what verb tense should I use on my resume?

A reader writes:

I was updating my resume today and was wondering about what tense to use. For my current job, do I use present tense and the rest of the resume past tense? Or should it all match, like all past tense or all present tense?

The simple rule is that you should use past tense for past jobs and present tense for your current job.

However, this doesn’t work in every situation. There might be things that you’ve achieved at your current job that are in the past and not currently ongoing, and for those it would usually be weird to use the present tense (like a wildly successful event you oversaw last year, or the five-month backlog of cases that you inherited and cleared in four weeks). For things like that, it’s fine to put them in past tense; that’s what will make the most sense and be accurate.

This does mean that you might have a mix of present and past tense for your current job, and that’s fine. (This is one of the few places where inconsistency on a resume is the right choice.)

One other, slightly pedantic note:  When you’re writing in present tense for your current job, note that you should use the verbs that you would use if you were talking about yourself in the first person (“sell,” “create,” “manage,” and so forth) rather than if you were talking about someone the third person (“sells,” “creates,” “manages”). And definitely don’t use the present participle form (“selling,” “creating,” managing”).

my boss was arrested, being offered a job as the second choice, and more

It’s five answers to five questions. Here we go…

1. I resigned after my boss was arrested

I recently resigned my position without another job lined up, because…wait for it…the majority owner of my company was arrested on a charge related to our business. He was also my boss, as we were a small company.

I know you are not suppose to leave your job without another position lined up, but I was in management at the time this happened, and I just could not take the mildly threatening phone calls from customers, the constant employee questions, the government/criminal investigation, and stress any longer. I also did not want to be associated with any alleged wrongdoing by staying. My question is – how do I address my resignation in interviews? One recruiter I talked to said not to throw my boss under the bus and just say my company was going in a direction I did not agree with and let the interviewer find out details by searching my company. Another told me I should just say my boss had legal problems that didn’t allow me to fully execute my position. I think both answers might not really satisfy a person’s inquiry about why I left and there will be follow-up questions.

How can I explain the situation without necessarily being negative in my interview? If you search for my company the investigation is likely to come up, but I also do not want to seem like I am badmouthing any one or that I was in on any alleged crime.

It’s not throwing your company under the bus to calmly and concisely state a clear, objective fact like this.

Besides, “the company was going in a direction I didn’t agree with” isn’t going to be the end of the conversation; any halfway decent interviewer will ask what you mean by that, and then you’ll be left explaining what happened anyway, but with a weird, evasive-sounding answer having preceded it. (Why do people keep recommending these vague answers as if the interviewer isn’t going to ask follow-up questions? Interviewers aren’t robots who just record your answer and don’t seek to understand what you mean.)

If I were interviewing you, I’d much rather just hear the truth: “My boss, the owner of the company, was arrested for X. As you can imagine, it caused a lot of turmoil in the company, and I thought it best to move on.”

Read an update to this letter here.

2. Being offered a job after the first choice didn’t work out

My boyfriend had been interviewing for a job, and it all went really well, but he was told that he didn’t get the job. The person they’d picked had event planning experience, and they have a conference coming up, so it made sense. However, about one week later, he got a call from the hiring manager asking him if he was still available; the first hire didn’t work out, so they wanted to make an offer to him.

He’s planning to accept the offer (he’s likely to get the actual written one on Tuesday, this was just the verbal), but he was wondering if the first person “not working out” so quickly is a red flag. I told him *probably* not, since with that quick of a turnover it’s like 50% possible that the person didn’t even start, and either declined the offer or accepted and reneged, or for some other reason never even started. And that even if they had done a couple days, people self-select out of all kinds of jobs for reasons that often have nothing to do with the job itself, and is more of a fit issue.

I did tell him that if it really worried him he shouldn’t feel weird about just asking what happened, but that if he’s not super worried, he could ask after he’s been on the job a few days and built up a bit of rapport. (If it matters, he gets the impression that he was the first choice of the actual hiring manager, the Chief of Staff, but that the ED liked the other person slightly better and overruled).

I don’t think it’s red-flaggy at all. People flake out after accepting a job or accept a better offer, or realize they need to push their start date back three months which won’t work on the employer’s side, and so forth. For it to be a red flag, it would have to be something like the employer just randomly changed their mind and rescinded the other person’s offer, but that’s less likely to be the explanation than all of the other possibilities.

