Early in my career while working for a Fortune 500 company, I was assigned the project to design an in-house career development program. As part of the information-gathering stage, I conducted a number of interviews with executives at various levels of the organization and asked a series of questions to gain their professional insights and personal stories of how careers develop. I was interested in understanding why some people succeeded and why some failed.

I recall one senior-level manager taking extra time to share his insights, summarising with the saying, "People are hired for their skills and fired for their personalities." Having worked with thousands of managers, professionals and executives over time, I am reminded of the truth of that statement. It doesn't mean that a person has a lousy personality. It just means that over time things change and perhaps become incompatible.

For example, Tom had a successful eight-year career with a manufacturing company. He started as a sales rep, took on greater responsibilities as an area manager, then director of sales, and when I met him he was the vice president of sales and marketing. In the latter position he found himself reporting to the owner, whom he recognised to be a "micromanager"; his frustration grew as his decisions were constantly being undermined or reversed. What had changed? Tom had proven himself in each role, had been rewarded, and expressed new confidence as an executive. He was ready to shoulder greater decision-making responsibilities, but the owner's style presented a conflict. After eight months as vice president, Tom realised his boss was not going to change and began his job search.

Susan's story is also familiar. She had an outstanding career first in accounting and then in finance, and she held the position of CFO for four years. When the CEO retired, his replacement announced a new corporate strategy and had the Board's approval to "bring in his own team." When I met Mike, he was excited about his new job.

When we spoke two months later, he lacked any enthusiasm and spoke of resigning. He loved the challenge of his work, but the work environment and peer expectations clashed with his values. Most of his peers were single males who limited their conversation to sports and frequented the bars after work. While Mike enjoyed sports and an occasional drink, there were significant differences in lifestyle. Soon Mike found himself out of the loop and the butt of practical jokes. He was ready to leave the unprofessional environment.

Each story depicts an incompatibility that was no fault of my clients. Situations unfolded and the environments changed, causing a direct impact on each of the individuals.

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