Am I the problem? - Kumar

Kumar was a manager entering a new department, set for promotion. He was eager to learn and contribute.

When Kumar asked his new colleagues, who held the same designation, for information he needed to get up to speed, they would nod agreeably. "Sure, I'll send that over."

But the information wouldn't come. Kumar would wait a few days, then follow up. "Just checking if you got a chance to send those files?"

"Oh, right! Sorry, slipped my mind."

Weeks would pass. Multiple reminders. The information would finally arrive, often too late to be useful.

Once, when Kumar was running late to a meeting, a colleague gestured helpfully. "Sit there, that seat's free."

Kumar sat down, grateful. Then he noticed the looks. Subtle glances of disapproval from their boss, a shift in the room's energy. He had sat in a seat reserved for senior leadership.

His colleague laughed it off afterwards. "Just a joke, mate! You should've known better."

Kumar felt his face burn.

His colleagues would also make comments about his learning style. When Kumar asked questions to understand new processes, they would exchange glances. "That's a very... unique way of thinking about it." The tone was light, but the message was clear: You're not catching on fast enough.

The constant barrage of overt and veiled negative comments wore Kumar down. He found it harder to focus. His confidence eroded. Tasks that should have been straightforward felt overwhelming.

His peers noticed his struggles. "Kumar's just not cutting it," they would say to each other, shaking their heads. "Maybe he's not ready for this level."

Kumar sat alone in his office one evening, wondering: Was it him? Or was something else going on?