Rahmat Wibowo recounted being let go from zvoove Group for allegedly being 'unprofessional,' detailing voluntary overtime, out-of-scope tasks, and an absent manager, framing it as a management problem rather than his fault and laying the blame squarely on his former managers.

Manager Assumptions vs Evidence: Protecting Yourself at Work After my time at zvoove Group came to an unexpected end, | want to share some honest reflections. Iwas recently let go. The stated reason: being “unprofessional.” Here's the reality: I moved my working hours to 5-9 PM to attend a daily standup that fell during my commute due to daylight saving time — going beyond my contracted hours voluntarily, just to stay aligned with the team. Iwas assigned development tasks outside my SRE scope, with 45-minute build cycles and no proper resources provided — and then questioned when progress wasn’t instant. helped other teams and even a subsidiary in Austria, well beyond my own responsibilities. I waited 10 minutes in a meeting my manager scheduled — and he never showed. None of this was acknowledged. What was acknowledged: a manager's assumption, presented as fact. Here's what I learned: Effort without documentation is invisible. When a manager operates on assumptions rather than evidence, your actual contributions don’t matter — only their perception does. If you're in an environment where: + Your scope creep is expected but never recognized + Flexibility is demanded from you but not practiced in return + Meetings are missed by leadership but held against you + Resources are withheld and you're blamed for the gap ..that's not a performance problem. That's a management problem. Protect yourself. Document everything. Know your scope. And choose your managers carefully — they will define your experience more than any job title or company name. To anyone who has been through something similar: you are not alone, and it was probably not your fault. fbr: Dr. Inaki Anduaga Oliver Muhr @1 To view or add a comment, sign in More Relevant Posts Oz Akan ey 3w + Edited For weeks, Leo had been executing steadily Tickets in. Tickets out. Flat voice in standup. Is everything okay, Leo? Yeah. His manager, Clara, had hired him a year earlier because he was sharp, curious, and a little restless. He was not the restless person he was before. Nothing was late, but nothing in him moved anymore. Then the team hit a problem nobody had planned for. A library they depended on couldn't handle a specific edge case. Switch libraries. Buy a commercial one. Work around it. Leo proposed a fourth option. Fix the library themselves and send the patch upstream. Ambitious and risky. The maintainers might refuse it. Clara told him to try anyway. He came back before the end of the week with a working proof of concept. In standup the next morning, Clara heard the difference in his voice for the first time in months. Nothing about his pay or role had changed. He had found a problem worth owning, and someone said yes. That is Drive — Rung 3 of the Truth Ladder. Not a setting on the person. A current. And on most teams, the manager is the resistance in the line. The Ladder, briefly: - Role: what they do - Range: what they're capable of ~ Drive: what makes them lean in = Horizon: where they're trying to get - Fears: what would make them quit Most management failures at Rung 3 look the same. The manager treats drive like a setting and tries to add things like pep talks, recognition platforms, engagement surveys, pizza. What was needed was subtraction. Find what is already draining the team, and clear it. Three magical questions you can use: - Where do you feel most constrained? - Where do you feel most stretched? - What are we building that you actually care about? How to ask them, and how to read what comes back, is in the full essay on And the day someone proposes a harder path than the one you planned, lean toward yes. Your reflex will be to say not-yet. The flat voice in standup is what that reflex costs. Who on your team is proposing a harder path right now, waiting on you? Tell me in the comments. | read every one. #Leadership #Management #PeopleManagement