how to figure out how well you’re doing in your job — and talk about it in a performance evaluation

In last week’s open thread, a commenter offered this excellent advice on how to how to (a) prepare for a performance evaluation when you haven’t received much feedback and aren’t sure where you stand and (b) figure out how well you’re doing in your job overall:

Try to assess your performance in the role as honestly as possible. That means going back to your job description for the core duties of the position, and then expanding your view to encompass other aspects of your performance that make a difference to the company and your manager (getting along with others, good judgment about when to escalate issues, etc.). If there are others in the role – or others who have similar duties – this can help you calibrate your scale.

If part of your job is responding to emails, for example, do you respond as quickly as others do? As quickly as your manager would like? Have you received any “thank you for getting back to me so quickly” messages from your work partners – or is your inbox full of “why haven’t you done this – we’re waiting” messages? Try to be as objective and data-driven as possible.

Think about what your impact has been to the business. Did you work extra hours to finish your part of a successful new business proposal, or offend the firm’s biggest client? Improve the efficiency of a process, or force others to redo their work because of a mistake you made? Think about this from the perspective of a business leader who does not know what you’re thinking. If you smile and say cheerfully “I’ll get right on it” when someone hands you a task you hate, no one else knows that you are secretly seething. Like the old song says, “You can’t go to jail for what you’re thinking” so set that aside and focus on your impact, your performance, and your visible behavior.

In speaking or writing about your performance, manage your adjectives and adverbs. Up the positives very slightly, and acknowledge any issues in a neutral fashion. If you are unhappy – or are thinking about the negatives – you will have a tendency to overdo the discussion of those items. “I was concerned that I didn’t position the message properly for the audience when I sent the email about the Chocolate Teapot account to the board, so I’m [taking extra time to review / having trusted colleague help me with] any future emails to this audience” is appropriate. “I know the Chocolate Teapot account email was an unmitigated disaster – completely inappropriate, and totally destroyed the our reputation with the most important people we deal with” may convince the manager that he or she didn’t realize just how bad it was. Pay attention to your wording.

If your manager gives you any positive feedback, thank them and let them know you appreciate the recognition of your good work / contribution / positive attitude or whatever. For negative feedback, take it well. Late report every month that preventing the closing of the books? You’re sorry about that, and [corrective action you can take / frank discussion of legitimate issue you need your manager to help with (such as not receiving the data on time)].

If the feedback seems a little more personal, keep your cool and pretend you are a scientist hearing the results of an experiment and preparing to try again after making adjustments. Sarah thinks you’re unfriendly? Discussion of what would help, followed by conclusion that you’ll make sure to smile, greet her, and chat for a few minutes every morning. You are adjusting the part of the work system you control (you) to improve overall efficiency. It’s not personal. As a manager, I am happy to work with someone who is willing to be coached. I don’t need to deal with unconstructive attitude or ego (well, actually I do – it’s part of the job on occasion, but I will avoid the problem by eliminating it where I can).

someone who was rejected for my new job reached out to me

A reader writes:

I recently went through 6 rounds of interview stages for a telecommute position. The stages included a resume and phone screening, a questionnaire, multiple phone interviews, and finally an in-person lunch. It took almost 2 months, but I’m happy to report I was offered and accepted the position.

I enthusiastically updated my information on LinkedIn and sent out new contact information to those in my network. I received a request to connect on LinkedIn, and it was from another planner who participated in many of the same groups I do. I didn’t see anything out of the ordinary so I accepted the request. She immediately sent me an email congratulating me on my new position and mentioned that she was the other finalist in the last round. She asked if I knew of any other opportunities and I responded back with some suggestions, said thank you, and moved on. She then responded back with another message, noting our “similar backgrounds,” and at the very end said that she understood why the hiring manager selected me…it had to have been because she had less experience working for nonprofit associations.

Needless to say, I was a little taken aback. It’s one thing to reach out to congratulate the selected candidate for a position, it’s quite another to speculate why someone else was selected over you. It’s okay to be curious and compare backgrounds, but where does a candidate draw the line, suck up a “rejection,” and move on? What are your feelings on job candidates that contact the selected candidate?

