Manager wastes company resources building a case against an employee he personally dislikes, ends up getting put on a PIP himself

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  • My manager spent a month trying to build a case to fire me and then got put on a PIP himself

    This is still kind of surreal to think about so bear with me. I work in operations at a mid-size company, been there about two years. My direct manager, let's call him Derek, decided sometime around February that
  • he wanted me gone. I don't have a clean explanation for why. Best I can piece together is that I pushed back on a process change he wanted that genuinely
  • would have created more work for everyone and made us look bad on a metric he owned. He didn't like that.
  • A manager in a business suit shows a member of his team something on his laptop in an office.
  • After that meeting things got weird fast. Suddenly every deliverable I submitted had "concerns". I started getting pulled into one-on-ones where he'd reference vague feedback
  • from stakeholders he never named. He asked me to start documenting my own daily tasks in a shared sheet, which nobody
  • else on the team had to do. I've been around long enough to recognize a paper trail being built, just not by me. I emailed HR to flag that the dynamic felt off and kept my own records of everything going forward.
  • A manager gestures with his hands as he instructs a member of his team.
  • March was genuinely exhausting. I was doing my actual job while also essentially defending my employment on a weekly basis. I talked to a few people I trust outside work and they all said the same thing - document everything, don't quit, make them
  • go through the process if that's what they want. So that's what I did. Showed up, did the work, kept records, said nothing dramatic.
  • A manager speaks candidly with his male employee in a private meeting.
  • Then in April my skip-level asked me for a private sync. I assumed this was related to the Derek situation and prepared accordingly. It was not about that
  • at all. She wanted to walk me through some changes to how the team was being evaluated going forward and my role in that.
  • The manager and his employee sit across from a female coworker in a conference room.
  • Totally normal conversation. I only found out two weeks later through someone I trust on the team that Derek had recieved a PIP at the end of March.
  • Apparently there were issues above him that had been building for a while and had nothing to do with me specificaly.
  • He's still there, still my manager technically, but something shifted. The documentation requests stopped. The vague stakeholder feedback disappeared. Our one-on-ones are now fifteen minutes and
  • mostly logistical. I don't know the details of his PIP and I don't want to. I'm not happy about it exactly, its not like I wanted him to get in trouble. I just wanted to do my
  • job without spending mental energy on whether I still had one. I still have my records saved. All of it.

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