The only other red flag could be if you think that they don’t really think you’re a great fit for the job, but are just hiring you out of desperation (which can bode badly for your success in the road). But it doesn’t sound at all like that’s the case here.

Also, it’s totally fine to ask after they make the offer to you: “Can I ask what happened with the other person?” You can say it in a tone of mild concern so it doesn’t sound like idle curiosity. Or, if the answer won’t change your mind anyway, also reasonable to wait and ask after you’ve been on the job for a week or so.

3. I started a temp job, but it sounds like they’re going to move a coworker into it

I recently started as a temp in a supervisory role with a firm (two weeks ago). One of my colleagues has voiced an interest in the position I was recruited for, and the company have opened the role up for interviews. The application process ends at the end of this week, but they are actively speaking about the role as “Tracey (my colleague) is going to be busy in her new job” and “we need to find a replacement for Tracey when she takes on her new role.”

I have not even submitted my resume (again) for it but it is apparent that I will not get the role I am currently performing. They are also stating, “Don’t worry, we can find you something to keep you going.” My knowledge of employment law is not very good, but surely they cannot do this.

Unless you have a contract with them that promises you the role for a specific period of time (very unlikely if you’re in the U.S.), they can indeed do this. If you haven’t applied for the role, you can’t really blame them for overlooking you — but even if you had, it’s not unusual that they might prefer a known quantity who they’ve worked with longer, especially for a management role. If you’re interested in being considered for the job, you should definitely speak up — but it sounds like they’re pretty sold on going with Tracey, so you might instead focus on what other options they’re alluding to for you.

4. Mentioning blogging in a resume or cover letter

I’m just starting out my career in communications, and have been working for less than two years in an office environment. I have plenty of writing and communications plan experience, but am trying to break into digital communications. There hasn’t been many opportunities for me to develop my skills in my formal job, but outside of work I am a regular contributor for a lifestyle blog. This isn’t a paid position, I was just contacted by the co-founders and asked to write for them. This position lets me use a lot of relevant skills for the digital jobs I’m applying for, but because it’s just a side hobby of mine and it isn’t paid, would this be appropriate for a resume or cover letter?

Good god, yes.

It’s directly related to the field you want to work in, and moreover, it sounds like it might be the best evidence of your work in that field that you can show them. Don’t forego talking about that!

5. Asking a prospective new employer about leaving early to volunteer one day a week

I’m currently in a contract position in a school that will be ending this summer, so I’ll be starting my job search soon. This past year, on top of my full-time contract position, I’ve been teaching Hebrew school at my synagogue on Wednesday afternoons (as a volunteer). This hasn’t conflicted with my school schedule at all because the school days don’t overlap, and I’ve absolutely loved doing it — it’s taught me a bunch of new skills, really helped me connect with my community, and been incredibly fun! I’d really like to teach again next year, but I’m not sure how to ask prospective employers about potentially leaving early on Wednesday afternoons to do this. When I get to the offer stage, should I just ask about flexible time in general, without going into specifics? Or should I tell them specifically that I’d like to keep doing this second job, and give them details about when I’d need to leave on Wednesdays to do that? (Or maybe something in between!)

I’d wait until you’re at the offer stage and then be specific about what you want. I wouldn’t just ask about flexible time in general, because that might mean “it’s cool if you flex your hours on occasion” but not “you can leave early every single Wednesday.” I’d be specific about what you’ve been doing and say that you’re wondering if it’s possible to continue it if you adjust your schedule in some other way. Do be prepared to hear that in a lot of jobs, it just won’t be possible — but there are also plenty that would be okay with this, and it’s not unreasonable to ask in many contexts.

weekend free-for-all – February 14-15, 2015

Valentine OliveThis comment section is open for any non-work-related discussion you’d like to have with other readers, by popular demand. (This one is truly non-work only; if you have a work question, you can email it to me or post it in the work-related open thread on Fridays.)

Book Recommendation of the Week:
You should read About Alice, by Calvin Trillin. It’s a warm, funny, and moving portrait of his wife, written five years after she died. If you’ve ever read any of his food writing (and you should!), you may remember Alice as a frequent character there. This is a really beautiful — and entertaining — tribute to her.

