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Boss Orders Staff To Call Him For Every Alarm, Gets Woken Up Every 15 Minutes Until He Finally Listens

by Annie Nguyen
November 20, 2025
in Social Issues

Every workplace has its fair share of challenges, but when management decides to play hardball, the stakes can get ridiculous. For one supervisor in the glass manufacturing industry, a simple malfunction turned into a night filled with relentless calls to a very disgruntled manager.

But what happens when the tables are turned, and the employees take a stand against unreasonable demands? The original poster (OP) faced an uphill battle when their plant manager insisted on being woken up every time an alarm sounded.

Rather than backing down, OP decided to comply with this unusual request in the most entertaining way possible. The results were nothing short of spectacular. Read on to see how this story unfolds and the surprising lessons learned along the way!

A factory crew braces for conflict after a broken sensor sparks the boss’s anger

Boss Orders Staff To Call Him For Every Alarm, Gets Woken Up Every 15 Minutes Until He Finally Listens
Not the actual photo

I had my employees call and wake up my boss every 15 minutes…

I supervised a glass manufacturing department.

One night we had an issue with a thermocouple that controls the temperature of the glass.

Because it was creating nuisance alarms, the operator disconnected it

and forgot to notify the next shift to monitor it manually.

We lost control of the furnace for a couple of hours, and scrapped product.

The plant manager came in that morning screaming and ripped the entire staff a new one.

We were trying to explain that the thermocouple needed to be fixed,

but instead he continued to yell at us,

tell us we were idiots and told us to monitor it

and notify him every time it went into alarm, or else he would fire us.

To further reprimand us, he insisted that we call him

at home in the evening every time that temperature went into alarm

so he could insure we were doing our jobs.

What he did not know, and what we knew was that the alarm

for the broken thermocouple happened about every 15 minutes.

My operator was worried and asked me what he should do.

“Since the plant manager was so insistent,” I told the operator to “wait until AFTER midnight,

then call and inform him EVERY time it happened according to HIS direct request.”

The Plant Manager came into work the next morning very bleary-eyed,

and sheepishly told us that we did not have to do that again.

He finally listened to us and we got the problem fixed..

TLDR: if you are abusive to my people, I will be a total d__k.

In the realm of workplace dynamics, the balance of power can often tip precariously, leaving employees feeling vulnerable and disrespected.

This emotional landscape is vividly illustrated in the tale of a supervisor who, after facing an unjust reprimand from a domineering plant manager, orchestrated a series of calls to wake him every 15 minutes throughout the night.

This incident encapsulates a universal truth: when people feel wronged, their desire for justice or retribution can manifest in unexpected ways.

The supervisor, referred to as OP, found himself in the crossfire of an explosive situation. After a technical failure that led to a significant loss for the company, he and his team were subjected to a tirade from their superior, who resorted to humiliation rather than constructive dialogue.

This experience is not uncommon in workplace environments where authority figures wield their power without consideration for the human element involved.

OP’s need for revenge was rooted in emotional distress; he was not only defending his team but also reclaiming a sense of agency that had been stripped away in that moment of aggression.

From a psychological perspective, OP’s actions can be interpreted through the lens of what is known as the “frustration-aggression hypothesis.” This theory suggests that when individuals experience frustration, especially in a context where they feel powerless, they may respond with aggression or retaliatory behavior.

The emotional triggers at play for OP were undoubtedly anger and indignation. His motivation was not merely to retaliate but to highlight the absurdity of the plant manager’s demands, forcing him to experience the consequences of his own actions.

The plant manager’s outburst didn’t happen in a vacuum, anger often functions as an internal alarm system.

Research from The Gottman Institute explains that intense anger is frequently triggered when people feel their boundaries, safety, or competence are being threatened.

Their article notes that anger “is an understandable and appropriate response” when someone perceives injustice or repeated violations of expectations, because it mobilizes action to restore a sense of balance or safety in the environment.

By adhering to the manager’s unreasonable request to an extreme, OP not only complied with the instruction but also turned the tables, prompting a much-needed dialogue about respect and accountability.

The satisfaction of seeing the plant manager humbled by his own demands resonates with the readers, who often feel a sense of justice in such narratives.

When the manager sheepishly acknowledged the error of his ways, it reinforced the lesson that oppressive leadership can backfire when employees unite to reclaim their voice.

Here’s the comments of Reddit users:

There are commenters applauding standing up for staff and malicious compliance

kitkhat29 − if you are abusive to my people, I will be a total d__k.

