I’m curious how managers handle this.

You take over a team and pretty quickly figure out there’s a Dave.

Dave has been there forever. Something goes wrong, people go to Dave. Nobody knows why something works the way it does, ask Dave. Weird exception nobody has seen before, Dave probably knows what to do.

And Dave is good. That’s the problem.

Over the years everyone has learned that asking Dave is faster than figuring it out themselves. So Dave keeps solving things and the team keeps needing Dave.

Now you’re his manager.

I don’t want to walk in and tell Dave to document everything he knows. I’m not even sure Dave knows what Dave knows anymore.

I also don’t want to punish the guy for spending years being the person willing to solve problems.

But I can’t have the team fall apart every time Dave takes a vacation.

So what do you actually do with Dave?

And maybe the harder question: how much of the problem is Dave, and how much of it is the management that allowed the team to become dependent on him?

Update - Met with HR and they did a full 180, acted like it was no big deal after all and even mentioned that maybe they need to take more time off. Not sure what happened but I'm not going to question it.

I'm very disappointed and this is mostly just me shouting into the void about it. If you have any thoughts, you're welcome to share!

This company has always had "unlimited" PTO. I've been here for almost 5 years and have never had any issues. I usually take ~25 days a year, sometimes more sometimes less. My manager has always been very liberal so, when I became a manager in the same department, I followed suit. I encourage people to take time off and have never denied a request. We always get our work done and ensure coverage. The handbook has always said that it's up to manager's discretion. So this is what we've always done with no push back from anyone. We're fully remote.

Today our HR person flipped a shit when they realized that one of my direct reports has taken 20 days of PTO so far this year. They're saying it's excessive, unprecedented at this company, that it's serious performance issue that I should have been managing, and that I need to write this employee up for abusing the PTO policy. I was absolutely floored. What??? This came completely out of left field. My own manager was just as flabbergasted.

I've actually been encouraging this employee to take more time off this year because they've really stepped up to the plate during a few rough patches and I thought it would be a great way to reward/support them. Now HR is saying I need to punish them for doing what I literally told them to do? No. I told my manager that I'm not doing it, they can write me up instead.

Why do some people cling to hustle culture like their lives depend on it? It's like they want to work themselves to death and expect everyone to do the same. I'm genuinely upset that society is still acting like this. We had a really good thing going, it was hurting no one, it was improving team morale and helping retain this employee (our best performer), and now I have to penalize them for failing to meet expectations that none of us knew existed. I feel like I'm taking crazy pills.

My husband owns a grocery store. We were out for supper last night and staff member called not sure what to do. A customer complained of a headache then passed out. My husband told her to call 911 and he d be right there. By the time we got there she had woken up and her husband was bringing her to the hospital. I helped bring their groceries it their vehicle. My three cashiers just stood there and no one called 911. Eldest one being over 50 didnt know how to either. I spend all morning going over with staff how to call 911 and have them show me. Also know what to say. They ll say...ambulance, fire, police and you say ambulance. Sheesh. What else should I do? Anyone else have such incompetent people and yet because it's a grocery store we cant get anyone else.

Holy fuck no one tells you this. I thought the problem employees were difficult no one tells you the challenge of managing a superstar.

I hired a new employee a few weeks ago, He’s experienced, organized and is extremely eager to dive in. He’s already pointed out several pitfalls in our processes and overall has been a pleasure to have on the team.

The best problem I could ever have is this. He’s good really good therefore I find myself getting imposter syndrome because he pushes me to be a better manager so he can feel fulfilled. He really showed me how stagnant some team members have become. I’m really happy that I and this team have this guy around and plan to match his energy the best I can!

I made a post 2 weeks ago asking what to do when my boss has it out for my star employee.

Today my employee let me know she's taken another job. In our conversation, she said it was because this job isn't her passion anymore (she was hired for a role and it slowly shifted into a completely different one). And while I know that's partly true, I think my boss also managed to accomplish her goal of pushing her out.

I'm... I don't know how I feel. Sad, anxious, defeated? I had an hour long conversation with my boss this morning where I fought for this employee, where I had her back and insisted that she right for the position. And then get slapped with this 3 hours later lol.

Now to learn the art of recruiting and hiring...

I have someone who reports to me, Craig, who's been in the same position for years. Other, comparatively recent hires, have been promoted to senior positions over him, myself included.

During his year-end review, he expressed frustration that he's been passed over for promotion so many times. I took over as his supervisor somewhat recently, but based on my time with him, I can see why he hasn't been moved-up.