I think you’re right in finding it odd. Frankly, it would be odd for her to reach out to you even if she weren’t openly comparing your background to her own, but it’s additionally graceless for her to openly speculate on why you were hired over her.

It’s possible that she meant in a complimentary way, of course — “look at your fantastic experience!” — but it’s still a little off. And what are you supposed to say in return — “sorry you didn’t get the job,” when you can’t possibly be sorry?

Besides, it might not have been about your experience versus hers at all. It might have been your smarts or your judgment or your rapport with the interviewer or your amazing reputation or how you impressed everyone in the interview or the fact that you’re the owner’s cousin. There’s no way to know from the outside.

I understand that when you’re rejected for a job, it’s natural to go looking for the reason why … but you can rarely know the real answer, unless you get feedback directly from the hiring manager (and even then, it often’s not the whole picture). So she’d be better off not speculating and simply moving on.

That said, I wouldn’t put it in the category of crazy behavior or anything like that … just not the smoothest.

how to get a reluctant employee to take on a new task

A reader writes:

The person who took minutes at our board meetings has moved on, and I’m leaving her position vacant for budget reasons. I want our bookkeeper to take this duty on, because she has already shown she’s trustworthy with sensitive information, and I feel she’s the best person on our staff for this. However, when I asked her to take on the duty, and she said she doesn’t want to. Now I feel stuck, because it’s not the type of board where any of the members would likely take the minutes (I asked several of my neighboring organizations, and all of them have a staff member take minutes). I know that I can’t take them myself and run the meeting at the same time.

I wouldn’t be able to give her a raise for this — it’s just an extra duty that I need her to do and I know that she has the time to do it. I really want her to do this, and am fighting the urge to say “I’m the boss and what I say goes!” (I don’t want to be that kind of boss, but on the other hand, I don’t ever recall telling any of my previous bosses no when they asked something of me.)

So, do you have any suggestions on how to get an employee to take on a duty that they’re reluctant to take on, without resorting to “because I said so” tactics? I don’t know what I’ll do if I ask again and she still doesn’t want to do it.

I wrote back and asked, “Why doesn’t she want to?”

The letter-writer’s response:  She seemed very nervous about it because she’s never taken minutes before. She said “I don’t want that responsibility.” I think she may be intimidated by the board (unnecessarily so).

Not wanting to do it because she’s nervous about it is actually easier to deal with than if she didn’t want to do it because she just didn’t want to do that particular project.

In this case, I’d address her worries head-on. Ask her what, specifically, concerns her about that, and then speak directly to that. If she’s nervous about being around the board members, assure her that she’ll get used to them quickly and that they’re a friendly, informal group (or whatever), and maybe that it will be useful for her to have those contacts. If she’s concerned about being responsible for something so high-profile to the board, in case she makes mistakes, assure her that you know she’ll do well at it and that you’ll talk through with her what’s expected in detail before she does it (as well as show her previous notes, talk through what does and doesn’t need to be recorded, and so forth).

If she still resists, tell her, “You’re really the best person on staff to take this on right now, so I’d like you to try it and see how it goes.”

If she still resists after that, say, “I hear you, but we don’t have other viable options right now. So I do need you to take it on, but I’ll help you through it.” (And then make sure you do.)

Then, after she does it, thank her afterwards and tell her that you appreciate her taking it on despite her reservations. And if you can point to anything especially well done in the way she approached the job, tell her that too.

Now, if her objections were of a different sort — if she just didn’t want to do it — you’d handle that by addressing that directly too: explaining why you needed her to and why other options weren’t feasible, and then using the same language above.

In situations like this, you also want to be open to hearing what a person’s objections really are. Sometimes they might be legitimate — the board meetings might be held at at a time when she has family commitments at home, or she might know from experience that she can’t write quickly enough to be a reliable note-taker, or she might anticipate this interfering with the rest of her job, or she might feel that the request is wildly outside of her job description (and I do mean wildly — not like asking a a bookkeeper to take notes, but more like asking a bookkeeper to pave a driveway). In a case like that, you’d want to hear the person out with an open mind and think about whether there’s merit to their position, and whether a different alternative would make more sense. So you don’t want to just instantly dismiss someone’s concerns — you want to genuinely consider what they’re saying, even if you ultimately conclude that you need to stick with your first request.

