my employee got fired and I feel responsible, risqué photos of a new coworker, and more
Aug. 14th, 2025 04:03 am![[syndicated profile]](https://www.dreamwidth.org/img/silk/identity/feed.png){kind=small}
askamanager_feedIt’s five answers to five questions. Here we go…
1. My employee got fired and I feel responsible
My direct report fell behind in her work. Because this put our workplace at risk legally, she was terminated by my boss and grandboss today. I feel responsible because I should have known, and could have easily discovered, that she had fallen behind in her work. Had I known, I could have and would have done something to help her.
I think her termination was a horrible move because we don’t have anyone else with the knowledge/training to catch up her work. I feel this further exposes us to more risk.
I knew my boss was mad upon discovering this issue last week, and he told me it was a fireable offense. I didn’t think her termination would actually happen. Usually we have a graduated disiplinary process, and she had never had any prior disciplinary issues. My boss did not further discuss disciplinary measures after his initial comment last week, and I only found out about the termination upon receiving an automated email informing me that my employee’s account was closed and I now had access to her email, etc.
I feel horrible about this for several reasons, not the least of which is that I feel I failed her by not keeping on top of what she was (or wasn’t) doing. Everyone in my department is overworked and underpaid. We are chronically understaffed. I am hanging on by a thread myself, often doing the work of two people, and this might have just broken me.
Do you have any words of wisdom? I am seriously considering resigning and when my boss asks what he can do to keep me, I will tell him he has to re-hire my employee. I can’t really afford to lose my job, and while I don’t think he’d call my bluff, I’m not sure about anything anymore.
If you can’t afford to lose your job or leave it on the spot, you shouldn’t tell your boss you’re leaving if he doesn’t rehire the employee. It sounds like you don’t actually mean it, and you don’t want to bluff where a job is concerned if you can’t genuinely risk losing it. Moreover, people don’t normally get hired back in a situation like this; it’s not impossible, but it’s unlikely. (There’s also no guarantee your employee would even want to return.)
You’ve got to have a conversation with your boss about the workload and understaffing issues that led this to happen. Explain there’s no realistic way for her or anyone on your team to keep up with all the work, and there’s no way for you to spot what’s not getting done unless you make room for that by doing less yourself. You should explain that going forward, that’s what you’re going to be doing — because as the manager, you’ve got to be aware when things aren’t getting done (always, but especially when there are legal consequences in the mix, and also especially when you have a boss who apparently will fire people without asking questions) — but you’ll need to let him know that means you won’t be able to do as much XYZ in order to create room for that. There’s other advice here about managing an unreasonable workload, including setting clear limits on what you can and cannot do, but the first step is to sit down and talk with your boss about what the whole team is experiencing.
And unless your boss is willing to work with you on the workload issues (whether by increasing staffing or accepting more realistic outputs from your team), start working on getting out.
Related:
do you know what your staff isn’t getting done?
2. Should we say anything to our young male coworker about risqué photos we saw of him online?
In our travel agency we have eight employees — seven middle-aged women and one young man who is new to the travel agency world and is 19 or 20. Most of the women in the office think he’s cute, but of course not in any serious way as he’s way too young for any of us. He’s just cute, according to most. (The friendship among the women is very strong as most of us have been working together for a long time. Otherwise we would never have been talking about this.)
Our male colleague’s college has a tradition of taking an end-of-year skinny dip in the ocean. The news has covered the event with online articles and even pictures in multiple years. Well, recently it was discovered that our young male colleague took part in this year’s festivities. There was apparently a news photographer on the beach, and two of the photos for the online article included our colleague, both snapped when he was leaving the water. In the first picture, he is laughing with friends and his bare bum is on display. In the second, he is leaving the water and there’s full-frontal nudity. The owner of our travel agency, who is one of the seven women, thinks he must be unaware of these pictures and thinks someone should tell him, because then he can try to get them taken off the internet. Most of the rest of us, including me, think that he more than likely knows about the photos. We also assume anyone doing the event probably checks online afterwards. There is also one person who wants to discipline him somehow for doing the event. Everyone else disagrees with that because everyone is entitled to do whatever they want in their personal life.
Long story short, there is a debate about whether to tell him or not. These photos would not cause any issues for the travel agency. More than anything, I think the other women in my office just can’t get over it because they think he’s cute.
