"The higher ups can't stand him and want him away from them. At a leadership event a few months ago, he berated me, publicly, for well over a half an hour, for a mistake that he made. He would then ask me a question just to, "shhh" me when I tried to speak. It was brutal enough that several members of senior leadership complained to HR on my behalf."
"In a meeting with over 200 people where different teams presented highly detailed, technical updates, he didn't understand some of it, (and hadn't reviewed prior), so was gently corrected by one of the VPs when he said something completely wrong. His response was to call me out, in the meeting, saying that I'd screwed up. It wasn't even my team or anything to do with me, I'm just his target."
"Just today, Michael called me out in an email for not sending something, while cc-ing in a VP. In fact, I had sent it almost two weeks prior, and he'd even replied to it. I could have shared that in the email in the response, but even though I was right, I knew it would just make the target on my back bigger, so I just re-sent it."
A skip-level C-suite executive named Michael demonstrates incompetence, disorganization, and bullying toward a technical employee. Michael lacks deep technical knowledge and has advanced through transfers and re-orgs. He publicly berated the employee for a mistake he made and silenced responses during a leadership event, prompting senior leadership to complain to HR. He also misattributed others' work in a large meeting and wrongly accused the employee by email while cc-ing a VP. The employee's immediate manager attempts to shield them, but options are limited; the employee prefers to stay due to team fit and concern about layoffs.
Read at Slate Magazine
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