Hello, I worked for a start-up for 6 months. On 6th Feb I was told by the co-founder that they are unable to manage my salary expenses. They also have cash flow issues ..I was told that 29th will be my last working day or accept 50% salary for Feb and mar and 31st mar will be my last working day. Now they are not paying me my remaining salary..jan 50% and Feb complete salary is pending. My 10% TDS is also diducted but not paid. Whenever I ask for my salary he says I will give but can't commit date when I will give you remaining salary I feel I became beger for my own hard earned salary. Please advise what to do

Ans: What you're going through isn’t just about hierarchy; it’s about dignity, mutual respect, and the quiet erosion of psychological safety at work.

When someone subtly undermines you — especially in a professional setting — it can chip away at your confidence and presence in ways that aren’t always easy to name. Your instinct to avoid reacting impulsively or retaliating is wise, but choosing not to react does not mean you must tolerate disrespect or power play.

This dynamic is less about the junior’s credentials and more about a breach of professional decorum. Subtle challenges in meetings, tone policing, or backhanded comments are often masked as confidence or "fresh ideas,” but if the intent or impact is to sideline you or question your authority publicly, it needs addressing — calmly, firmly, and early.

Here’s a way forward. First, document patterns — what’s said, when, in whose presence, and how it impacts the team dynamic. This is not for confrontation, but for clarity and grounding your experience.

Then, create a direct but non-confrontational one-on-one moment. Frame it from a place of collaboration, not accusation. For example, “I’ve noticed a few instances where we seem misaligned in team meetings — I’d like to understand your point of view, and also share how that’s being perceived in the room.” That opens a door rather than slamming one.

At the same time, reinforce your presence in the room — not by competing, but by anchoring in your experience, clarity, and calm authority. Redirect when needed. If the junior interjects or oversteps, acknowledge briefly, and then say, “Let’s circle back to that once I finish.” It’s subtle, professional boundary-setting.

You don’t need to prove your worth — you’ve earned your seat. But you do have the right to protect your space, and even more so, your peace.