* I make a commission if you use that Amazon link.

a love triangle of lies and other romance dilemmas for Valentine’s Day

It’s Valentine’s Day, and we’ve got four letters covering all aspects of romance at work.

1. A love triangle of lies

We have coworkers Ash, Taylor, and Jamie (and then me, who Ash has come to for advice, but I don’t work with any of these people, all of whom have been given unisex names here for anonymity’s sake). About six months ago, Ash asked out Taylor. Taylor declined, saying they do not date coworkers and they were pretty adamant about it. Now it turns out that Taylor is dating Jamie, very much a coworker, and actively lying to Ash so that Ash will not find out (Taylor sounds like a combination of dumb and mean).

Other people who work with Ash have essentially “outed” Taylor and Jamie as a couple and have told Ash about all the times Taylor was lying to keep their relationship with Jamie a secret.

Ash’s main issue is that Taylor continually going out of their way to lie to Ash is both patronizing and making Ash feel worse about the original rejection. Ash isn’t sure how to handle. I told Ash that the only appropriate thing to do in this instance is continue to play dumb and pretend they do not know about Taylor and Jamie (who, from what Ash has told me, are quite serious). Would you handle this any differently other than just playing dumb and keeping conversations with Taylor related to work only?

I think your best bet is staying out of it; ultimately it’s not yours to worry about or intervene in. But if you want to give Ash advice, you might suggest just saying to Taylor, “Hey, I know that you’re dating Jamie and I’m not sure if you felt like you needed to hide it from me, but please don’t feel you need to — I’m happy for both of you.”

2. I have a crush on a coworker, but I’m married

I was stuck in a dead-end job for about five years and I have finally found an amazing place to work. The environment is perfect, the people are great, and I actually love what I’m doing. The problem? I’ve developed a massive crush on a coworker. The even bigger problem? I’m married.

This coworker and I hit it off instantly. It started out with casual chatting by the coffee maker and morphed quickly into a full-fledged friendship. We hang out outside of work (alone and in groups) and we text each other constantly outside of work. Although we haven’t spoken exclusively about it, he’s let on that he feels the same way.

My marriage is in a rocky place but despite that, I know this can’t continue. Even if my husband and I do split up, I’m not going to start dating my coworker. I love this job too much to jeopardize it. I need to end whatever this is without ruining our work relationship. Help!

Yeah, you need to extract yourself, ASAP. Cut out the hanging out and the texting, cold turkey. Seriously. It’s not innocent, you’re well aware of that, and it’s potentially jeopardizing your job, your professional reputation, and your marriage.

It would be nice if you could continue to be friends with this guy without any of those risks, but at least right now, that doesn’t sound possible. So tell him that you’ve realized that you’ve let things get out of hand, that you’re going to return to a work-only relationship until you’re able to get your head back where you need it to be, and then do that.

Meanwhile, take Carolyn Hax’s (always) excellent advice here and here as well.

3. I’m newly engaged and totally distracted at work

I just got engaged to be married a few days ago, and my fiancé is marvelous, and I’m walking around in a fog of gratitude and bliss. And distraction. My work is suffering; I get about five minutes of actual work done before I’m sighing over a wedding dress or googling how much XYZ Venue rents for. That doesn’t fly! I work from a home office, so there isn’t a ton of oversight, and my responsibilities are increasing because my boss is wrapped up in a giant project.

I’m already blocking all the websites I tend to spend too many hours on (erm, including yours) and have been adding wedding blogs to the blocked-site list. What else can I do to stay focused in a time of very distracting happiness?

Blocking sites is good. So is thinking about any coworkers you’ve had in the past who have allowed their personal lives to distract them past the point of what’s reasonable, and how much respect you probably lost for them — you don’t want to be that coworker, presumably.

Treat wedding planning like any other activity that you actively enjoy but would never let yourself seriously indulge in at work — like reading novels or watching trashy TV or knitting or rock climbing. You can love something and look forward to doing it, but still understand that your professional obligations and integrity mean that you do it on evenings and weekends, not when someone is paying you to work. Just because this particular activity can be done at your computer doesn’t make it any different. If it helps, picture my scowling face staring down at you.

And congratulations!

4. Not quite what St. Valentine had in mind

I asked on Facebook whether people had any interesting Valentine’s Day stories. This one certainly qualifies. And for people who wish they were in a relationship, take solace in knowing that you’re not with this guy!