I will always be willing to work for someone like you.

Took a rather substantial paycut once to do so. And never regretted it.

stark_raving_naked − Very well executed malicious compliance!!

Aderhold22 − Ive been in restaurant management for quite awhile and this is my same outlook.

F__k with my people and i will f__k your day up. Be careful how you treat your service staff.

The movie waiting isnt that far off from reality

Cheshire_Cat8888 − Wow that manager sounds like a total (gl)ass.

mspk7305 − I had a great supervisor one day tell me that the best way to change a bad rule is to follow it to the f__king letter.

I have lived by that ever since.

BornOnFeb2nd − He finally listened to us and we got the problem fixed. That's pretty much Plan A to get a fix authorized.

Annoy the person stonewalling.

joppedi_72 − One might say he was alarmed...

There are commenters sharing technical/admin malicious-compliance stories and fixes

XediDC − Reminds me many company's ago when a new person in IT wanted a ticket

for each customer affected by an issue.

Usually if an internal portal bug affected multiple

all customer's we'd put in one internal ticket

Usually if an internal portal bug affected multiple/all customer's we'd put in one internal ticket

and note the number of customer's affected (if large/all) or provide a list.

The ticket's are important of course, but the duplication is just tons of wasted time

to manage for everyone. Nope, he wanted one ticket per customer.

And after much debate with execs getting copied in and such, that was the call. Ok. ..

Did I mention we were also sort of a dev team and had API access to this system?

So the next time a bug affecting all customers was found,

I was nice. ..and responded back to the thread vs just doing it.

hence no MC post. "I'm about to run a script to create ~10,000 tickets for"

Our CIO called me, apologized for not realizing what he'd supported, and squashed it.

(And after the new guy had settled in for a few months, he actually worked out well.

just needed to chill first and understand things before changing them.

Later even added a cool way to link and track customer's to internal ticket's,

including "all", that accomplished the good part of the idea. )

MrDENieland − Got something similar also from my time in a glass plant.

My guys were tasked with taking readings on the coating system

that coated the bottles as they came out of the lehrs (annealing ovens, that take the stress out of glass).

The customer noticed that we had missed several of these hourly checks after the day shift left for the day.

As a result, they took it up with the Ops manager. ​

To cut a long story short, his corrective action was to make my guys call him every time...

because they were too busy fixing machines to take the coating readings. And so I enforced his ruling.

It took a week for him to start turning his phone off at night.

I told them to leave voicemails, which they did for the remaining year that I worked...

If you are curious, we only had one guy in the area

where these machines were located that took the readings at night.

But that was just a side responsibility, their main responsibility was making emergency repairs.

So quite often they would be too busy and would miss 2 or 3 of these hourly checks ever night.

Harfus − Oh man, props to being a furnace manager. I did that for a half year stint and it was way way too stressful for me.

I remember staying five hours late climbing around in the cullet silo to unclog a maxon valve that got jammed.

DonaIdTrurnp − Also, if they need to do something non-standard,

post a really obnoxious notice that the relief shift will notice

and ask you about, if you aren’t going to do a proper shift turnover.

There are commenters criticizing management, calling out neglect or safety concerns

loki444 − Message to management. .. Listen to your f__king operators!

It's ridiculous that management thinks they are much smarter than operators.

What do operators know? What's going on with the equipment,

because they run the equipment all the time.

ZeroAssassin72 − Once again, until it impacted them personally, they didn't give a s__t

pkwoot − What is it about the glazing industry and upper management being dominated

by people who treat their staff like they are unskilled idiots?

Oldhassle sounds like the worst, but most shops have stories about bosses like yours.

American Factory is a fascinating documentary on the topic.

TheOneDudex − Ok but here me out. ..u disconnected what seems like an important safety feature.

yea he didn't listen all that well. ..but can u imagine the legal troubles yall could have got in?

This incident serves as a reminder that respect in the workplace must be mutual. Do you think the employee’s retaliation was justified, or did he take things too far? How would you handle a situation where management oversteps their bounds? Share your thoughts below!

Annie Nguyen

Annie Nguyen

Hi, I'm Annie Nguyen. I'm a freelance writer and editor for Daily Highlight with experience across lifestyle, wellness, and personal growth publications. Living in San Francisco gives me endless inspiration, from cozy coffee shop corners to weekend hikes along the coast. Thanks for reading!

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