"He's condescending, unhelpful, impatient, and disdainful in meetings, and sensitive/ill-tempered to the point we all have to tiptoe around him. He's also a control freak, demanding that everything be run by him, regardless of whether it's his purview, creating a workflow bottleneck. Everyone on the team has acknowledged his problematic behavior. I have heard tales of him making employees cry, quit, and nearly come to blows. But the response when this dynamic is questioned is always a disappointing and complacent "that's just Ned," even from Reese."
"Let's talk about two ways to approach your Ned problem: Accept the things you cannot change and change the things you can. Let's start with the latter. If it's all but impossible to get fired at your company, that protection should cover not just Ned, but you. If your performance reviews have been solid and this is a look-the-other-way-at-trouble company, you face relatively low risks for sticking up for yourself and your colleagues. Furthermore, if Ned"
Approach a toxic manager by accepting unchangeable realities while actively changing what can be changed. Use the companys relative job security to protect yourself when raising concerns. Keep dated, specific documentation of incidents and gather corroboration from colleagues. Address the manager with concrete examples and requested changes, and escalate to HR with written evidence of harm to workflow and morale. Maintain professional boundaries by refusing out-of-scope demands and following formal channels. If change efforts fail, prepare an exit plan that preserves financial security and personal well-being.
Read at Slate Magazine
Unable to calculate read time
Collection
[
|
...
]