Stacey really loved her job at a top tech company—that is, until her boss left for another firm. The new manager, Peter, seemed to dislike pretty much everyone on the team he had inherited, regardless of individual or collective performance. He was aloof, prone to micromanaging, and apt to write off any project that wasn’t his brainchild. Within a year he had replaced a number of Stacey’s colleagues.

A version of this article appeared in the December 2016 issue (pp.98–101) of Harvard Business Review.