Read an update to this letter here.

nose-picking interviewers, calling in sick for insomnia, and more

It’s seven short answers to seven short questions. Here we go…

1. My boss gave my assistant a raise without discussing it with me

The executive director of our organization gave my assistant a raise without discussing it with me. I am very conflicted about this because on one hand she totally and completely deserves this raise but on the other hand she is my assistant! I feel that I should have been consulted (or at least notified). Our organization is fairly small (less than 50 employees) but only 20 of us work in the admin building. We all work very closely and I am sure the ED has noticed how hard my assistant has been working and what a good job she has been doing. As far as I know, no one else received a raise.

I asked the director of my department if he knew anything about it and he didn’t either. I only found out when I was cc:’d on a memo that got included in my assistant’s paycheck. Luckily I got the memo before she got the paycheck so I was able to tell her in person. Am I being unreasonable for being upset about this? Is this normal?

No, that’s problematic. You need to be in the loop on things like this — first, because you should have input into the decision and the timing (what if her performance had been slipping recently and your boss didn’t know about it, or what if you’d promised her a raise in X months if she met specific benchmarks?), and second, because if it looks to her like you didn’t know about it, it undermines your authority as the source of consequences (including good ones) for performance.

Talk to your boss and explain why you’d like to be part of the decision-making process on things like this in the future.

2. Is insomnia a valid reason to call in sick?

Do you consider insomnia a valid reason to take a sick day? I don’t mean “I’m a little tired” or “I stayed out too late last night,” but legitimate “I’ve been lying awake for the past 6 hours and now I have to get up in 2 and I’m still not able to fall asleep” insomnia.

I have been dealing with this since I was a kid and usually have it under control enough to function the next day, but sometimes there is nothing I can do. (I do have a prescription for Ambien, but it really knocks me out for 8+ hours and sometimes I don’t know I need it until too late.)

Yes, I think it’s a perfectly legitimate reason to take a sick day. You’re going to have just as much trouble functioning and be just as miserable as you would be if you went into work with a “real” illness. That said, there are some offices (and some managers) where I wouldn’t be that specific about it and would instead would simply take a sick day without getting into the reason.

3. Should I tell my boss that I hope to start my own nonprofit at some point?

I recently started working for a large nonprofit. My supervisor has regular meetings with me and puts a lot of emphasis on both long-term and short-term career goals for me as a person, not just for me in my position. She often asks me to share my career objectives.

The truth is that I hope to one day open my own nonprofit in a similar field, in the next five years. Is that too much information to share with my supervisor? While I feel that she could help me to take classes in nonprofit management and the like, I also feel that it could backfire on me and they could write me off as eventually planning to leave. Should I just pretend that my aspirations are lower and tell her that I look forward to moving up the ladder and becoming a director, etc?

I wouldn’t lie and say you have aspirations that you don’t have, and I think it’s fine to tell her that one day you’d like to start your own nonprofit — but I might not share the five-year timeline, because that’s very soon and it will make you sound like you might be more committed to that plan than to the nonprofit you’re currently working at. (And if I heard someone wanted to start their own nonprofit in the same field as mine in the near-ish future, I might be concerned about them having access to my donor lists and other proprietary information.)

It can also sound a little naive, for whatever that’s worth. Starting a successful nonprofit is a huge amount of work (for very little pay for the first few years, in most cases), requires a huge amount of fundraising, and often fizzles out unless you have a real donor base to draw on. That’s especially true when there are already organizations doing similar work and you have to credibly show how you’re going to get better results than they do.

4. My boss has a social clique at work

My department was merged a couple of years ago with one in which the boss and small staff of three employees were pretty tight — they had been coworkers before the boss was promoted. Now the boss has lunch every day, behind closed doors, with three coworkers and definitely treats them differently than the other staff. Sometimes she even ignores her other staff members from the new department if she’s in a bad mood, but has her “friends” to fall back on. She gossips about people throughout the organization, but gets upset with her staff members don’t feel comfortable telling her anything in confidence. You advice on handling this situation?

