"I worked with a supervisor who was known to make preliminary assumptions and run with them, even though their information gathering was incomplete. Frequently, they would realize their mistakes later on, but would never apologize. We all theorized they were embarrassed and instead tried to hold on to their position of authority by being 'tough'. But it was a growth opportunity that everyone was aware of, and that their approach wasn't helping their situation. So, when I was proofing someone else's work where they cross-referenced this supervisor's findings, I spotted a discrepancy from the original source material. So I walked up to this supervisor and told them as I was going about Chris' work, I discovered this discrepancy. They immediately stood up and started marching over to Chris' desk before I could get another word in. Half way through giving them somewhat public feedback in front of the team, I was able to interrupt and get them to listen, and explained the mistake was their own. They did a double take and turned beet red. Everyone was watching. In this instance, they publically apologized to Chris, who shrugged and said they were used to it. Then everyone chimed in, saying that everyone had acclimated to this ineffective approach, and no longer took it seriously. Another supervisor then pulled them aside, and we didn't run into this problem ever again. It's unfortunate that they embarrassed themself in this way. My goal was to discreetly bring this discrepancy to their attention, and to explain that I wanted to avoid this very situation from happening again. But they undermined my effort. In fact, this probably had more of an impact."