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7

There could be many reasons on why a manager may step into meetings between analysts and clients. Maybe this is an important client, and they only want to deal with a single person, and that person may have to be of a certain seniority. The manager is certainly under no obligation to give credit to members of their team when talking to clients. In fact, I ...


6

If what you are telling is correct, it looks like they are trying to establish a paper trail to be able to fire you for bad performance, because they want to get rid of you for other reasons. You didn't write your country, so I assume it's a country where you can't fire someone on the spot. It's also possible that your performance is poor or just perceived ...


4

While sometimes it is easier to ask for forgiveness rather than permission for doing something, this is one of those situations where communicating before the event would have been the right thing to do: Hey Boss, I think I can do this high priority task by Monday, but I'll need to spend some time doing some learning over the weekend. Would it be alright if ...


4

Find a new job, then quit. If the interpersonal strife between you and your boss is so bad that you’d describe her as your “worst enemy”, then there is one obvious solution. Polish off your resume, find another job, then hand in your resignation. The reason you want to find a new job first is because it’s a lot easier to find a new job in the IT space if you’...


1

Learning is part of almost any software development project. In your situation, the thought of not including that time in my hours wouldn't have even entered my mind.


1

If you feel you have to defend yourself, you project that feeling into others. When it took you 12h of work, its just the way it is. Act accordingly. If you get questioned, then you can explain. But only if. Otherwise just state that it took you 12h. What you did sound like crazy hours and you should earn at least some respect for the willingness to do it. ...


1

Even in Agile the role of manager still exists but the details may have changed. I don't know how "Agile" your organisation truly is, but as a manager you need to define the direction the team must take and protect or enable your team. From what you wrote it seems you're trying to do this, at least the protection part. The main point to address IMO ...


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