She sucks as a boss, in a big way. All you can really do is accept that she operates this way or find a new boss. But if you happen to have a good rapport with someone above her who has good judgment, you could consider mentioning it discreetly — no competent manager would be okay with a manager below them doing this.

5. Recruiter wants not only my Social Security number, but also my city of birth

I just had a call with a recruiter who had a position that sounds like I’d be a good fit for. My concern is that he said in order to proceed he needs my city of birth and the last 4 digits of my SSN in order to submit me to the client’s system. Is this a normal request? I’m not crazy about sharing this information without an actual job offer in hand and even then I don’t know why they would need my city of birth. Any thoughts?

My thought is that when a recruiter wants the same information that identity thieves want, there’s a problem. I can’t imagine why he wants your city of birth. They might need it at some point for a background check, but they sure as hell don’t need it now. I’d tell him that you’re concerned about giving out that particular combination of information because of identity theft concerns and ask what the company will be using it for. If he says it’s in case they need to do a background check down the road, tell him you’d be glad to supply it at that point but don’t want it sitting in a database somewhere unless things progress to the point where it’s needed.

6. Nose-picking interviewer

I’m currently job hunting and had a very strange interview experience yesterday. I’m not usually one for describing any bodily functions or related habits, so I apologize to you and your readers for the potential gross-out factor of my story.

I was sitting at a table with the person who would be my supervisor across from me and her supervisor to my right. The interview started with the usual questions, both ladies were very friendly and immediately put me at ease. About three quarters of the way through the interview, the lady to my right (The Big Boss) scratched at her nose and then got a tissue. I didn’t pay much attention, but she then proceeded to pick her nose for the remainder of the interview. I’m sorry to be so graphic, but first she used the tissue, then she put the tissue down and picked her nose with her finger (non-stop) for more than seven or eight minutes.

I was so thrown off that I just couldn’t look at her, I tried to stay focused on the lady in front of me. I thought perhaps she might give me some visual cues that she was slightly uncomfortable with what was going on, but it was hard to read her. Although I was still answering the questions, I spent the rest of the interview fretting about how I would get out of shaking the woman’s hand after she’d been digging for bullion in her nasal cavity.

How would you read into something like this? Is it a massive red flag or just a potential quirk (perhaps a nervous habit, or something that should be written off)?

Sometimes I wonder if you guys think that every incident of weird behavior is a hidden signal about what a job would be like, but it’s not. This woman is gross and picks her nose in public, for a sustained period of time. I don’t know how to interpret that any more than you do, other than that some people are just gross, and she’s one of them.

7. I was told I’d earn a salary, but now I’m being paid hourly

I recently started a job at a nonprofit as an administrative assistant. During the interview process, they told me the annual salary and then in my offer letter they told me my monthly salary. However, when I arrived at work, they told me I had a time card I needed to fill out, and so now I’m being paid hourly. This seems deceptive to me, that they can advertise an annual salary but pay me hourly. What are your thoughts?

That’s not uncommon. If you’re non-exempt, which you probably are as an administrative assistant, it’s common to calculate your salary hourly, even if it’s formally stated as an annual salary. Many people who make, say $45,000/year actually make $21.63/hour. (The assumption is that you’ll work 2,080 hours a year — 52 40-hour weeks, generally with some paid time off in there.)

can I ask how many other people are being interviewed for the job?

A reader writes:

When the interviewer opens up the floor for questions, is it appropriate to ask approximately how many other people the manager is interviewing for the position?

I would not ask this in interviews for administrative/office positions since the company would presumably have received a couple hundred applications for one position. However, I’m also applying for a lot of positions in food service, and there, more places tend to hire for multiple positions at a time, generally two or three, and I like knowing how many people they plan on interviewing so I can better estimate my chances on receiving a job offer.

Would this question come across as too intrusive and pushy? Or is this a valid piece of information to inquire after?

It’s not that it’s intrusive or pushy, exactly; it’s more that it raises the question of what conclusions you’re planning to draw from the information, and it can be mildly awkward.

