Let’s talk about basic managerial guidelines. If you have a new hire that you fast track into some development plan because of their combination of talent and acumen, and then send them back to the mailroom even though you weren’t really dissatisfied with their progress, and then they do a fine job in the mailroom, followed by a promotion that’s underneath that initial level, and then you effectively fire them because of performance...what’s the takeaway here?
It’s some combination of an organizational shift and the employee not being what you originally hoped, sure.
But that is an overall staffing atrocity. If I yanked around my people like that I would blame myself and myself only. Because regardless of what this person did or didn’t do, you put them through a backwards, sloppy process. Which maaaaaybe impacted their efficacy.
Hockey isn’t so special. You still have to groom junior staff. And you gotta look inward when you botch it, and understand that they are maluable and their careers can veer a hundred ways.
But the thing is that you found out that their "combination of talent and acumen" was nothing more than hype, and that they had the people skills of a wet rag, didn't listen to anything that superiors told them and never made a new pot of coffee when they finished the last pot.
Sprong failed Sprong... the Pens didn't fail Sprong.