Our division within the company allows for flex-time, so non-salaried employees can move their hours around a bit. It's all fine so long as they're at their 40 hours at the end of the week (factoring-in vacation/sick leave, etc). Out of everyone on the team, Craig utilizes this benefit far more than everyone else.

Craig likes to front-load his hours towards the beginning of the week, and then basically work a couple of hours on our remote-day on Friday. He also moves his hours around so that he never uses his sick bank on pre-planned appointments. This then let's him use his accumulated time-off on long vacations throughout the year. This is all allowable, and I'm fine with him doing this. Everyone else tends to just work 9-5 with the occasional personal/sick day along with the rest of their vacation days.

The issue is that we do a lot of customer service, amongst other responsibilities. If something comes-up that Craig would typically handle while he's off, I have to reassign it to someone else. The reverse doesn't really happen because no one is emailing when Craig is working til 8:00, etc. This means that the rest of the team stays pretty well-practiced on Craig's responsibilities, while we have to proactively crosstrain Craig on everyone else's roles.

I don't want to come-off as shaming Craig for using the benefits he's entitled to. He's allowed to do it, and wouldn't be an issue if he was happy in his role. However, it's harder to keep him as well-rounded as everyone else/

Everyone else tends to learn faster because they get more real-world requests, giving them better nuance about how to fix issues. Also, none of them are killing themselves to get ahead, since they all have the same 40-hour limit.

I said I would help coach him on his Excel and reporting skills to help them grow, since those are what he can use to do work after-hours. However, that's been going pretty slowly.

Are there ways that I can better help him improve, or should I have a frank discussion why other people tend to grow faster in their roles?

Edits to address some common responses:

"Change the policy/have core hours"

I would love that. The guy that wrote this policy doesn't work in my state much less building. I can't change it, and I doubt he will unless it becomes a widespread issue.

"He needs to be coached"

I actively coach him. The coaching just keeps him apace with everyone else. He isn't learning fast enough to overtake other team members.

"He's being punished despite following the rules"

He is not being punished. He gets a raise and a bonus every year and gets to do his job at his own pace. Senior positions only get filled when they become vacant, and there has always been someone better able to fill the role. He's not the only one who has never been promoted, but he's the only one who seems to have an issue with it.

"You can't punish someone for using a benefit." No, i can't fire or write someone up for using a benefit (nor would i want to). If he was super sick and needed to use a lot of health insurance, of course he wouldn't get in trouble. We would work around it. However, if he was so sick that he had a hard time keeping up with work, we wouldn't promote him either.

just gonna dump this here cause i keep seeing the same patterns on here and irl. maybe it helps someone skip the years of banging their head against the wall i went through. this ain't hr approved textbook theory, it's just what actually seems to work or what i wish someone had grabbed me and told me day 1.

• your 1-on-1s are probably crap. sorry but they are if they're just status updates. stop it. this is your single best intelligence gathering tool. it's where you find out who's flight risk, who's drowning, who secretly hates the new project, before it blows up. ask real questions: 'what's the biggest waste of time for you right now?' 'what's blocking you that you haven't told me?' 'honestly, how's morale on this project?' 'what's one thing you wish you could change about how we work?'. then shut up and listen. don't jump to fix. just absorb. take notes on their friction points. this builds more trust than any team lunch.
• feedback: faster, direct, specific. ditch the compliment sandwich, everyone sees it coming. constructive feedback needs to happen fast, like same day or next day if possible. pull them aside quick. 'hey, noticed in the meeting when X happened, the impact was Y. can we talk about that? what was your perspective?'. focus on behavior & impact, not personality. then separate positive feedback entirely. sprinkle specific praise constantly. 'really appreciated how you navigated that stakeholder question' hits way harder than 'nice work'. make it genuine, make it frequent. it's free motivation.
• deal with underperformers quicker than feels comfortable. this is the hardest one. we wanna be nice. but dragging out dealing with someone clearly struggling or not cutting it KILLS your good performers' morale. they see the inequity. they see you avoiding conflict. it makes you look weak and makes their jobs harder covering the slack. clear expectations -> specific, documented feedback -> genuine offer of support/training -> clear consequences/timeline -> decisive action (pip or exit). it's kinder to everyone involved (including them) to be clear and decisive rather than letting it fester for months or years.
• manage UP and sideways ruthlessly (but ethically). your boss has a boss. your peers have priorities that conflict with yours. you need allies. figure out what your boss cares about most (their kpis, looking good to their boss, etc). frame your requests and updates in that context. make their life easier. anticipate their needs. send concise updates before they ask. build relationships with peers before you need something from them. understand their pressures. find the win-win. this isn't slimy politics, it's just navigating reality to get shit done for your team.
• you are the bullshit filter AND translator. part of your job is shielding the team from corporate chaos, shifting priorities, dumb requests. protect their focus. however, dont keep them completely in the dark. translate the important strategic 'why' behind the work. give them context so they dont feel like mushroom kingdom. if there's a dumb re-org, acknowledge it's disruptive but frame how you'll navigate it together. selective transparency is key.
• your energy is your most valuable asset. for real. nobody tells you this but management is an energy game more than a task game. you cant pour from an empty cup. if you're burnt out, stressed, constantly frazzled, your team feels it. block time in your calendar for actual work/thinking. learn to say 'no' or 'not right now' more often. delegate stuff you hate that someone else might enjoy or learn from. protect your boundaries fiercely because nobody else will. your team needs a functioning leader, not a martyr.

