> One day, I received inquiries from journalists looking to find out more about Manwin. Believing it was a major threat, I sent off a panicked email to the owner of the company and some vice presidents. My bosses were stunned, and not in a good way. Corey, the guy who had originally hired me, marched me into an office, and I nearly got canned. They had mercy on me. I think they could tell that I was trying to protect the company in my own overzealous, entirely inappropriate way. It was true — I felt like part of a team and wanted to do my best for them. But I had blown it.
> After that, with my reputation tarnished, my fortunes at the company started to dwindle.
That seems wrong to me, but I'm interested in other people's responses. It doesn't seem like 'blowing it' at all. How many companies have problems with employees that are too motivated?
First, afaik, CEOs generally work to have open lines of communication with their lower level employees - the problem is people not paying attention, not communicating important information, or it getting filtered by the interests of layers in between. Second, Manwin can't be that big a company. It's not like emailing the CEO of Microsoft, who has >100,000 people working for them (and again, wouldn't Satya Nadella just say - 'hey, thanks for keeping a sharp eye out and for the heads up. It may look bad, but we've seen it many times before. I'm going to forward this to corporate communications, who can handle these things astutely.')
Maybe other companies are just different than the ones I've seen.
> After that, with my reputation tarnished, my fortunes at the company started to dwindle.
That seems wrong to me, but I'm interested in other people's responses. It doesn't seem like 'blowing it' at all. How many companies have problems with employees that are too motivated?
First, afaik, CEOs generally work to have open lines of communication with their lower level employees - the problem is people not paying attention, not communicating important information, or it getting filtered by the interests of layers in between. Second, Manwin can't be that big a company. It's not like emailing the CEO of Microsoft, who has >100,000 people working for them (and again, wouldn't Satya Nadella just say - 'hey, thanks for keeping a sharp eye out and for the heads up. It may look bad, but we've seen it many times before. I'm going to forward this to corporate communications, who can handle these things astutely.')
Maybe other companies are just different than the ones I've seen.