260

The founder responded that they are overreacting, and that he has an absolute trust in the skills of the new lead, based on his CV and the interview, which is exactly why he assigned to this person the role of a lead developer in the first place. The head guy has spoken. It's not a government or a political party. You can't throw anyone out or lead an ...


232

A business does not endorse the political opinions of its employees, most businesses will employ people with a wide range of views and experiences, so I don't really see what the problem is. It also seems highly vindictive and unethical to single a person out for discrimination because they hold beliefs that are not fashionable at your organization. ...


202

Stay out of it If the BD manager asks about your opinion of your boss or team, say something like "hey, I'm happy to help with any work related stuff, but please direct questions about our team, structure, how we work and organization to my boss, who knows way more about it than I do" If he tries to sneak any extra work on your plate, say something ...


199

While your desire to stay out of politics is admirable, it is not feasible. You are involved now whether you like it or not. It is absolutely right that you should tell your line manager about this. Your project lead is not your boss; they cannot and should not restrict what you tell to your real bosses. Your line manager (who I assume also has some ...


171

So you have a job description that basically says "senior level developer with free reign to pick projects as they chose with the goal to improve and benefit the company". And you have a developer that picked a project, improved it to a point where it would make the company a profit of ~10 Million dollars a year and did most of that in unpaid overtime (i.e. ...


165

It's not "Genius" coding if it's not maintainable by anyone apart from the original coders (if they remember what they did and why). The implication here is that these geniuses have gone into the code-base, added their changes, unit-tested them without much regard as to whether their slice of genius has interfered with another guy's slice of genius and ...


137

I think that in this situation, honest communication will do wonders for you. Typing up this question shows that you've thought through the problem in enough detail to express it to both your coworker and your supervisor. Tell coworkers that you have to get approval. You can say, "This looks like a great project, I'd like to devote some time to work on it; ...


133

I think @Neo provided a solid answer with respect to documenting and focusing on the facts, but I also think you can take this a step further. Simply documenting/pointing out that Bob's implementations don't work may help you protect yourself, but it doesn't solve the ultimate problem (Bob's code is broken). Basically, you have an opportunity to support Bob ...


132

To me, there are two reasons to object to a publication being in the office. One is that I might feel upset or disgusted if I catch sight of a headline. Since newspapers are often displayed outside in public in the UK, this is probably not an "extra" risk. The other is the effect of that material on my co-workers. In the 70s, pinup calendars were present in ...


125

I think Laurent's commentary is essentially correct, but doesn't really give you an answer. If you're being treated for your depression (lucky you, many suffer in silence!), then you should talk with your counsellor about this who may be able to give you some support and resources to explore - or at least give you some coping mechanisms. It's clear that ...


107

You need to establish who is the boss, NOW. The faction have got you by the short and curlies. They think they are irreplaceable and are damaging your authority, possibly permanently (and stealing from you). You need to crack down on this, make them know that they need to shape up or ship out, and mean it. The orders to fulfill can't stop you following ...


107

You seem to have your options pretty well covered. In any chain of command, when you don't get satisfaction, you move up. It seems to me that's what you need to do. Don't demand anything though. If your regional boss doesn't help then perhaps the theme park should know. If nothing still changes, perhaps you should tell OSHA. I don't characterize it as "...


101

it was obvious to me that I would never be able to reach my full potential There you go. Add "at that company" instead of pointing to a specific individual and you have your answer. It's honest. It's not negative. It doesn't stink of you missing out information. It's saying "I'm better than I could be there. I believe you offer me more potential to grow." ...


99

So someone scattered a few spare badges around... Ignore it and carry on eating. People have probably have had enough of the election, have made their minds up, so these will probably be ignored by everyone. Once the election has finished, just clear away the trash (if whoever put it there doesn't remove it the day after). It's just noise, and complaining/...


