I have been at my company 4 years.

33 Comments

1. Christina WeberJanuary 9,2026 at 9:27PM UTC

   Having experienced something like this myself, open and honest communication is key. I would start with naming what you’re noticing (without accusation) . Do this like you are "reporting the weather," keeping feelings/emotions out of it. Invite them into a transparent conversation about how the documentation landed for them, reaffirm your intent (accountability + development, not punishment), and reset shared expectations moving forward.

   As for the positive changes you have noticed, be sure to recognize them and clarify how you want to work together going forward (what success looks like, how feedback will be handled, and how they can continue to grow as a leader).

   Good luck!

2. Kelsee KennedyJanuary 10,2026 at 1:16PM UTC

   Thanks for the feedback. I’m always trying to work on myself.

3. AnonymousJanuary 10,2026 at 2:29PM UTC

   Duh... what did you expect... a medal?!

   You placed a permanent target on them by going to HR and making them sign a document.

4. maria roseJanuary 11,2026 at 9:25PM UTC

   Finally a response that pinpoints the real why this other coworker, who had been with the company longer than the OP, is exhibiting a coolness in interactions. Yeah, sometimes it takes fresh eyes from a newcomer to see something that needs fixing/correcting which is what the OP hints about their involvement in the discovery of the mistake that had been negatively impacting the company. We have no idea of why the other individual had been making the mistake because we are not told explicit details and I am quite sure that the company has put forth changes that are eliminating any chances of whatever it was from re-occurring. I merely guessing that it was something that the normal auditing process was overlooking but the OP was able to notice while doing their own work assignments at work. And it sounds like HR has done their own appraisal and did the appropriate response with the correct paperwork which included NDA disclosure forms that keep the situation handled properly.

   But in reading the OP’s description of what happened, I am guessing that they wanted a more personal uplifting reaction from both the company—more than a quiet thanks—and would maybe like the individual with long term employment ,who, the OP found was doing the work incorrectly, would have been disciplined differently, possibly fired but since they weren’t, the OP, may want acknowledgement of being the better more competent worker, despite not having the years worked at the job. Sure it sounds silly, but it’s typical of the younger workers to downgrade their older long term coworkers who may not have developed the new tactics of doing things and are less likely to change over to new procedures easily. The fact that the worker who made the mistake was allowed to continue after signing an agreement NDA, shows that the company values all aspects of each individual employee and they are not merely numbers. But I am quite sure that the individual was also given a warning too, which the OP doesn’t necessarily need to be given knowledge of and also should not expect the individual to be very receptive to any unnecessary interaction between them unless directed as a job duty.

5. AnonymousJanuary 12,2026 at 1:58PM UTC

   The mistake the employee made was 75% of the losses of 2025. Termination was the best option, however I chose to work with them due to their tenure. They are also older than me, as you mentioned age.

6. maria roseJanuary 19,2026 at 3:21PM UTC

   And yet the company chose to not terminate this employee despite the financial impact they had on the company. That’s an unfortunate fact, that you, the OP, can’t make the company choose otherwise. It doesn’t mean that you, as the supervisor of this individual, have to allow them to “slack off “ in performance of their duties. And any decision made by this individual that involve financial effects on the company , from now on should be made only by approval—in other words, they can not make decisions on anything that has costs impact without a signed written approval. You can’t remove/terminate this employee, but you can hold them responsible for all and every transaction they do going forward to be done correctly and consistently. It’s not your fault, that they were not guided or supervised previously in their role, but now it’s up to you to make sure that they don’t make that mistake again.

7. AnonymousJanuary 20,2026 at 11:18PM UTC

   Yes he is coming to me more now with questions.

8. AnonymousJanuary 10,2026 at 6:03PM UTC

   I have worked in finance for over a decade, and in my experience, a costly company mistake almost always leads to termination. I have seen coworkers lose their jobs over numbers in a spreadsheet being wrong, long before they have a true dollar impact. It's the brutal reality of today's corporate America. I think you and HR handled the situation well, and I love that you are asking for feedback here. Bottom line, there will be more scrutiny on both of you going forward, and it helps if she continues to make positive changes. She clearly does not understand how lucky she is that it was just an acknowledgment document she had to sign.

9. Dr. Patty GrossJanuary 10,2026 at 8:16PM UTC

   You should start by acknowledging the improvements you have seen. This could help break the ice. Then, meet with them at regular intervals to discuss progress toward the goals you set. Consistent constructive criticism helps you both grow. You have 20+ years of experience, which you should be utilizing to groom someone to eventually replace you if you get a chance to move up, move on, or retire. I'm not so sure he is the one you would target for that, but you never know how much a little positive reinforcement will motivate someone.

10. AnonymousJanuary 10,2026 at 10:32PM UTC

    Agree with Dr Patty's response wholeheartedly. I would have appreciated that from my former boss long ago. Instead I felt bitter and less than, and ultimately left that company, which I loved and wanted to work there til I retired.

11. Liz MilneJanuary 11,2026 at 1:19AM UTC

    Just wait it out. They've been in the job a long time and maybe think they deserved a bit of grace and are upset at having to acknowledge the error. Or they're embarrassed at making the mistake. Be kind, give them time and show that you have moved along from whatever it was and they should slowly come back to a cordial relationship with you

12. AnonymousJanuary 12,2026 at 2:17PM UTC

    Yes that is the approach I am taking.

13. AnonymousJanuary 11,2026 at 9:02AM UTC

    Most companies who suffer a major financial loss due to an employee's mistake would have terminated said employee. Businesses only thrive when they are being profitable. That said, there are two sides to every story. Was this a genuine, unmalicious mistake or flagrant violation of company SOPs?