I once worked for an executive suites firm. One of our clients was a commercial real estate sales guy. He made seven figures a year personally, and was basically a “frat/bro” sort of guy. One of the things we had to do for him was print emails out and overnight them to him (yeah, I know.) He got a LOT of pornographic pictures, and part of the job was printing those for him, but only the “good” ones – higher quality, no “fat chicks” or “old chicks.” I wondered how on earth he got away with this, but they did a LOT of billable work for us, and if we were low on hours for another client, they were dependable for extra projects to hit our goals.

Anyway, the February I worked there (and I didn’t even last a year) I had to make arrangements for his date. I assumed, naturally, this was his wife. Sort of. I had to make dinner arrangements at two very nice restaurants in our large city that were a mile or so away from each other. The first dinner was an hour ahead of the other (and the wife came first.) Then, he arranged a “work call” after about 50 minutes or so with a friend of his. That got him out of the first dinner and to the second restaurant where his mistress/girlfriend would be waiting.

Their meal was about an hour or so, at which point he would call his wife, apologize profusely about the big deal he was “closing” and arrange for a car to take her home (which I had already done, but he looked like king of the world getting her home that quickly.)

And I had to make a reservation at a very nice hotel downtown, where he would spend part of the evening before going home. Typically he worked really long days, so coming home late in the evening was not out of the ordinary for him.

His wife was on a ton of committees, involved at their kids private (naturally) school, and from what I understand, completely clueless about this double-life he had going on. When I left, I really wanted to figure out some way to send her a “your husband is running around on you” message, but did not. 

But that, hands-down, is my weirdest work Valentine’s story ever.

don’t ask how many other people are interviewing for the same job as you

I co-sign this recent comment from commenter Spiky Plant, strongly enough that I felt it should be its own post:

I’m always surprised by people who think they have new information when they know how many other people they’re up against. Or when people ask during a phone screen how many other candidates are screening (which I’ve had candidates ask me). It changes nothing for you. It’s information that you think is useful, but it doesn’t change your “odds” of getting the job, because hiring is not an odds game. You don’t have an equal shot with everyone else in the pool of getting the job; but you also don’t know your or anyone else’s odds. You have no idea how many of those are “courtesy interviews” because they’re a referral. You have no idea how many of them had a horrible cover letter and thus a lot more ground to cover. You don’t know if one has it in the bag but the interviewer has been told to bring in at least X people.

Don’t ask about how many people are being interviewed, and if you happen to find that info out, don’t give in to the temptation to think this is useful information! Put it out of your mind. It doesn’t matter even a tiny little bit. There are too many unknowns and variables.

Amen.

open thread – February 13, 2015

It’s the Friday open thread!

The comment section on this post is open for discussion with other readers on anything work-related that you want to talk about. If you want an answer from me, emailing me is still your best bet*, but this is a chance to talk to other readers.

* If you submitted a question to me recently, please don’t repost it here, as it may be in the to-be-answered queue :)

is there any saving this almost-offer, supporting an assistant with a medical scare, and more

It’s five answers to five questions. Here we go…

1. Is there any saving this almost-offer?

I interviewed for a client service position with an agency. I loved the whole team, and felt like it was a dream job. They felt the same way, and offered me a position (verbally). After meeting with the team, I met with their client, the account I’d be working on while at the agency. I felt the meetings went well, save for one woman who seemed truly disinterested in speaking with me. Fast forward a week, and the agency “has decided to move in a different direction.” I was completely shocked. A few days later I spoke to the head of the agency and he explained that while the whole agency would love to work with me, one of the clients was convinced I was not passionate about their brand. The client ultimately told the agency that they wouldn’t work with me. Now I am still searching for a job, and the agency has re-started their search to fill the role.

I would like to apologize to the client, and show them that I can be passionate about their brand. It just feels silly that 13 out of 15 people in wanted to hire me, but the other two are important enough that they must be listened to. Do you think there’s any way to salvage the scenario? Or do I just accept the fact that I might not be loved by all (OR HAVE A JOB).

I wouldn’t try to second-guess their decision; you can’t really know from the outside what caused their turnaround, or why that client’s opinion is so important. They’re deferring to her for a reason (which could be anything from wanting to keep her business to having good reason to trust her judgment in hiring more than their own).

