It's Your Problem Too
The man was losing it, and his boss--call him "Sam"--was not looking forward to dealing with the situation. For years, this employee--let's call him "Jim"--had been a much-trusted supervisor at the small outfit. Lately, however, he had begun acting bizarrely, going off on strange tangents at meetings. Jim's customary competence had eroded badly, while his output had slowed to a crawl.
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