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“I was trying to place it in the context of this superpositioned male executive who’d just come off paternity leave with his wife and baby,” she says. Chrapaty had been complaining about Microsoft’s struggle to recruit and hire women, so Wallent broke the ice by saying, “Debra, I’ve decided to do something to increase the diversity of the team, and I’m starting with me.” Although Chrapaty had helped lead Microsoft’s coalition of gay, lesbian, bisexual, and transgendered employees, she was shocked. A few months later-and with her support-he decided he would transition to living as a woman, and scheduled surgery for late that year.Ī few months before the surgery, Wallent asked his boss for a meeting. In 2007, at age 38 and just two months after he and Hoang had had a child, he told her he was transgendered.
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He’d shifted from running the Internet Explorer group to overseeing a team that helped design the look and feel of the Windows Vista operating system. By 2005 he’d had two children, divorced his first wife, and remarried. But that inner conflict stayed in the background as he studied engineering at Worcester Polytechnic Institute, married, and moved to Seattle to join Microsoft. Like many people with gender identity disorder, Michael Wallent always had a vague sense that his anatomy didn’t match up with his sense of self.
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“I’ve gotten better at my job,” she says, “just through being more open, honest, and transparent, and learning how to better communicate with people.” Looking back, Wallent says that her transition from man to woman transformed her approach to management, which may ultimately help her career. “She’s probably one of the most senior people at any company to go through this, so she was essentially breaking new ground.” “We knew this could be a career-limiting move for her,” Hoang says. “I told my managers this was going to happen and that I was going to partner with them on how to make it successful for the company.” Although her bosses were supportive, says Anh Hoang, Wallent’s wife (and a former Microsoft employee), the process was fraught with anxiety. “Going through the transition was tremendously complicated,” she says, but she tried to approach it like a standard business problem. In 2007 Michael Wallent told colleagues he was transgendered, took a six-week leave to undergo breast implantation and facial feminization surgeries, and returned to Microsoft in early 2008 as Megan. Two bosses, two styles-but only one person. “She really thinks about how people are going to feel about particular decisions.” “Megan is relaxed,” says Angel Calvo, a director of test engineering who’s been at Microsoft for 19 years. She speaks softly and asks probing questions to help them find solutions on their own. Her employees praise her as a boss with high emotional intelligence. She’s also one of Microsoft’s best and brightest, who as a general manager ranks among the top 1% of the company’s 89,000 employees and oversees 350 engineers developing user interfaces for server software.
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That’s in stark contrast to the style of Megan Wallent. His typical comments: “This is stupid.” “This is wrong.” “This is what you need to do.” Debra Chrapaty, his former boss (who’s now at Cisco), says, “Michael was known to be aggressive, a little bit condescending, harsh-he had an arrogant engineering mind-set.” Like Microsoft’s founder, Bill Gates, who met with Wallent to review his team’s work each quarter, Wallent focused on data and facts, not employees’ feelings, and was known for delivering withering criticism in product-review sessions. He had joined the company in 1996 and advanced quickly by 1999 he was overseeing a team of 300 engineers who worked on developing Internet Explorer. As an up-and-coming manager at Microsoft, Michael Wallent had a reputation for being a tough boss-at times, a bit too tough.