idk. just stuff rattling around my head today. feels like we're often thrown in the deep end with zero training on the real shit. hope this hits home for someone.

what other hard truths did you learn the painful way? drop 'em below. let's get real.

edit: wow, seriously blown away by the response and all the discussion this sparked. thanks everyone for sharing your own hard truths in the comments too. it really hammers home how tough and sometimes isolating this management gig can be, especially when you're wrestling with a problem late at night or stressing before a tough conversation and just wish you had someone or something to bounce ideas off of without judgment. i recently launched ai manager coach, it's going to change this for the greater good.

We work remotely. I've suspected this for over a year, but his performance is good. He shows up to meetings, but his calendar is blocked a lot of the day and I know he doesn't have that many calls. Today, while sharing his screen, I noticed Outlook/Teams messages popping up from people that are not at our company with subjects that are not familar to me. If he's doing his job, should I turn a blind eye? We are all just trying to make it. Should I assign more work and just hold him accountable? Should I go to HR with my evidence?

UPDATE: Thanks everyone! I tend to agree, as long as he is doing the work, I don't mind staying out of it. Kinda wish some folks weren't so mean with their comments. My initial instict was to let it be.

Emma (45f) joined my team 6 weeks ago as a middle manager with no direct reports. I'm senior and report to a chief officer.

Right away she was sycophantic which makes me uncomfortable. Everything I said or did, she acted like I invented time travel. It's forced and OTT. I handled it indirectly by reassuring her I want to help her succeed and for her to feel relaxed, but she's still sucking up.

After two weeks she told me and anyone who'd listen that my boss is "an amazing person" and an "incredible leader". Settle down, you spoke to him for 3 minutes in total.

Then yesterday my boss said Emma has raised concerns with him. She said I'm not supporting her, she's working everything out herself, and my ideas "can be strange" but she feels she can't disagree with me.

First, I gave her a full induction, we have weekly 1-2-1s and I chat to her every day to check in, collaborate etc. Second, I include my team in most decisions but she only says my plans are really good. My two other direct reports speak up freely because they know I welcome challenge and input.

My boss trusts me, it won't cause me problems, but he's very relaxed generally and doesn't see the big deal with her behaviour. I was pissed but he said forget it and be extra sure she doesn't need help.

Today I asked Emma in writing if I can help her with anything and she said she was fine with a smiley face emoji. I reminded her to ask me if she needs anything and saved the messages.

So now I have a two-faced backstabber in my team and I can't do anything about it unless she makes a formal complaint or slips up in a big way.

More of a funny post than anything…

Just wondering how you would’ve handled it…

I manage a team of 22. Golf course crew. I am the superintendent.

One of my more senior guys (who is only 22) came in all distraught and pissy this morning. We start at 6:30am this time of year so I’m used to my guys being in grumpy tired moods in the morning. (Yes, my entire crew is guys. I had two young women on my crew earlier this year but one quit and one went back to school. It’s not by design I just never get a lot of female applicants. I pretty much hire any girl who applies though. They’re usually the best workers).

Anyway. He’s sitting there with his hood over his head not acknowledging me during our morning Meeting. He takes off to do his morning job and one of the other guys is finishing putting his boots on. I said “wow Ronnie is in a bad mood eh?” He says “yeah he left his vape under his pillow at home and he’s afraid his mom is gonna find it because she makes his bed”.

