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THE QUESTION
I joined a company in an entry-level role when we were just a few people and worked directly with the founder, who I get along great with. I felt like she really valued my opinion and we collaborated well.
But, two years later, the company has grown and the founder has hired someone to be my manager. With this new manager, they just assign my tasks and I feel more like a minion and not a valued employee. I don’t work directly with the founder anymore and have lost the passion for my work.
I’m not sure what I should do. It feels awkward to go above my manager and speak to the founder, like I’m tattling on them. Should I just accept that this is the new normal and look for another job?
THE FIRST ANSWER
Nora Jenkins Townson, founder and principal, Bright + Early, Toronto
That’s really tough. At startups, structures and responsibilities can change quickly and there aren’t always solid expectations for managers in place. Ideally, a company has some shared standards for how managers manage: how often they meet with you, what those meetings are for (Coaching sessions? Career planning? Working sessions?) and how their performance as people leaders is evaluated. In smaller teams, this often isn’t in place yet. And without a formal mechanism for upward feedback, it can be hard to surface that a management style isn’t working for you.
Before going to the founder, see what you can do to “manage up.” If you do have regular one-on-one meetings with your manager, use that time to your advantage. If you want more feedback and collaboration, try coming up with questions you’d like their opinion on, ideas you’re exploring or a juicy problem you can think through together. Investing in the relationship and being proactive may help build a better dynamic over time.
It’s also worth considering whether they’re new to managing, adjusting to their new job or are just unsure how to support someone with more history at the company. It’s possible they don’t realize that you need more from them. Being direct here can help. You could say something like, “I really thrive when I’m getting regular feedback. Could we spend more time on that in our check-ins?” Your success reflects on them, too, so knowing how to support you may be something they appreciate.
If they aren’t receptive, then a tactful conversation with your founder could be the right next move. Because you already have a close relationship and she values your perspective, ask to catch up over coffee or lunch. Approach it with curiosity rather than criticism: “We haven’t really found our rhythm yet and I’d love your advice on how to work best with them.” This can highlight an issue and encourage change without throwing your manager under the bus.
THE SECOND ANSWER
Jivi Saran, chief executive officer, Quantum Business Growth, Vancouver
What you’re experiencing is more common than people admit, and it’s important to say this clearly: you are not wrong for feeling this way. You didn’t suddenly lose motivation or capability – the environment around you changed. In the early days of a company, work often feels meaningful because there is closeness, trust and real contribution. As organizations grow, new layers are added. When those layers are introduced without care, people can start to feel invisible, reduced to tasks rather than valued for their thinking and judgment.
The loss of joy you’re describing is not a character flaw or a lack of gratitude. It’s information. It’s your inner compass telling you that something about the way your work is now being managed no longer aligns with how you create value. Ignoring that signal and simply “accepting it” often leads to disengagement, resentment or burnout over time.
Before deciding that this is the new normal or rushing to look for another job, I encourage you to take one grounded, professional step. Have an honest conversation with your manager – not to criticize, but to share how you do your best work, what motivates you and where you feel underutilized. This isn’t tattling or going around anyone; it’s taking ownership of your role and your growth.
If the manager is open and the dynamic shifts, you may rediscover purpose in your work. If nothing changes, you gain clarity. And clarity matters. Outgrowing a role or a structure isn’t disloyalty – it’s part of a healthy career. Choose your next step from self-respect, not resignation.
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