent to workshops. As a result, his training background was less impressive than those of peers who neglected their employees.
She avoided conflict and complaints. Rather than enhancing her reputation, she later learned that one executive quipped, "She couldn't trigger an electric door." She quietly seethed as complainers were given special privileges.
He was dedicated to excellence. His boss was dedicated to getting things done. His quest for excellence was seen as low productivity.
He and she were two of the nicest, most talented, individuals you could hope to meet. Later, when they retired at levels far below what their ability merited, people who knew of their quality quietly wondered, "How did the organization ever pass over that person for promotion?"
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