But you can certainly reach back out via email to whichever decision-maker you felt the best rapport with during the process — and/or the person you think is likely to have most influence with the others — and reiterate how much you enjoyed talking with them, that you regret it didn’t work out, and that you hope there’s opportunity for your paths to cross again in the future. You’re not challenging their decision in doing this — and it’s important that there’s not even a hint of that in your message — but rather, just making one last positive impression on them, just in case it nudges them to revisit. But that’s really all you can do; otherwise you’re second-guessing their ability to make the right hiring decisions for themselves, and that would be really overstepping your bounds here.

2. How can I support my assistant during a medical scare?

My assistant, who has been at her position for 15+ years, just let me know that she’d been putting off some health stuff for a while but just had a mammogram and they called her back for a follow-up. I am trying not to worry, but I also know that getting brought in for a follow-up does not happen if you get an all-clear, so basically, I’m terrified. She’s the best assistant I have ever had, and I know how lucky I am to have her both as my supervisee and just in my life in general.

Aside from telling her that her health and well-being is my highest priority and that she should never feel like she has to postpone health-related appointments due to work, and that she should take all the time she needs to get on top of her health, I don’t know what else do to. She developed a martyr complex over the years that we’ve really just started tackling/disassembling, and I’m not sure she 100% believes me when I say that it’s okay to miss work, even a lot of work, to take care of her health. What would you want to hear from your supervisor, if you were in her shoes? Other than giving her explicit permission to flex her schedule and take time off (she has plenty saved up) as needed, what else can I do or say? If it matters, we are both female, and I am about ten years younger than her.

You’ve pretty much covered all the bases here: You’ve told her that she can take the time she needs for medical appointments and you’ve made it clear that her health is a higher priority than work. That’s about all you need to do at this stage. In fact, doing any more right now might stress out her out further. Being called back for further follow-up after a mammogram is very, very common, and very few of those follow-ups turn out to be cancer. (This actually happened to me a few years ago, and lots of other readers too — there’s some discussion about it here. It’s really common.)

If it does turn out to be cancer, of course at that point there will be further conversations to be had, but the general principles you’re already using are the right ones to continue with — being as flexible as you can and being kind. But the odds are against that happening, fortunately, and I hope it doesn’t.

3. I ran into my interviewer at an industry event

I had an interview for a position with another company on Monday. The interview went well, I wrote my thank-you notes, etc. Now it’s Thursday and I’m at a big local industry event where both my current company and the company I interviewed for have a presence. After registration I noticed that the hiring manager for the company I interviewed with is also here! How do I handle this?

I’m leaning towards just allowing our paths to cross naturally and then just treating her as I would any other professional in my industry but it somewhat kills me to pass up an opportunity to sell my strengths. Ahh!! What to do! Do I pretend like the interview never happened?

This isn’t an opportunity to sell yourself; that would be weird, and probably annoying to her since she’s not there to interview you. But it’s an opportunity to show her that you handle yourself impressively in this type of setting — so yes, treat her like you would any other professional contact and be good at it — greet her warmly, say intelligent things, and generally act like someone who she’d be glad to send to industry events on behalf of her own company.

4. Giving extra notice in exchange for finding out what kind of reference you’ll get

I’ve been trying to locate something on your blog – where you wrote about asking what type of reference your employer will give perhaps in exchange for a longer notice period? Was this a thing or am I imagining it? That you’ll be willing to stay longer than the customary two weeks if they’ll let you know about what reference they will provide in the future for you.

Nope, that’s not something you saw from me! It’s reasonable under any circumstance to ask what kind of reference someone will give you; there’s no need to offer anything extra in exchange for that information. It’s always okay say something like, “As I think about references for the future, I wonder if you could tell me what kind of reference you’d feel comfortable giving employers.”

5. My boss says my W2 for last year isn’t due to me until 2016

There isn’t any information I can find about the problem I’m having with my ex-boss. I was fired on February 2 due to a lack of need for my position – pretty cut and dry. They’re selling the company at the end of the year and I’m one less employee who they have to give equity to.

I started working there in November 2014, so I’m expecting a W2 for November and December of 2014. However, my boss claims that because of my end date in February 2015, I won’t receive my W2 until 2016. This sounds totally wrong to me, but I can’t find information to tell me more.