The thing is, you say you’re asking because you want to estimate your chances of a job offer, but it doesn’t really work like that. They could be interviewing 15 people, but if you’re a great fit, your chances are better than 1-in-15. And they could be interviewing only two people, but if you’re not a really strong candidate, your chances aren’t 50-50. So it sounds a little naive — because offers aren’t mathematical probability equations — and also slightly lacking in confidence.

So given that, plus the fact that the question doesn’t give you truly useful information, I’d skip it.

my boss enters my office without knocking and interrupts phone conversations

A reader writes:

I work in a small private firm. I am not really happy with the way my manager does certain things, and I wanted to know if this is normal manager behavior or if I am overreacting. Two things:

1. I share a room with another female coworker. My manager always barges into our room even when the door is closed. He never knocks. I find this very rude. I understand he is my boss, but I do not think it is appropriate for him to do that. Also, he consistently interrupts our conversation when he walks in. (Sometimes our conversation is work-related and sometimes it is personal.) As an employee, I would stop my conversation anyway and hear what he has to say, but it is like he does not bother with the courtesy of even saying “excuse me.” Am I overreacting in thinking he needs to treat his employees more courteously?

2. Also, he has a habit of interrupting me when I am on a personal call. I make a special note to make or take minimum personal calls. However, I am just not an employee but I also have a family. Sometimes I have to tend to a 3-5 minute call. My manager barges into the room, sees me talking on the phone, and continues to talk to me like I am not on the phone. Every time, no matter who is on the other line, I have to put the person on hold while he chatters away about work for as long as he needs. I think common courtesy would be for him to ask me to come meet him in his office when I am done or ask me to make that call later. Again, I feel like he is very rude when he does that.

If this uncommon, how would you recommend I handle this situation?

Launching into a conversation with you while you’re on the phone is rude, yes. If he urgently needs to speak with you, it would be fine for him to say or signal that, but he shouldn’t just start talking away. (You, however, should probably tell the person you’re talking to that you need to call them back rather than putting them on hold for as long as it takes him to finish, which makes it look like you’re just waiting for him to finish so you can get back to personal business. Which I think you probably are, since you describe him as “chattering away about work for as long as he needs,” which is, um, appropriate for a manager to do during work time!)

As for the barging into your office without knocking … yes, ideally he would knock, but I can tell you as a manager that I would not be pleased if I found that you and your office mate were routinely closing the door to have personal conversations, and if there’s a lot of that going on, I can see how he might start just opening the door, walking in, and saying what he needs to say. And if he’s as busy as a lot of managers are, it’s not horribly unusual that he just announces what he needs, rather than standing there waiting for your conversation to stop.

And really, he shouldn’t need to — particularly if you’re discussing personal things. You should stop when he comes in and see what he needs. If you’re continuing your conversation while he’s standing there, I can understand why he’d just start launching into what he’s there for. (And yes, ideally he’d start with “excuse me” — but ideally you wouldn’t make that necessary, either.)

Frankly, if I were him, I’d wonder why you have your door closed so often and why you’re so often in the middle of personal conversations when I need you for work issues. And yes, of course, if he’s concerned by that, he should say something to you directly … but as has been well documented here, most managers aren’t perfect and yet it’s still in your best interests to figure out how to work well with them, for as long as you want to stay there.

In any case, this is this guy’s style. He sounds a little impatient and he’s someone who jumps right in and doesn’t observe all the social niceties that you might like in these occasions. But those aren’t terrible crimes.Why not just recognize that he doesn’t like to wait, wants to talk when it’s convenient for him, and isn’t inclined to be thwarted by a closed door? Knowing that, you can adjust your expectations accordingly. (And make sure not to ever change clothes in your office.)

10 things bad managers say

Managers’ words carry enormous weight with the people they manage – and the wrong words can destroy employee morale and motivation. Yet bad managers go on saying the wrong things over and over again.

Here are 10 of the most common phrases you’ll hear from bad managers – and why they’re wrong.