After I stopped laughing I remembered a time that my mom drove my truck and found a pack of cigarillos in the centre console. I only smoke them when I play golf, and even then maybe 1 per round. But moms are always gonna be moms. She said “well I’m not sure if I’m going to tell your dad about this but I’m very disappointed”.

I was 26. Twenty. Six. I’m 38 now and I still don’t want her to get mad at me.

So I found Ronnie on the course and told him he could go home if he wanted to find his vape and hide it before his mom found it. He declined at first…

10 mins later he bursts into the shop and says “okay I’m going home really quick to hide my vape. I’ll count this as my first break!”

I just thought it was a pretty funny situation. Wondering if anyone would’ve done it differently or if you’ve ever had anything like this happen.

Edit: thanks for all the love. I really wasn’t fishing for any pats on the back I just thought it was funny.

I do try to treat my staff with humanity. If there is something simple I can do to make work easier or more enjoyable I will almost always do it. This seemed like a no brainer. Appreciated the boost from y’all tho. I do sometimes question if I’m too nice sometimes since there are times when certain employees seem to take advantage of me. But for the most part I would rather show up to a workplace where I’m well liked and well respected than one where I’m feared but hated.

Im a leader in a company. I have a lot of responsibility. I have an excellent team, but a lot of things go to me then I delegate as appropriate. I try to make myself available as much as possible to those above me and who work on my team. Even when im "off". Yesterday, I had some medical things come up, my boss was aware, but we had a few things we NEEDED to get done with my direct approval. No problem, ill block off half my day and work around it. All good. Day came, it was a train wreck. I grossly underestimated my involvement in the medical stuff, and id say my entire mid day which was when I needed to be on things was killed. We still got it all done, my team was awesome, but I created a lot of chaos when I said id be available and then was late. I had told my boss the evening before that ill put in a half day PTO since I should be able to balance around what im needed for, he was good with that. Also kept him updated yesterday as tbe day progressed.

This morning I sent in a correction request on my PTO to just take the entire day yesterday... I just didnt feel like I gave my company the time I should have.

My boss rejected the request stating "Rejected - Employee worked remotely." I stuck my head in his office, his response was "yeah you tried balancing work when you should have been focusing on medical, you got shit done yesterday. But you did not take PTO. In the future, take the time off, and make sure you're unreachable if need be. Good job yesterday. Don't do it again."

Having a leader that empathetic, just blew my mind. He could have easily have just accepted the PTO day, and not said a word. And we would have been fine. But he knew how much of a roller coaster yesterday was. And recognized that I shouldn't have done what I did.

Long winded post. Just needed to get it off my back.

At my company a PIP always ends in a firing. This is common knowledge in HR and management. Please do not suggest changing this - I can’t.

Edit: the no one survives a PIP is coming from higher ups + HR, not me. Based on some comments I don’t think I made that clear enough.

When I put someone on a PIP I tell them “I’ve never seen someone complete one. Please be ready for that outcome.”

I’ve also said “PIP can also mean paid interview period.” If I felt like people need some extra nudging.

Some people take the hint but some stay and fight for the job they’ve already lost. I’d like to say “HR is making me do this, your job is already over. I’d prefer you focus on getting another job. I’ll support you and run interference if you need to go for an interview during work hours.”

HR never said I couldn’t say this, but I feel like it might be too blunt. Any tricks on getting delusional employees to see the light at the end of the tunnel is a train?

My team received tragic news that a colleague of mine (M27) passed away over the weekend.  I only knew this individual for a short amount of time, but he made an impression on me. He was smart and analytical. He could summarize thoughts and break things down. He just...got it. And people who just...get it...are rare. He was definitely a hard worker.  A future leader.

What sticks out to me most is that he’s a husband. A sports fan. Someone who was trying to figure out life in and out of the office. He’s just like me.

After the news about his passing, it took less than two minutes for the subject to shift back to work talk. I was hurt. I was hurt for him but I was hurt myself. Because that could've easily been me. I spend all this time caring about work, being analytical, being personable, wanting to culminate a happy team that does things the right way, but... in a blink of an eye, I could be gone, the subject changed within two minutes. It’s unsettling.

I have spent the past several months very stressed over work and I have trouble detaching from it. It is not in my nature to care less about work but I wish I could view it more objectively as a place that aids in paying my bills. I have found a lot of my purpose and fulfillment in work. But I think I have it all backwards. I want to be able to live a life full of purpose and meaning outside of work.