Don’t raise it with him, and encourage your coworkers to stop talking about it. If the photos won’t cause any issues for his job, then it’s really no one’s business and it shouldn’t a topic of conversation at work (let alone an ongoing one).
It might become easier to see how inappropriate this is if you reverse the genders and imagine if an office full of older men kept talking about nude photos of a young female coworker who they all found attractive. It’s not okay. Try to shut it down (and the talk of his looks, too).
3. Is there a way to reassure internal candidates that a hiring process wasn’t rigged?
The letter about having to do interviews when you already know who you want to hire got me thinking about an experience I had a few years ago.
I had been mentoring one of my staff (Lily) for a position that then came up on our team when another employee retired. I knew she would do a fantastic job, but also knew that we had to post it both internally and externally per our HR regs. I got a very experienced manager from another team to help me with the interviews (Dave) and he agreed that Lily was a strong number 2 choice, but that an external candidate was stronger. We offered the external candidate the position, but after some back and forth with HR over salary, he ultimately declined. I checked back in with Dave to make sure I wasn’t biased towards Lily, and he agreed that I should offer it to her. She immediately started knocking it out of the park, so was definitely a great choice.
My question is: more than half of the candidates who applied were internal (although not on my team), and I wondered if, at the time, they thought I had made them jump through all the hoops when I knew who I wanted to hire all along. Is there wording that I could have used when I communicated that the position was filled that could have alleviated that belief? I don’t think it was appropriate to tell them that the first guy we offered to declined (Lily didn’t even know that she was second), but is there anything I could have said?
It’s easier to address it early in the process rather than at the end: let all your internal candidates know from the outset that it’s going to be an open hiring process where external candidates will be considered too and there’s not a preferred internal candidate with a leg up. People won’t necessarily believe it, but it’s easier to say it at the start than try to explain it later on. Also, when you announce the hire, it can help to be specific about the person’s qualifications and why you chose them (not to the point of violating anyone’s privacy, but just to lay out what made them your top choice).
4. Can I ask my supervisor about a meeting I saw on his calendar?
My supervisor has a meeting scheduled for next week with the title “Progressive Discipline Confirmation” and no further details. I have not been invited to this meeting and it may or may not be about me. Is it acceptable to ask my supervisor if I should be worried? If so, how do I phrase the question and how should I ask (via chat, email, phone, by stopping by his office)?
For more context: Our boss’s calendar has the same chunk of time blocked off. My same-level colleague (the only other person my supervisor manages) does not have this time blocked off, nor does the other supervisor in our department. Of the three of us in our part of the department, I am the most likely to be censured for something. I don’t think anything is wrong but wouldn’t necessarily know because I am autistic, which means I don’t intrinsically understand social things and/or hierarchies. I have not received any previous disciplinary actions. I have been at this workplace less than a year, but am past the “probationary” stage.
My primary concern is that I don’t want to embarrass my supervisor if he is being disciplined, seem nosy if my same-level colleague is being disciplined, or put my supervisor in a tough spot if I am being disciplined and he’s not allowed to talk about it yet. My secondary concern is that I do not want to worry about this for the next week.
Don’t ask about it. If it’s about you, you’ll almost certainly find out soon. If it’s not about you, you’ll look inappropriately nosy (and if it’s your manager who’s being disciplined, you’ll be putting him in a very awkward position). Assume that if you need to know anything, you’ll find out.
5. How to handle thank-you notes for A LOT of interviewers
I had a first-round job interview via videoconference a couple of weeks ago, with the hiring manager and two other people. After the interview, I emailed a thank-you/follow-up note individually to all three interviewers. I got a nice email back from one of them the next week and a phone call from the hiring manager later that same day acknowledging my note and inviting me to an in-person interview.
I’m driving a couple of hours to attend that early next week, and it’s going to be a four-hour engagement, during which I will be speaking with what sounds like A LOT of people: the hiring manager again and her boss, and then I’ll be in an unknown number of separate meetings with people from two different teams and “divisional directors.” I would imagine the other two people I spoke with in the first interview will also be involved. Doing a little internet sleuthing to check out team size, I’m guessing I’ll be speaking with 10-15 people.
How do I handle sending thank-you/follow-up notes after this second round of interviews? At least one person — and possibly three — will have already received one from me in which I reiterated my interest in the position and my relevant strengths and experiences. On top of that, sending individual notes to 10-15 different people seems like … a lot. What would you recommend?
