I work in IT and recently had two uncomfortable interactions at work. First, I overheard my director say that my administrative permissions should be restricted because she didn't trust me. When she realized I was nearby, she softened the comment. I understand that access should match someone's responsibilities, but concerns about my work or security should be discussed with me directly.
The next day, support was unusually quiet, as is normal for a Friday. Since the company barbecue was being prepared that afternoon, I asked HR whether I could help two colleagues with setup. Instead of simply answering, HR said that if I didn't have enough work, they would need to review my responsibilities.
Those comments, coming so close together, have made me question whether management is trying to push me out or build a case against me. I already have a CTO role arranged elsewhere, but I had planned to stay long enough to honor a commitment to a friend and provide a proper handover for the staff who depend on me. Would you address the comments directly, quietly finish the handover, or leave as soon as possible?
3 Answers
I’d assume the relationship has changed and protect yourself accordingly. Document the comments, your work, and any handover information, then confirm the minimum notice or contractual obligations you have. Since you already have another role, there’s little reason to remain in a workplace where both management and HR appear to be questioning your value. Leave professionally, but don’t sacrifice your mental health or new opportunity to rescue the old one.
The HR comment may have been clumsy rather than part of a deliberate plan, and asking HR about helping with the barbecue probably made the situation more formal than it needed to be. Still, the combination of comments is worth taking seriously. Keep your interactions professional, stop volunteering for extras, focus on your assigned responsibilities, and prepare a clean handover. If they genuinely want you to stay, they can make that clear through a direct conversation and specific expectations.
Before making a final decision, have one calm, direct conversation with the director. Say that you overheard the concern about trust and would like to understand whether there are specific access, performance, or conduct issues you need to address. Keep it factual, listen carefully, and take notes afterward. The response should tell you whether this was careless wording, a legitimate security concern, or an indication that they’re preparing to remove you.
I’d also ask for any access changes to be explained in terms of role and risk rather than personal trust. Least-privilege access can be perfectly reasonable, but it should be handled as a documented process instead of an insult made behind your back.