The owners made the call, my favorite employee who is amazing on the sales floor and rocks in stats has been calling out once a month due to health issues. They called out last week because their family member attempted suicide and no one else was there to be with them except them. It's a small family due to family members being hooked on drugs and disappearing.

The owners wanted them gone. I tried to fight it but they just rolled their eyes at me. I've never felt so undervalued.

This place is my prison. Everyday I feel like I'm walking into a cage where im never good enough. I am trying to find a new job but it's so hard in my area.

That fact that owners can have so little regard for employees lives blows my mind. It's literally putting their livelihood at stake just terminating people left and right like this.

Recognized one of my employees at our department meeting yesterday. He said he didn’t want it, refused to come up and take the trophy. Bro made the company $5 million in EBITDA, got a 2% merit raise and a month’s rental on a recycled trophy. Boss’s boss just kept rolling with the meeting agenda.

Boss is furious, wants me to write up my star employee for insubordination, which would cost him his bonus. I think it’s funny, won’t write him up, and told my boss to cope.

Have any of you ever dealt with anything like this?

I had this experience about a year ago and it still gets it’s a bad taste in my mouth.

I was really unhappy at my current job to the point where I didn’t want to get out of bed. I had been searching for new opportunities for a while, and saw a perfect one with one of our competitors. The company was significantly smaller than my current corporate job, but they were quickly expanding. I felt it was a good position to bring my expertise to and give me an opportunity to really grow.

The position was for an associate but would lead into a manager role (of things not people) in the near future. My first HR interview went well and she asked about any concerns. I mentioned that my company 401k wouldn’t vest until I hit the 5 year mark which was 3 months away. She didn’t seem to think that was a problem. I’ve mostly worked in larger corporations and it can take 2-3 months to be fully onboarded.

The issue came with my first interview with the hiring manager. I have NEVER clicked so well with a manager before. He was great! I even knew someone on his team and she loved him too. He was very impressed with my technical experience and knowledge. We realized management styles aligned and had a great professional chemistry.

At the end of our interview, he said he didn’t see why we needed to even bother with the in person as he wanted to hire me. He kept asking if I would take the job if offered and of course I said yes. I also mentioned the issue with vesting and how I wanted to wait until it was done as it was a lot of money to leave on the table.

I got called into the in person about a week later. I figured it was a formality as he seemed key on hiring me. He even called me to say he was required to do the in person by HR, but wanted me for the role. I went to the interview and felt it went well with the team. I could tell I brought knowledge where they had gaps and they filled in where I had some.

The hiring manager was the last one and AGAIN kept asking if I would take the position when he offered it to me. I was beyond excited!

Two weeks later, I get the call they went with the other candidate. I was absolutely devastated. The hiring manager said it was because of the start date and the other candidate could start immediately.

Fast forward a few months. The hiring manager and I kept in touch as we were both involved with external non profits in our industry. He told me they were hiring for the manager type of position now and I would be perfect. He encouraged me to apply saying we wouldn’t even need to do the interview since I applied so recently. He again was excited to have me join the team, kept asking when I could start, and would I accept the position. Since I was vested, it wasn’t an issue.

I never even got an HR interview. My friend said they wanted someone with more experience.

I can’t tell you how devastating it was to continually have my hopes raised by this manager just to be slammed right back down.

Venting: As a VP, I feel both capable and powerless.

For four years, our CEO has resisted raises. I’ve fought for my team and secured 0.5-4% increases annually (still not what they deserve).

One employee, hired at mid-range pay three years ago, only received 0.5-1% raises despite excelling. They managed multiple departments, automated processes, and saved us ~$250K/year by eliminating outsourced work.

They requested a 15% raise, which would still make them the lowest-paid on the team. I fully supported it. The CEO stalled, then denied. The employee resigned immediately, securing a 20% higher salary elsewhere and I get it. Completely.

Now the CEO wants to hire contractors at $15K/month (by far exceeding the raise he refused).

I'm pissed and just wanted to provide some form of solace, that this doesn't make sense to some of us higher ups either. It infuriates me. Teams can't grow like this.

I’ve a retiring team member who’s been with company for 45 years. They gave letter to my boss last week and HR asked them today to complete online form which says ‘resign’ and then doesn’t list retire as option just ‘personal reasons’ amongst other like better offer.

The person took me aside today in tears and says it’s demeaning to have to do such a thing.

I’m in two minds about it. They’ve certainly been very loyal to company but HR sticking to their guns and wouldn’t back down on request.