Yeah, you don’t need to send notes to 10-15 people! You can if you want but it wouldn’t look bad to just send them to the key people — maybe the hiring manager and her boss and anyone else you especially clicked with. For content, ideally you’d build on something you discussed in your conversations with them this time so you’re not just reiterating your strengths, but referencing something specific that you talked about. It doesn’t even have to be talking yourself up; it could be “here’s a link to that book I mentioned that you might like” or “I really enjoyed hearing about the challenges you’ve been having with the monkeys” or so forth. They can also be short since they’re Notes Round Two.
For the record, though, if you did do this with all 10-15 people and personalized them (sending even just a few lines to each person), some people would really, really love it. Others wouldn’t care at all! (And no pressure to do that.)
The post my employee got fired and I feel responsible, risqué photos of a new coworker, and more appeared first on Ask a Manager.
Trinity: Daughter of Wonder Woman #3: Would You Please, Stop Knocking Him Out
Aug. 13th, 2025 10:09 pm[ SECRET POST #6795 ]
Aug. 13th, 2025 06:50 pm![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png){kind=small}
case posting in ![[community profile]](https://www.dreamwidth.org/img/silk/identity/community.png){kind=small}
fandomsecrets⌈ Secret Post #6795 ⌋
Warning: Some secrets are NOT worksafe and may contain SPOILERS.
01.
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Notes:
Secrets Left to Post: 01 pages, 14 secrets from Secret Submission Post #972.
Secrets Not Posted: [ 0 - broken links ], [ 0 - not!secrets ], [ 0 - not!fandom ], [ 0 - too big ], [ 0 - repeat ].
Current Secret Submissions Post: here.
Suggestions, comments, and concerns should go here.
finally it is tomato o'clock
Aug. 13th, 2025 10:40 pmkaberett
(This cultivar is called Blue Fire. I was very late getting my tomatoes started, but I am about to have lots of them and I am excited by this! Rainbow planting didn't quite work partly because none of the Yellow Pear-Shaped made it but largely because I lost track of which were my purple plum tomatoes and which were instead my orange, but -- I'm about to have A Bunch of ridiculous coloured tomatoes, and this is probably the showiest of the lot of 'em!)
askamanager_feedA reader writes:
I’m a senior engineer working for a major multinational company. We have ongoing problems with filling more senior engineering roles. We have far more vacancies than applicants. My line manager has been suggesting I apply for promotion for several years, so I have agreed to start the process to move up to the “lead engineer” grade. Now I want to drop out as I really dislike the process.
To be considered for promotion I need to:
1) Complete a guided assessment demonstrating “how I exemplify company values” (my answers are currently at 14 pages)
2) Get written testimonials from 8-10 colleagues and customers (!) with positive comments and saying they think I’m ready for promotion
3) Do a 10-minute presentation to a promotion panel followed by a interview where I have to “really sell myself”In the main advice offered for the process, they say they are not looking for “nuts and bolts” answers, they are looking for people “to really shine.”
I don’t want to engage with this process any further. I think it’s totally cringe. I am very uncomfortable with the idea of the selling myself to the required level or asking people to provide feedback filled with praise.
This isn’t imposter syndrome. I am literally already doing the lead engineer role on several projects. I am confident I can do the role.
I think blowing your own trumpet is vulgar. I think that hyping yourself up is vulgar. I think nagging people to provide positive feedback is vulgar. I am not happy about conducting myself in this manner.
While I understand that all jobs do contain a certain amount of corporate BS, this is an optional process which makes me really uncomfortable.
Should I tell the bosses the real reason why I’m dropping out of the process or should I just make vague excuses about this not being the right time?
Tell them.
It’s ridiculous that they have senior vacancies sitting open and they’re making people who are already known quantities jump through these hoops.
To be clear, I don’t agree that blowing your own horn is always inherently vulgar. There are ways to do it that are, for sure — anything overly sales or smarmy sets alarm bells off for me — but “blowing your own horn” can also include just talking about your approach to work and what you’ve achieved. It’s normal to need to do some of that when you want to move up at work (whether internally or in an outside company). But the specifics of what they’re asking for are excessive. 8-10 written testimonials? Asking customers to write letters saying you’re ready for promotion? (How would customers even know? They don’t know what various levels in your company look like.)