What? No, that’s absolutely incorrect. Employers are required by federal law to issue you a W2 for the previous year no later than January 31. So they’re already past due, and the idea of waiting until 2016 is absurd — after all, you’ll file a tax return reporting on last year’s income this year. Here’s some info on what to do from here.

interview with a former professional matchmaker

Recently I discovered that a commenter here, Lauren, used to work as a professional matchmaker, and you can’t reveal that kind of info to me without me insisting on knowing more. Luckily, she graciously agreed to be interviewed, and here’s our Q&A.

How did you end up in this job? And how long were you there?

I actually applied to this position as a little joke to myself. I had quit a job the week prior with nothing lined up, and in the midst of all my serious job applications, I saw this one. Figuring it would be fun or funny to be a matchmaker (and figuring that I needed to start receiving a paycheck ASAP), I applied and got called in later that day or the next day to interview. I was there for 8 months before I left to take a job that was more in line with my career goals.

Tell us a bit about how it worked.

Potential clients would schedule an appointment with one of our Directors, who would conduct an intake interview to find out more about the client, what s/he was looking for in a match, and then determine if we had the right database of members to suit that potential client’s needs. If so, the Director would offer a membership package which was a set number of months or a set number of dates, whichever happened last, for a set fee.

As a client, your experience was different depending on whether or you were a woman or a man (we served only heterosexual clients). If you were a man, you were assigned a Coordinator (me or two of my other colleagues) and that person was your main point of contact for the duration of your membership. As a woman, we all worked together on your profile. Our goal as Coordinators was to meet a quota that all members had to go out every three weeks. So, each week, we had a list of members who were due for a date and it was imperative that we set them up and send them out.

Each morning, the Directors would sit down with the Coordinators and we’d go over the list of clients who were due for dates and discuss who would be a good match for them. Once all the matches were made, the Coordinators would take any matches that impacted the men they were assigned to and begin calling each client to give them a brief rundown about who we’d planned for them to meet, and then to find a mutually agreeable time for the date to take place.

Each afternoon, we would call the restaurants where that night’s dates were scheduled to let the hosts know to expect our clients. We developed great relationships with a handful of restaurants around the city, so the hosts or bartenders would all be familiar with the process and help facilitate the introduction. After the date, each client was expected to call us back to let us know how it went, and we’d use that feedback in making their next match.

Of course, this didn’t always work well. Our client database was heavily skewed towards women, and people could be very specific in what they were looking for to the point where we just couldn’t help them based on our clientele. Sometimes our focus on meeting our weekly quota caused us to make matches that we knew wouldn’t be great (though, sometimes these bad matches ended up going well — we even had a couple get married, even though we dreaded matching them up originally!). We had favorites and we had people whose calls we’d ignore for as long as possible. For the most part, we really wanted to do our jobs well and make our clients happy, but a lot of the process is luck and numbers and unpredictable chemistry, which we had no control over.

Why were the male clients handled differently (assigned a single coordinator) than the female clients?

Stereotypically, men have a hard time discussing personal things like feelings on dating to a wide circle. Women, again stereotypically, don’t have difficulty with this. For that reason, the men were given a specific point of contact so they felt that they were only confiding in one person who was their “champion” of sorts, and with whom they could develop a strong client relationship.

We also had three or four times the number of women in the service than men, so it was easier to keep tabs on everyone if Coordinators were responsible for tracking their assigned male clients and whichever women they were matched up with that particular week.

Fascinating. Something you mentioned earlier — did you ever find yourself setting up a match less because you thought it was a great match and more just because you had to meet that week’s quota?

All the time. In fact, sometimes our boss encouraged this. He was a numbers guy, and I don’t think he decided to buy a matchmaking franchise because he’s a sucker for love. He saw the profit in the business and focused on that. There was a lot of pressure on the staff to meet our numbers, sometimes at the expense of our clients’ experiences.

We did try to exhaust all possible good matches before resorting to a quota-driven match. The staff was committed to creating great matches when possible, especially because the clients were people that we developed relationships with over the course of their membership. We didn’t want them to hate our service or hate our work (or hate us personally!). But sometimes, it was inevitable.

Tell us about the “quota-driven” matches you mentioned that worked out.

