2 ms·

It wouldn't happen in my company, but the Serbian law would also protect the employee enough that you'd need written proof about the behaviour, and the HR and l

It wouldn't happen in my company, but the Serbian law would also protect the employee enough that you'd need written proof about the behaviour, and the HR and legal team would have to review it to ensure we are not getting in trouble if we ever get sued for wrongful termination. But even in the US part of the company, it should be hard for it to play out, but probably a lot easier: while most people, including other directors, seem to be good human beings, we are all stretched extremely thin and I am sure someone could easily get something to slip past us. TBH, I am always surprised how do people get into situations like this and what are the types of people that do this? Like what do they gain from it? How far it takes them? I know I am naive and I have seen my fair of shit over ~20 years in the industry, but it still boggles my mind. On the other side of it, I am sure one person — they under-performed but thought extremely high about themselves and got frustrated when I disagreed — would have claimed they were being mobbed by me (even after attempting to get improvements from them for 6+ months). So since you are not in your close-friend's shoes, do take note that they might not be sharing the full story and they are certainly not 100% objective either. But for anyone having these sorts of disagreements with me, I advise reaching out to an HR or my superior directly with specific instances of problems they have concerns about or feel I am misrepresenting. For my part, I keep records of chats, emails and 1-1s to establish "facts" that drive any decisions I make, especially when it comes to life-affecting decisions like these.

fred92 2y ago
I happen to have a lot of insight into the situation and in this case there is also written "proof" (good feeedback, good ratings from a lot of other people etc.) Of course there is always two sides to a story. Since I for obvious reasons can't go into a lot of details this is more of a hypotetical: Assuming there is a bad apple director what should one do? I do generally agree with also giving directors/managers the benefit of the doubt of course and not immediately jumping to feeling targeted/mobbed.
- necovek 2y ago
  In the case I faced, the person also had good non-anonymous performance feedback from colleagues, but in 1-1s their collegues shared they were afraid to contradict them because of their aggressive demeanor and how convinced they were they were always right. But let's assume this is not the case and the director is really mobbing them. In that case, I'd first go directly to them and ask them plainly what they are saying about my performance and why? You might be surprised at the results (and also point both sides at Radical Candor). But if that does not work, and you've tried going to HR, their superior and their peers, and none of it helped, the only obvious choice is to leave (why stay at an org like that?) if you can afford it (at one of my previous jobs, I confronted the director myself, who ended up agreeing with me but still promoted another person over me for very dubious reasons — when I felt I was being devalued, I've moved my value elsewhere). Basically, if it is a situation where one is not being recognized and there is no obvious way to fix that (talking to them directly, their superior, HR, their peers), the most reasonable thing is to leave

fred92 2y ago

I happen to have a lot of insight into the situation and in this case there is also written "proof" (good feeedback, good ratings from a lot of other people etc.) Of course there is always two sides to a story. Since I for obvious reasons can't go into a lot of details this is more of a hypotetical: Assuming there is a bad apple director what should one do? I do generally agree with also giving directors/managers the benefit of the doubt of course and not immediately jumping to feeling targeted/mobbed.

necovek 2y ago
In the case I faced, the person also had good non-anonymous performance feedback from colleagues, but in 1-1s their collegues shared they were afraid to contradict them because of their aggressive demeanor and how convinced they were they were always right. But let's assume this is not the case and the director is really mobbing them. In that case, I'd first go directly to them and ask them plainly what they are saying about my performance and why? You might be surprised at the results (and also point both sides at Radical Candor). But if that does not work, and you've tried going to HR, their superior and their peers, and none of it helped, the only obvious choice is to leave (why stay at an org like that?) if you can afford it (at one of my previous jobs, I confronted the director myself, who ended up agreeing with me but still promoted another person over me for very dubious reasons — when I felt I was being devalued, I've moved my value elsewhere). Basically, if it is a situation where one is not being recognized and there is no obvious way to fix that (talking to them directly, their superior, HR, their peers), the most reasonable thing is to leave