Most importantly, your company already knows you and your work, far more intimately than they’d ever know the work of an outside candidate. (Although for the record, this would be too much to ask of an outside candidate, as well.) They can just look at your work and accomplishments and talk to your manager and your colleagues. Choosing to instead ask all of this from you comes across as making you jump through hoops for the sake of jumping through hoops — and that would be a bad idea under any circumstances, but it’s particularly ridiculous when they can’t fill the senior roles they want you to do this for.
So yes, tell your bosses. Say it’s an enormous amount of work and hyping yourself up when they already know you and your work, and while you’d be happy to be considered for promotion — particularly since you know they need the role filled — you’re turned off by the process and will be opting out.
The post should I tell my boss I’m dropping out of the promotion process because their expectations are ridiculous? appeared first on Ask a Manager.
home
Aug. 13th, 2025 01:49 pmredbirdI woke up in time to get outside before it got too hot; conveniently, Adrian came back from a walk when I was about ready to leave, and decided to come to the store with me. I enjoyed the company, and two people can carry more groceries than one, so we now have a small watermelon, a box of lettuce, blueberries, tahini, blackberry jam, and non-dairy ice cream.
cattitude and I played Scrabble yesterday, and I've been doing other ordinary things like combing the long-haired cat and taking out recycling.It's hot outside today (still), but the kitchen was cool enough at noon for me to make oatmeal for lunch. Adrian made a frittata when we got back from the store this morning, for tonight's supper.
The Journey, by Joyce Carol Thomas
Aug. 13th, 2025 10:36 amrachelmanija
This is one of the most unusual books I've ever read. And if you've been reading my reviews for a while, you know what a strong statement that is. Here's the buries-the-lede back cover:
The town's teenagers are dying. One by one they are mysteriously disappearing but Meggie Alexander refuses to wait in fear. She and her boyfriend Matthew decide to get to the bottom of all the strange goings-on. And they discover a horrible secret.
Now someone is stalking them - but who? There's only one thing that can save Meggie now - the stories a tarantula told her as a baby.
Bet you weren't expecting that, huh?
This was a Scholastic novel from 1988. I'd seen other Thomas novels in that period but never read them, because they all looked like depressing historicals about the black experience - the one I recall seeing specifically was Touched by Fire. I sure never saw this one. I found it in the used children's section of The Last Bookstore in downtown LA.
Any description of this book won't truly convey the experience of reading it, but I'll give it a shot. It starts with a prologue in omniscient POV, largely from the POV of a talking tarantula visiting Meggie soon after she's born, chatting and spinning webs that tell stories to her:
"I get so sick and tired of common folk trying to put their nobody feet on my queenly head. Me? I was present in the first world. Furthermore," the spider boasted, squinting her crooked eyes, "I come from a looooong line of royalty and famous people. Millions of years ago I saw the first rainbow. I ruled as the Egyptian historical arachnid. I'm somebody."
As I transcribe that, it occurs to me that she shares some DNA with The Last Unicorn's butterfly.
The prologue ends when Meggie's mother spots the spider and tries to kill her, believing her daughter is in danger. Chapter one opens when Meggie is fifteen. Briefly, it feels like a YA novel about being black and young in (then)-modern America, and it kind of is that, except for the very heightened writing style, including the dialogue. Thomas is a poet and not trying to write in a naturalistic manner. It's often gorgeous:
She ended [the sermon] with these resounding words falling quiet as small sprinklings of nutmeg whispering into a bowl of whipping cream.
The milieu Meggie lives in is lived-in and sharply and beautifully drawn, skipping from a barbershop where customers complain about women preaching to a quick sketch of a neighborhood woman trying to make her poor house beautiful and not noticing that its real beauty lies in her children to Meggie's exquisitely evoked joy in running. And then Meggie finds the HEADLESS CORPSE of one of her classmates! We check in on a trio of terrible neighbors plotting to do something evil to the town's teenagers! The local spiders are concerned!
This book has the prose one would expect to find in a novel written by a poet about being a black teenager in America, except it's also about headless corpses and spider guardians. It is a trip and a half.
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I am so glad that Thomas wrote this amazingly weird novel, and that someone at the bookshop bought it, and that I just happened to come in while it was on the shelf. It's like Adrian Tchaikovsky collaborated with Angela Johnson and Lois Duncan. There has never been anything like it, and there never will be again. Someone ought to reprint it.