1. “You’re lucky to even have a job.” This is a favorite refrain of bad managers who really mean, “You should be grateful that you’re employed during this bad job market and therefore shouldn’t complain about any conditions of your employment, no matter how bad.” These are generally managers who don’t know how to deal constructively with problems or staff feedback. If your manager says this, take it as a sign that you’re dealing with someone inept.

2. “Just figure it out.” Sure, there are times when employees really should be able to find solutions themselves, but in general, managers who say this are abdicating their responsibility to guide and coach. Even if the question is one that a reasonable employee should be able to solve on their own, a good manager would more clearly say, “This is something that I’d like you to handle yourself, using resources X, Y, and Z.” “Just figure it out” is both lazy and unkind.

3. “I received an anonymous report…” Good managers will do everything they can to avoid citing anonymous reports when talking to employees. Sometimes managers do need to address problems that they were told about in confidence, but when that happens, a skillful manager won’t put the focus on the anonymous reporter, but rather on the problematic behavior that needs to be addressed.

4. “I don’t have time to do your performance evaluation, but you’re doing fine.” Part of managing well is supplying thorough, nuanced feedback. It doesn’t have to be through a formal performance evaluation, but “you’re doing fine” doesn’t come close to cutting it. Employees deserve to know what they’re doing well, how they could be doing better, and where they should focus on developing.

5. “That’s a dumb idea.” Let’s face it, not every idea is a brilliant one. But good managers know that you won’t hear the great ideas if your staff is afraid of being insulted and shot down when they brainstorm. Great ideas usually come from environments where it’s safe to think out loud and toss ideas around, good or bad.

6. “That dress really flatters your figure.” Commenting on employees’ physical appearance – particularly their bodies – is a good way to make people uncomfortable (few people want to feel that their boss is assessing their attractiveness), as well as invite harassment complaints down the road.

7. “You don’t need to know what this is for – just do what I tell you to do.” Sure, it could be faster to simply bark out orders without providing any context or rationale. But that’s how you end up with a staff of employees who don’t think beyond what’s required and don’t feel any ownership for their work – and the good ones will move on to a company where they’re allowed to feel a personal stake in their work.

8. “What’s wrong with you?” Feedback should never be personal. Good managers keep the focus on behavior that needs to change – writing skills, attention to detail, judgment, or so forth. They don’t make it personal and attack someone’s intelligence or worth.

9. “Your job is what I say it is.” This is of course true; your job is what your manager says it is. But bad managers generally say this when an employee is resisting doing work outside her core role. By contrast, a good manager will explain the circumstances when a role needs to broaden or change, rather than simply falling back on “I control what you do.”

10. “You’re so much better at this than Bob is.” Putting down another staff member, even when it’s supposed to be a compliment to another, signals to the employee being “complimented” that it might be her you’re putting down someday. Employees want to trust their managers to give them feedback in private, not make unflattering comments about them to their coworkers.

I originally published this at U.S. News & World Report.

company took away our lunch room, high school on a resume, and more

It’s seven short answers to seven short questions. Here we go…

1. Our boss took away our lunch room

I work at a legal services company in California. Our boss (president/CEO) recently made new rules for the employees and I just want to know if these are ok. Our company offers conference rooms to our clients to use for mediations, meetings, etc. We’ve been allowed to use these rooms (when unoccupied) to take our 30-minute lunch breaks. Since we don’t have a break room, this has worked out perfectly.

Our boss recently took away that option and has suggested we find some other place to take our lunch breaks. There is a small table with four chairs in the back hallway, but it’s also right across from another conference room where clients can see us eat and will interrupt our lunch break to have us help them with whatever they may need, even though we’re off the clock. We don’t all go to lunch at the same time, but a lot of us want our privacy, away from clients, to relax during our breaks. Some of my fellow colleagues have even gone down to the parking garage, 14 stories down, to eat their food in their cars. We’re all really frustrated about this and have no idea where to start to fix this problem.

Well, not every workplace offers a spot for lunch breaks. You may have to leave the office (is there anywhere around you that you can go?) or eat at your desk. That’s not ideal, but sometimes that’s all that’s possible. That said, you can certainly explain the problem to your boss and see if he’s willing to put one of the conference rooms back in use as a lunch room. He might be — or he might not, but you should begin by asking.

