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But after a moment of confusion, she offered her help. вЂњI was trying to place it in the context of this superpositioned male executive whoвЂ™d just come off paternity leave with his wife and baby,вЂќ she says. Chrapaty had been complaining about MicrosoftвЂ™s struggle to recruit and hire women, so Wallent broke the ice by saying, вЂњDebra, IвЂ™ve decided to do something to increase the diversity of the team, and IвЂ™m starting with me.вЂќ Although Chrapaty had helped lead MicrosoftвЂ™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.ДЄ 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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HeвЂ™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 heвЂ™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 didnвЂ™t match up with his sense of self.

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вЂњIвЂ™ve gotten better at my job,вЂќ she says, вЂњjust through being more open, honest, and transparent, and learning how to better communicate with people.вЂќ

Looking back, Wallent says that her transition from man to woman transformed her approach to management, which may ultimately help her career. вЂњSheвЂ™s probably one of the most senior people at any company to go through this, so she was essentially breaking new ground.вЂќ вЂњWe knew this could be a career-limiting move for her,вЂќ Hoang says. вЂњI 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.вЂќ Although her bosses were supportive, says Anh Hoang, WallentвЂ™s wife (and a former Microsoft employee), the process was fraught with anxiety. вЂњGoing through the transition was tremendously complicated,вЂќ 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. вЂњShe really thinks about how people are going to feel about particular decisions.вЂќ вЂњMegan is relaxed,вЂќ says Angel Calvo, a director of test engineering whoвЂ™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. SheвЂ™s also one of MicrosoftвЂ™s best and brightest, who as a general manager ranks among the top 1% of the companyвЂ™s 89,000 employees and oversees 350 engineers developing user interfaces for server software. ThatвЂ™s in stark contrast to the style of Megan Wallent. His typical comments: вЂњThis is stupid.вЂќ вЂњThis is wrong.вЂќ вЂњThis is what you need to do.вЂќ Debra Chrapaty, his former boss (whoвЂ™s now at Cisco), says, вЂњMichael was known to be aggressive, a little bit condescending, harsh-he had an arrogant engineering mind-set.вЂќ Like MicrosoftвЂ™s founder, Bill Gates, who met with Wallent to review his teamвЂ™s work each quarter, Wallent focused on data and facts, not employeesвЂ™ 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.