I think my assistant lies about her days off
Aug. 13th, 2025 04:29 pmaskamanager_feedA reader writes:
I have a job that relies heavily on admin support. I have had the same assistant for a few years now. She’s great, works hard, and is pleasant to work with. I try to be a good boss.
However, I think she lies to me occasionally, almost always about reasons to take days off. For example, she had a migraine on her birthday recently. I don’t care if she wants to take her birthday off, and I’m not in charge of her sick days / vacation days / etc. (that is managed by HR). I have to approve days off, but I have never said no or pushed back at all.
What I think are the occasional lies erode my trust a little bit, and trust is important to what we do. I have no particular desire to confront her but having noticed this pattern. Do you think that I should? I do not feel like I have an obligation to my partners to do so, for example. I do not think she’s stealing time or anything like that. But it feels like a bit of a fly in the ointment of an otherwise very solid working relationship.
I answer this question — and three others — over at Inc. today, where I’m revisiting letters that have been buried in the archives here from years ago (and sometimes updating/expanding my answers to them). You can read it here.
Other questions I’m answering there today include:
- Our leadership meetings are obsessed with talking about drinking
- Should I apologize for my fly being down?
- Should I reply to “thanks!” emails?
The post I think my assistant lies about her days off appeared first on Ask a Manager.
Incredible Hulk #167
Aug. 13th, 2025 05:20 pmiamrman posting in scans_dailyWriter: Steve Englehart
Pencils: Herb Trimpe
Inks: Jack Abel
Betty's breakdown leaves her easy pickings for a super-villain's latest plot.
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I hired someone who wasn’t who he said he was
Aug. 13th, 2025 02:59 pmaskamanager_feedA reader writes:
I hired someone who presented themselves as a senior-level configurations specialist with over seven years of experience. They interviewed well and said all the right technical answers that convinced me they already knew how to operate the system and would just need to pick up the configuration.
A week before they started, I found an identical application with the same name and contact info, but for a different department — with a completely different resume and job history overlapping the one that had applied for my role. I thought this was very weird, but I decided to give this person a shot, thinking maybe they were a person of many talents. Their LinkedIn profile matched the resume shared with me, so I didn’t question it too much.
Since they started, I progressively gave feedback and suggestions to their work, offered many times to provide any support they needed, gave them a summary of the expectations and job description again after they committed a significant error, and finally gave them an informal coaching document per the guidance of HR. There was no improvement in the three weeks following the coaching document.
Fast forward to terminating this person at the end of their informal trial period. It got to this point after:
• They removed a data entry rule that led to over 100 employees getting shortchanged by a day’s worth of pay (this data entry rule is a basic and common installation a junior-level person could grasp). This mistake still rears its ugly head to this day with a different ripple effect from implementing later enhancements even though we have already corrected the issue.
• It took two to three times longer to design a configuration that is very basic. Even though I checked in on their progress once a week, reviewed their work, and gave feedback based on real-life examples of where their draft design is likely to not work as intended, they didn’t make any changes and tried to pass off their unchanged draft as if they did something.
• The workload that I used to do that was now the new hire’s scope of work barely moved (to their credit, they completed one assignment), so it felt like it more work to manage this person and the existing workload that they were supposed to work on.
• A peer confided in me that they were on a Zoom call with the new hire and could clearly overhear the new hire talking to an unknown person about what to do about a troubleshooting item in our systems.
• Every time I asked this person if they needed anything to help them complete the assignments, any questions, etc, they always said, “I’m good.” They would take more than 24 hours to get back to people about status updates for troubleshooting items (too busy googling for the answers?).
This person, predictably, did not take the news of termination well and used the opportunity to list out all the grievances they had about me even though they had never communicated any of it to me or my manager. I was convinced that I had failed as a new supervisor because I didn’t know any of these grievances that I could take action on.
Several months later, out of morbid curiosity, I looked at their LinkedIn profile, wondering if they had found work similar to the job we hired them for. Turns out they’re now presenting as a senior-level person with 7+ years of Site Reliability Engineering, which is wildly different from the past two resumes they have previously applied with at our company.
Now I’m just more paranoid about screening whatever applicants come by my desk to make sure I’m not hiring an imposter.
I wrote back and asked, “Did you ask them about the second application at all (and if so, what did they say)? And when you interviewed them for the job you hired them for, was the interview in-person or virtual, and did you do any skills testing as part of that process?”
