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[Alexandr Korol]

— Fine, but what if I try my hardest not to react to any of it?
— Well, you can try, of course.
— Good. If I write to this employee now, will he come back to work?
— No.
— Why not?
— He is afraid.
— Afraid of what?
— He is afraid you will interrogate him and uncover even more of what he
is hiding from you. And he doesn’t want that because he no longer has the
strength — that demon that was in him is gone. He feels very weak and
disarmed now. His thoughts are still foul, but the power of that evil Spirit is
gone. He wants to work with you, but if you take him back, he’s afraid you’ll
start demanding the truth and justice from him again, and he doesn’t want that.
— Fine, what if I write to him and say I’m taking him back and I won’t bring
up any past conversations at all, so he doesn’t have to worry — will he agree
to the job?
— Yes, he will agree, but be prepared: it will be painful for you.
— Fine. And if I bring him back, how long will he last at work before I fire
him again?
— He won’t even make it to your birthday, to September 12. You will snap.
Again, the problem is in you; you will snap.

So, it turns out that at some point, I might once again be unable to restrain
myself from reacting to some stunt of the employee’s. He will do something
bad again, and I will react. What then? I ask the aliens:

— Fine. But if I don’t react to all his bad actions and deeds, how am I supposed
to manage the employee? He still needs to be managed.
— Give him the first word. Listen to him. But that doesn’t mean you have to
agree one hundred percent. You can introduce fifty percent of the corrections,
but without judgment — just kindly adjust something and say: ‘This is like
this, that is like that, you did well in this, this is also a good idea, and this could
be changed slightly like so.’