This case study comes from my friend Andy who works for a major tech company in Washington. Watch for breakdowns in communication from all parties and be prepared to identify the specific challenges present here. You'll find Andy's story below with some questions for consideration. Let's get to it.

"I have to give presentations every month with my boss and all of my co-workers in the room (our whole team gives my boss these updates in one meeting). The idea is that I’m updating him on the status of my projects, but the reality is different. Here’s how it goes: I start talking and within 30 seconds, he gives me a dirty look like, 'What kind of idiot are you?'

Then, two minutes later he tells me to start doing something that I’m already doing. Eventually, I complete my presentation and he then scolds me for not doing something that I’m actually doing.

As for preparation time I generally have plenty. They’re regular monthly meetings so I don’t have a lot of surprise presentations. The difficult position is that my boss has the kind of status and carries himself in such a way where you don’t really get to tell him that he’s wrong. Ever.

Instead, he will say something that indicates that he incorrectly thinks you’re a screw up and you just have to sit there and say, 'Yep, I’m a total screw up. Thanks for the advice.'

(A. Mullenix, personal communication, December 10, 2015.)

Just so we're on the same page, Andy's last sentence is sarcasm. He's not happy, seemingly failing at his presentation task, and doesn't know what to do to solve the problem.

[For your original post] Please complete the following:

Identify one specific challenge (there are, obviously, several) present in this case study.

You can take Andy's, the boss', or even Andy's coworker's perspective. Choose one only please.

How do you know that the challenge exists? Base your answer on the story as well as your own small group experience.