One of my favorite stories is about a client (I’ll call her Beth) who was very difficult to match. She was an older client (in her 60s) who didn’t mind being matched with older men, so long as they “didn’t look old.” We went through all of our older men who didn’t look old and then ran out of people to pair her with. There was only one man left to match her with (I’ll call him Sam) and while he was a lovely person, he definitely looked his age or older.

Inevitably, Beth came up on our list of clients who had to be matched in order for us to hit our quota, and we all got very nervous about setting her up with Sam, but we did it because we had to. Fast forward eight months later when Beth and Sam got married!

What kind of training did you get? Or were you basically just expected to use the same skills that you’d use to match up your own friends?

There was no training. One of the steps in the application process was to take a test that gave the business owner (my boss) a sense of your aptitude and abilities in customer service and ability to think both logically and creatively. This test wasn’t really a good measure for any of those things, but my boss weighed it heavily and I think he felt that if you had the aptitude for those things, then you could figure the job out. The training was mostly by doing, and by following the examples set by my coworkers.

Did you think that getting no training was weird? (I can totally imagine myself at 23 not questioning that at all, and thinking that of course I was equipped to be professionally matchmaking.)

I didn’t think it was weird, and not because I thought I was already well-equipped to be a matchmaker, but because I assumed it was the type of role that was best learned by doing. I also had just left a job that was a managerial role that included no training, so I sort of felt like it was par for the course.

Did you ever end up doing any “coaching” for the clients — like advising them to ease up on a certain behavior, or not be such a stickler about a particular requirement in potential dates?

There were a few times when we had to have these kinds of difficult conversations regarding behavior. I remember one client who had a reputation of being very “handsy” on his dates, so my coworker had to call him up and explain that this behavior wasn’t acceptable and was partly the reason he wasn’t getting second dates with his matches.

We constantly had to have conversations about criteria for matches. This was probably the most frustrating part of the job. Clients wanted matches who were fewer than X miles from downtown, or who only liked rock-climbing, or who were fifteen years younger than them. And then they would get angry with us that we didn’t have this mythical person in our pool of clients. We had to have a lot of conversations with clients that consisted of, “What you find attractive and what I find attractive may differ, so no, there’s no way that I can only set you up with ‘hot’ people.”

With the client who had to be told to stop being so handsy with his dates, was he receptive to hearing that? Did he get better after that?

He got pretty defensive, as you might imagine. After our conversation, his behavior never improved and we actually had to ban him from the service.

Did you start to feel personally invested in your clients’ lives? I can imagine it would be easy to fall into feeling responsible for whether a match did or didn’t work out, or starting to become worried that someone was having a string of bad dates.

Oh, absolutely. With some clients, the rapport we developed was such that we started to get to know them beyond their preference for dates, and so we’d be really invested in them because we knew them as people and not just clients. We all had favorite clients and pet projects, and were particularly invested in their success.

What surprised you the most from doing this work?

I was amazed at how much confidence the clients would put in a bunch of 23-year-old women to help them find love. Some of our clients were really high-profile people, and I almost felt like I was doing a disservice to them by being their matchmaker. What did I know at 23 that these people didn’t know at 45? (The answer: Nothing. I just had access to people that they didn’t yet know.)

Did you draw any conclusions about dating that you’ve carried with you since leaving the job?

One of the things we told our clients all the time, especially when we were matching them with someone who didn’t meet their on-paper criteria, was that dating was a numbers game and that chemistry doesn’t pay attention to whether your match likes rock climbing or not. We would tell them this so that they’d just agree to suck it up and accept the match and go on the date. It turns out this is true! You can want to meet someone two years older than you, with a Master’s degree, who’s never been married before and have no kids. But you can end up falling in love with a young divorcee who has a child from a previous marriage and never went to grad school. You just have to be open to everything.

Previous interviews:
interview with an incredibly diplomatic person
interview with a lab worker at the Arctic Circle
interview with a former receptionist at a legal brothel

make better decisions by conducting pre-mortems

Last week, I briefly mentioned “pre-mortems” — an exercise for foreseeing obstacles and making better decisions from the start. The idea is to imagine that it’s months down the road and the project has failed, and then work backwards to figure out why that happened. That way, you can adjust your planning ahead of time to avoid that happening.

People seemed interested in the concept, so I’ve written a whole post on how to conduct effective pre-mortems.