I never asked them about the second application, because at that point I was already onboarding them. This was my first hire and I decided that since I already committed to hiring them, I should give them a chance.
When I interviewed them, it was virtual and the only “skills testing” we could do was asking them questions about what they had done in the past and to explain in detail how they build solutions. We can’t give access to our test sites to non-employees. This person used all the right technical keywords that someone experienced in a specific HR system would know.
Nowadays, a lot of resumes I see have very similar verbiage like this ex-new hire so I don’t know what to trust anymore.
Before you throw up your hands and conclude you can’t trust anything you see from candidates, there’s a lot you can do to ensure that a person actually has the skills they say they have.
First and foremost, you have to test people’s skills and see them in action doing the work they say they can do. Otherwise, it’s entirely too easy for someone to bluff their way through an interview — which happens a ton, because people have an overly-inflated idea of their own skills or they don’t know what they don’t know and so they wrongly estimate how easy it will be to figure things out on the job. Combine that with someone who talks a good game, and you can easily end up with a terrible hire if you don’t bother to verify what they’re claiming. Less commonly, it can even happen for nefarious reasons, like you’ve been targeted by a sketchy company that hires people to interview and then sends someone else to do the job (see this example!).
Seeing people demonstrate their skills is always important, but it’s especially essential when you’re only interviewing virtually. In fact, if at all possible, I’d recommend you do your final interviews in-person because it will help weed out deliberate scams like the letter I linked to … but if you can’t do that, there’s still plenty you can do virtually. You don’t need to have someone go in-person to a test site. You can ask them to whiteboard problems right there in the interview and show their process. Have them share their screen. Pose work questions and ask them to talk you through their answer. Make sure you’re not just asking people to solve a problem, but to explain to you in their own words how they got there, and then ask follow-up questions to probe for real understanding.
If someone’s behavior seems suspicious during an interview — like if they seem to be reading answers off their screen, or they keep having “connection issues” and then magically have the answer as soon as the connection is reestablished — don’t be afraid to address it in the moment. There’s no reason you can’t say, “It looks like you might be reading from notes. Can I ask that you put those away so we can have a less scripted conversation?” or “I’d like you to talk through your work as you’re doing it, so if you’re having connection issues, let’s reschedule for a time when that won’t be the case” or so forth. You don’t want your mindset to be, “This seems suspicious but there’s nothing I can do about it.”
In fact, if anything seems weird when you’re hiring, ask about it! I can kind of see why you didn’t ask about the totally different resume, since people tailor their resumes to the job they’re applying for. There’s no requirement to include everything you’ve ever done, and so your resume for job 1 might highlight A, B, and C while your resume for job 2 highlights D, E, and F … but it really depends on exactly what the differences between the two resumes were. If the work reported on the one resume would have been hard/impossible to be doing at the same time as the work reported on the other resume, that’s not a situation where you want to just figure, “Well, I’m already onboarding them so I should give them a chance.” Instead, that’s a situation where you should talk to them and say, “This didn’t line up with the work we talked about, so I want to ask you about it.” Listen with an open mind — it’s possible there’s an explanation that will make sense — but have the conversation; don’t just ignore it.
You should also always check references before you hire anyone, to confirm that what they’ve told you about their experience and accomplishments is actually their work experience and accomplishments.
And then once someone is on the job, if you see problems right away, address it very assertively. If their skillset appears to be wildly different from what you thought when you hired them, don’t let that drag out for months. If it’s clear that they can’t do the job, have a very direct conversation about the mismatch and bring things to a resolution quickly rather than waiting for the end of a probation period. (To be fair, I’m not sure how long you did let it play out, and it’s possible that it wasn’t long at all.)
If you do enough hiring, you’re going to occasionally make a bad hire. Hiring isn’t a perfect science and managers aren’t infallible. But there’s a lot you can do to weed out actual fraud in the hiring process.
The post I hired someone who wasn’t who he said he was appeared first on Ask a Manager.
Hawkworld #9
Aug. 13th, 2025 02:30 pmiamrman posting in scans_dailyWriters: John Ostrander and Timothy Truman
Pencils: Graham Nolan
Inks: Gary Kwapisz
I stopped posting this series because if what I perceived as lack of interest. I need to get it in my head that lack of comments on my posts doesn’t necessarily that nobody is reading them.
Any way, Katar suspects Shayera has been set up.
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