Who will believe me? - Jordan

Jordan was exhilarated when he was selected for a management training scheme at his pharmaceutical company. This was a huge opportunity.

His assigned mentor, Prof Bee, had been in the organisation for over a decade. Jordan was looking forward to learning from him.

But Prof Bee was slow to respond to Jordan's queries. Days would pass before Jordan receives brief, vague replies. His guidance was non-committal. "Just handle it as you see fit." "Use your judgment."

Jordan tries again. He sends detailed questions. He asks for meetings. The responses remain the same: Slow, vague, unhelpful.

Not wanting to create a fuss or seem difficult, Jordan begins to manage challenges on his own. He figures things out. He makes decisions without guidance because guidance never comes.

Then an incident occurs. Something goes wrong on a project Jordan was handling.

Senior management questions Prof Bee about Jordan's progress.

Prof Bee tells them he was not aware of what had happened. He positions himself as being kept in the dark.

Senior management assesses the situation: Jordan had insisted on working independently. He had poor communication skills. He was difficult to mentor.

Prof Bee does not contradict this conclusion. He nods along, perhaps even adds a sympathetic comment. "I tried to guide him, but you know how some trainees are."

Jordan sits in the meeting, stunned. His attempts to communicate, his unanswered messages, his requests for guidance… all of it reframed as him being uncooperative.

He opens his mouth to defend himself, then closes it.
Who would they believe? A trainee or a professor with a decade at the company?