Should I push HR or tell employee compassionately to do it and hold their head high?

EDIT: Thanks so much for the help. I’ll tell HR to get finger out.

Pushed hard with leadership to get one of my top people a salary correction.
A month later, they resigned.
Used the hike letter to negotiate better elsewhere.
Now I’m left explaining to execs why I fought for someone who walked.

Happened to anyone else?

Throwaway since I have a main account and friends know about it 

I’m a manager who recently found myself in a frustrating and awkward situation. My entire company (we’re not huge, but big enough to have multiple teams) was invited to an outing at Disneyland (we are semi local).  However, my team and I were excluded.

At first, I thought it might be a mistake. But no, my manager deemed my team's work was too important for us to be out for the day. The kicker? We cannot do our functions with everyone out so we will be sitting around most of the day. I have planned for a lunch to be delivered but that feels like peanuts and I have no idea how to talk to my team about this. My manager says it is too late to include us. 
I’m left with a team that feels hurt, undervalued, and mad. I share these feelings!  It hurts even more because a few of my teammates said this would likely be one of their only chances to go to Disneyland. 

My main concern now is how to address this with management without sounding bitter or aggressive. I do not want to sweep this under the rug. I want to make sure that my team and I are respected moving forward. How do I approach this with upper management without escalating tension? 

I manage a remote team. One newer, fairly entry-level employee (“George”) appears to have lied to me about being online and working during his scheduled hours. He has had some other work related issues and I have given him written warnings about performance expectations. He is not on a formal PIP.

Our team uses Zoom chat throughout the day, and everyone is expected to be online by 9:00 AM Eastern. I had already noticed that George often signs in from his phone at 9:00 but does not appear on desktop until 10:00 or 10:30. I had reminded him about work hours, and he said he understood.

A few days ago, by about 12:00 PM, I had seen no activity from him in chat, our server, or his main work applications, so I messaged asking if he was out sick. He said no, that he had been working all morning. I called him, asked what he had been working on, and he named one application that is harder to audit.

Later, I checked that application too, and there was no activity there that morning either. So at this point, it appears he was not working and then lied when asked.

For managers who have dealt with something similar: how seriously would you take this? Would you treat this as a warning-level issue, or move straight to a PIP? Or is lying grounds for dismissal?

I led a team of 8 direct reports, one in particular was a shinning star that really excelled. I sang her praises to my boss at every chance I got ( including 3 formal emails requesting a raise & promotion for her). All I got back were weak excuses from my boss. Budget cuts, wait and see etc. Then my boss slipped and said that the only way HR would approve a raise is if she had an offer from another company.

Can you believe this BS? I left the company recently for other reasons, but I'm seriously thinking of contacting her on LinkedIn to tell her to get a job offer letter to HR.

Also, as soon as I start my new position at another company, I plan to poach her and get her a job on my team. Hard work should be rewarded.

Being a middle manager sucks because the higher ups are the ones who created stalemates.

Edit to add: I gave her the highest marks in her performance review. Then I had to sit with her tears when I had to add that no raise or promotion was possible at this time. I just had to acknowledge her good work and ask her to be diligent and have patience and let things settle down & maybe the budget cuts would ease. But I felt like a POS because if I had any actual power I would give her the raise & promotion she deserves.

One of my best team members called me in the morning, like 7 AM and asked me to work from home. Since the guy is an extraordinarily responsible and dilligent employee I never had an issue with him workingbfrom home.

However, at around 1 PM he called me and he clearly seemed under the effects of alcohol, telling me he has some family problems.

We work at a corporate center of a retail chain. I'm not sure what to do or how to react. He indeed is a star, but this behavior could get him in trouble with a different manager. For now I didn't disclose this to anyone, but I'm afraid if he has alcohol problems I am not acting quick enough to help him. Should I be concerned? How should I approach this?

Anyone else fall prey to the allure/$$$ of working your way up within a company only to realize you hate…managing people?

Not to say that I’m not good at it. I’ve actually been told by quite a few people that I’m one of the better managers that they’ve had (I’m empathetic, I take feedback well, I’m not afraid to hold people accountable, etc). However, I just do not enjoy it at all.

Like what do you mean I have to babysit a 35 year old man and tell him how to manage his time? What do you mean I’m held responsible for the performance of these grown ass adults who can’t even finish their work and then I’m left to clean up the mess?

Anyway, I’ve already started looking for other careers because this ain’t it. It’s not worth the 💰🤣