A pre-mortem is, as it sounds like, the opposite of a post-mortem. The idea is to imagine that it’s months down the road and the project has failed, and then work backwards to figure out why that happened. That way, you can adjust your planning now to avoid that happening.

This approach will get your team beyond the optimism that people often feel at the start of the project and invite them to think about how failure could occur, in a context that doesn’t make people feel like overly pessimistic naysayers. Plus, by directing inviting people to imagine why the project could fail, you’ll make it safe for people who might be nursing private doubts to speak up. It’s also often easier for people to voice dissent when it’s framed not as “I think X will go wrong,” but rather as, “If we’re looking for possible failure points, X could be one.”

To conduct an effective pre-mortem, follow these steps:

1. Assemble a group of everyone who be even remotely involved in the project. If you leave people out, you risk introducing blind spots that you won’t know about because the person who could have spotted them wasn’t included in this conversation.

2. Brief your group on the project – what you’re doing, why, how, and what outcomes you’re aiming for.

3. Now ask the group to imagine that the project is behind you, and that it’s failed.

4. Have each person take a few minutes to write down every reason they can think of for why the project failed. Make it clear that there are no limits to the possible failure points that are appropriate to mention here – it could be something logistical, like a new retail site not having enough parking, to something internal like lacking enough support for the project from senior management, or even something personal, like a key person on the project needing time off to care for a sick family member.

5. Have each person share their list with the group, while you or someone you designate takes notes on every point that’s raised.

6. Now you have a list of possible failure points to think through and figure out how you can guard against them or neutralize them entirely.

By anticipating challenges and avoiding overconfidence at the start of your planning, you can significantly increase your chances of having projects go successfully.

my manager gave me critical feedback but refused to give specifics

A reader writes:

I work for a large retailer and have had several roles there. I was having a difficult conversation with my boss regarding career development when she interjected that someone on another team that I work with, she couldn’t say who, said that “I wasn’t working with enough urgency.” I asked for clarification or a specific example of a project I did not complete on time and she couldn’t provide me any.

This interjection did succeed in burning through the rest of our meeting about career development and got her out of having to finish her conversation. The whole thing really bothered me. I remembered having a conversation with a peer in another department about her boss doing the exact same thing. I’ve also had past managers use this on me in the past. I seem to fall for it every time, it puts me on the defensive, makes me question my relationships with my peers and is distracting from the topic at hand.

Is this some kind of technique that these managers were trained to use to redirect a conversation? What is an effective way to counter this behavior to bring your boss back to a difficult conversation?

No, it’s not a technique. It’s just managers being thoughtless about how they’re giving feedback. The reason you’ve heard about it more than once is because there are lots of managers out there who don’t know how to effectively handle secondhand information.

The most problematic part in this case is the total lack of specifics. “You weren’t working with enough urgency, but I’m not going to tell you whether it was on a single project or in general, or why I think this” is not useful or particularly actionable feedback, and of course it’s going to make you feel defensive and paranoid.

It’s almost as if managers who do this think that they’re obligated to pass all secondhand information along without first investigating it themselves or making their own determination of its accuracy or utility. It’s silly, and it’s bad management.

And to be clear, managers, if you get secondhand feedback, the first thing you do is to try to observe the behavior for yourself. If you can’t do that and it’s serious enough that you feel you need to address it, you ask about it; you don’t just assume it’s true.

As for what to say in response to your manager in this case, I’d say: “I’m always interested in getting feedback from you about how I can do better, but without a better understanding of what the concern is, I’m not sure what actions I can take in response. Do you have concerns about how quickly I work or my sense of urgency? If so, talking about specifically what you’d like me to do differently would be very helpful to me.” And if she again repeated that she was just passing on someone else’s impressions and couldn’t provide specifics, I’d say: “Without more specifics, it’s hard to know what to change. But I’ll give some thought to whether there’s something to this, and if you ever have specific feedback for me, I’d really welcome it.”

And of course, it’s also smart to be honest with yourself about whether there might be something to the report, regardless of how poorly it was presented to you. In this case, I’d think about my speed and sense of urgency compared to other people’s and be honest with myself about whether someone could legitimately see issues there. There could still be something to the feedback, and you don’t want to totally discount it just because it was presented in a crappy way.