Related to #3, 4, 8, and 9: I've found that a big hurdle in the transition to leadership is teaching the protege to be a mentor (train the trainer, teach the teacher, etc). Building their ability to guide and train their own 'Doers' often gives them enough confidence to take charge of their own team.
Additionally, young leaders need to understand how to "praise in public, correct in private." If you're practicing it correctly, your protege might not have fully experienced the "correction" side of that equation. Obviously, there's rarely a way to assign them a team with a "leadership challenge" team member and guide them through it. We must, instead, be aware that angry berating is a common human reaction that young leaders must be prepared to face and repress. Preaching calm acceptance and teaching confident correction are connected, but the latter is often forgotten.
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Related to #3, 4, 8, and 9: I've found that a big hurdle in the transition to leadership is teaching the protege to be a mentor (train the trainer, teach the teacher, etc). Building their ability to guide and train their own 'Doers' often gives them enough confidence to take charge of their own team.
Additionally, young leaders need to understand how to "praise in public, correct in private." If you're practicing it correctly, your protege might not have fully experienced the "correction" side of that equation. Obviously, there's rarely a way to assign them a team with a "leadership challenge" team member and guide them through it. We must, instead, be aware that angry berating is a common human reaction that young leaders must be prepared to face and repress. Preaching calm acceptance and teaching confident correction are connected, but the latter is often forgotten.