97

Well ... that truly sucks. Frankly, there's not much to be gained by complaining. You have no evidence that this happened at work, and won't be making any friends by reporting it. If I were you, I would document that it happened, and just buy a new sticker. Keep a close eye on it and see if it happens again, and more importantly, if it happens at work. ...


94

"I'm glad you asked that," Other answers follow my feeling: disagreements in front of customers aren't going to sell your product to them, either by mindshare or, um, walletshare. But one way to handle it might be to be the Sherlock to your junior colleague's Watson. Act as though the line is scripted and has been delivered just so that you can explain ...


91

Unfortunately, it's not your decision. You can either do it or they will find someone for your position who will. Tell him and then write him a letter of recommendation and offer to speak on his behalf to anyone wanting to hire him. You just need to make sure that you support management with your recommendation, if asked. You can talk him up about how ...


91

As a general rule, management "want solutions, not problems". As such, saying "there are hardcoded secrets in the code" is a problem, whereas "Resolve hardcoded secrets regulatory failure: 0.5 days" is a solution. I'd take a few hours to properly assess the code, and document all the things you want to change/fix in it to make it "minimum viable product". ...


90

If I were the security manager, and you showed up to report a missing $2 sticker, I'd hand you $2 and send you on your way. For all you know, it could have been dumb kids in your neighborhood, or anywhere you parked your vehicle. You can replace the sticker, or not. But don't expect anyone to go on a witchhunt over it. Slashed tires, broken windshields, ...


86

The OP's description of the situation is likely one-sided. That's ok. I am an aging developer (~54 yo) brought into a company to not rule, but to provide some experience. (The IT boss actually said "gray hair", lol.) The dev staff was far more adept, on the balance, than any team I had worked with previously. They taught me a lot, especially about humility! ...


85

Glass, china, and reputation are easily cracked and never well mended. Your only option here is to be above reproach and document everything. You may want to get a copy of Brag! How to toot your own horn without blowing it. Then, wage war. Never be late, triple check your work, document everything, and dramatize your ideas. The best way to let ...


84

The situation you are in is not unique, and it's not unreasonable. It's actually pretty standard in production-based software development. There are a few points to take great consideration of: Technical debt is immeasurable. You can't examine a function and "quantify" how much technical debt there is, or how much money it doesn't get you. You can try, but ...


84

Officially, person 1 is in charge but I also work with person 2 so he is semi-officially in charge. That means person 1 is in charge. Person 2 is not. Getting additional compensation for redoing the product is not an option. All the more reason for you to convince person 1 that feature A should remain. Incidentally, this is why contractors typically ...


83

I can appreciate that you feel you can't fire them. It's a very difficult thing to do in the face of potential lost business, but as @jwsc pointed out the longer vision includes them killing this business for you eventually simply by nature of damaging your employer/employee relationship publicly. My next bit of advice is tempered with the assumption that ...


83

Can anyone suggest me what would be a good strategy to deal with this situation? Document, document, document. Each time you have to clean up Bob's mess, document it and copy the CTO. This may not seem like the nicest thing to do but at this point, I would be a bit more concerned with my reputation in the company and in particular the CTO's impression ...


79

Your boss doesn't need to know exactly what you are doing. At my workplace we would call this a "Personal Appointment" or a "P/A." When asking for flex time off I don't generally include any details about the P/A other than when it is happening, and how available I will be while it is ongoing.


77

Brexit hasn't killed your company. Your boss has killed the company by assuming that Brexit will kill your company. Working and living in the UK for a large technology firm, Brexit hasn't changed anything about how we work. The fact that your boss thinks it's a guillotine pedestal is simply a sign of his bad financial planning. Obviously, you don't have ...


75

What you need to realize is that the root cause of this problem is a difference in motivation and pacing (and possibly ability) between you, your coworker, and your boss. You cannot solve this problem by injecting more motivation, drive, and ability into the situation. It's your manager's job to manage I say this in all seriousness, but not in the way it's ...


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