    Also, unless this document you mentioned was an NDA there is no reason the employee can't talk about the document. Sometimes, it helps to talk about something one does not fully understand or has anxiety over. It's human nature.

    If it matters to you this much, offer to work with the employee in a mentorship role; after all, it sounds like this person responds well to redirection and advice.

    If the mistake was not done in malice, and the employee is contrite, then "changing" will be organic with further training and company mentorship.

14. AnonymousJanuary 11,2026 at 9:03AM UTC

    That just depends on that employee's will to make it happen. Since they have been reluctant to change in the past I not sure they will accept this. Just be clear and concise and keep everything in writing.

    I'm wondering why this employee wasn't put on a PIP.

15. AnonymousJanuary 12,2026 at 2:11PM UTC

    I was on the fence. To be honest we are so short staffed I figured I will work with them.

16. AnonymousJanuary 11,2026 at 2:13PM UTC

    Take the high road on this one. Change is inevitable in today’s world and it may be time to continue to document / coach. If to no avail, the individual needs to go. Not understanding that a performance improvement plan is not in place.

17. Stephanie H WicalJanuary 11,2026 at 4:13PM UTC

    The employee saw you as a mentor and the document as a betrayal. Only time and things totally outside of your control can put her work back on track.

18. AnonymousJanuary 12,2026 at 2:10PM UTC

    The loss was very costly. 75% of the losses of 2025. As a leader how can I not address it. I cannot tippy toe to spare their feelings. Its a business not daycare.

19. AnonymousJanuary 13,2026 at 3:02PM UTC

    With an attitude like that, no wonder you're so popular.

20. AnonymousJanuary 13,2026 at 11:45PM UTC

    I know right?! "I cannot tippy toe to spare their feelings." Whoa! I can just see the resting witch face now. Also, how big is this company that one person is capable of causing 75% of undefined losses of 2025 (not in). You have 1 salesperson? You have 1 line of business? I'm still laughing at the use of "tippy toe" by a "leader".

21. AnonymousJanuary 13,2026 at 11:36PM UTC

    I'm unclear on your metric. I work in data analytics. 75% of the losses of 2025? That phrase makes no sense. Losses? Lost what? Lost sales? Lost money due to litigation over a breach of contract? Lost employees? I can see how your company has issues when their "leaders" communicate in a vague manner.

22. AnonymousJanuary 14,2026 at 2:46AM UTC

    I am vauge to protect the company name. It was 75% of the losses in my department. The purpose is not to explain the loss rather how to move forward with said employee.

23. AnonymousJanuary 11,2026 at 6:04PM UTC

    Its unclear to me whether you are above this person or if they are just a peer. If you are above this person, I would advise sitting them down and talking through what the aftermath looks like and how you can both get past it. The elephant in the room won't go away unless you directly discuss this. Also let the person know that you have no intention of gossiping about things related to this situation and the only want to get past it is to stop it cold. Let them know that there is confidentiality related to this and that you will not be sharing with others what is going on. Do memorialize it in writing to them and bcc yourself for recordkeeping. Check in every week until the dust settles and bring HR into the conversation for reinforcement of all of these items. If they continue to pot stir you may have to put them on a PIP or document and determine next steps. I assume you have also put rails in place so that the costly error does not ever repeat. Good luck.

24. AnonymousJanuary 12,2026 at 7:28PM UTC

    This is my employee. Thank you.

25. AnonymousJanuary 13,2026 at 5:45PM UTC

    OP above thanks for the clarification. I hope your sit down helps things get better. It will also be a testament to your being a great manager, where you can both learn something. I know it won't be easy but you get to be the one that cleans up from their mistake. Don't make it about that, if fact don't even mention that because if you do they are likely to stop listening to you. Make it about repairing your collaboration and work relationship. I use that word loosely because it may never be good but it does need to have civility and respect and it should go both ways. I am sure you are being both but they need to get that they are not and need to adjust their ways going forward. Good luck.

26. AnonymousJanuary 12,2026 at 2:14PM UTC

    Stop expecting the employee to like you. The employee made a mistake - a big one - and you handled it. Your personal relationship will never be the same because the employee is likely embarrassed and a little upset. Go forward and be pleasant, appreciative, and professional and stop with the girl crap.

27. AnonymousJanuary 12,2026 at 7:27PM UTC

    Good thinking ☺️

28. AnonymousJanuary 14,2026 at 2:48PM UTC

    If this employee reports to you, I would make sure you recognize the improvements. I wouldn't try to make them "like" you, sometimes as a manager, it isn't about like or dislike, just about respect. I think colleagues tend to respect a manager who is fair and recognizes not just the mistakes but also the strides forward.

29. Mitchie SawyerJanuary 13,2026 at 2:06PM UTC

    If the person chose to tell people that’s on them. If they’ve made positive changes and they’re doing their work, I’m not sure what else you want to do about it.

30. AnonymousJanuary 13,2026 at 4:27PM UTC

    She did get a manager fired a few years ago so I at times tread lightly.

31. Lori DolanJanuary 13,2026 at 2:16PM UTC

    You already are working together amicably, and they've made positive changes. Put a period on this event and continue moving forward. The more you try and push some sort of a friendship, the more awkward it will get.

32. AnonymousJanuary 13,2026 at 4:26PM UTC

    Agreed. Moving forward on this matter.

33. AnonymousJanuary 22,2026 at 2:03PM UTC

    Doesn't matter what the employee has told others about the document, the conversation or even his reactions toward you. To put it bluntly, it's none of your concern. This has to do with business, not a personal friendship issue. What should matter is that the coaching and the accompanying conversations have worked. And the employee is moving in a positive direction. That alone should be proof enough that you can indeed move forward and work together in a healthy, amicable way.