However, if you’re running into the issue of clients spotting you eating and interrupting you while you’re off the clock, that’s an issue that does need to be solved, since California law requires that you be given a 30-minute meal break — which means you’re not working during it. Plus, if you’re non-exempt and you’re clocked out during this time, you’d need to be paid for any time spent helping clients while you’re supposed to be eating. So you should absolutely point this part of the problem out to your boss — but be aware that the solution might be “go outside the office to eat, even if it’s to the parking garage.”

2. How can I tell if there’s another qualification my interviewer is looking for?

The last two screening interviews I have had did not progress to an in-person interview. I asked for and actually got some feedback, and in both cases, they said they were looking for someone with X (a different X in each case) and felt that their other candidates would be a better fit in that regard. In both cases, I actually do have a lot of experience in both Xs but was not asked about it, nor was it mentioned in the job description. I even asked if they had concerns I could address at the end of the interview.

How can a candidate be expected to address a concern that is not mentioned? Is there a question that can be asked up front so I know how to tailor my answers?

Asking whether the interviewer has any reservations about your qualifications that you could address is the best way to elicit that sort of thing, but you tried it and it didn’t work. At that point, there’s not much more you can do. You can’t control for this kind of thing perfectly, unfortunately.

3. Can I do an internship while keeping my current job?

I’m currently employed, but I discovered a potential amazing opportunity with another company. They would require a part-time internship of 3 months, but I am told that everyone usually gets hired and even before 3 months. As much I like where i work, I think I could have a much better career with the other company. Obviously, I would like to keep my current job and intern at the same time. How would you approach a supervisor in this situation?

A couple of suggestions I received were to just say that for personal reasons I need to work part-time or if that if that is not acceptable to request 2 months of unpaid leave. One problem is my supervisor will be very confused and question this sudden request. On top of all this, I am expecting a promotion in the next few months or so, but I don’t want to tarry too long in starting the internship.

Yeah, you’d almost certainly need to explain why you were requesting to move to part-time or to take a two-month leave, since those are both unusual requests in most jobs. That means you’d need to come up with a lie to explain it, which is a bad idea — both because it’s, you know, lying and because if your current employer found out what you were really doing, you’d almost certainly be fired.

I don’t think you can have your cake and eat it too here — you’re going to need to pick one or the other. And I’d be very wary of quitting your job for a 3-month internship with no guarantee of employment after that (and I’m also not sure how amazing an opportunity it can really be if it starts with an internship).

4. Do I really need to remove high school from my resume?

I just read that high school has no place on a resume ever. I’m a recent college graduate and I just got my first “real job,” and it involves working with kids preparing them for success in high school and applying to college. I had my high school listed on my resume with academic honors (national merit scholar and whatnot), and I think it might have helped me to get the job, but maybe I’m wrong. They mentioned that they were impressed by my academic success and that it showed that I’m a good fit. Is it still time to delete that section from my resume?

Yes. For that particular job, it might have been appropriate to talk about your high school experience in your cover letter, but high school doesn’t belong on your resume. Very few employers care what you did before college, unless you did something truly magnificent, which most of us didn’t.

5. Can I be required to work after my shift has ended?

If I have clocked out for the day and am heading towards the exit, can I refuse to clock back in if my managers then decide they need my help with something? I am not a seller, but am obliged to help out of concern for how superiors my retaliate. I work in a high-end retail store where clients often want things last minute.

You can say no, but they can fire you for that, if they choose to. In other words, your employer can indeed require you to work past your scheduled shift, even if you’re already on your way out. That said, explaining that you will be late for X (an appointment, picking someone up from the airport, or whatever) will generally work in most reasonable workplaces — but simply refusing won’t go over well and is a good way to ensure that you’re never asked to clock back in at all.

6. What should I delete from my computer before handing it in?

I’m in the process of changing jobs internally. As part of the process, I’ll be getting a new computer. I’m doing things like deleting temporary files, browsing history, cookies, personal documents, etc. Is there anything I’m overlooking? I want to leave the computer clear of personal information. I know this isn’t a typical AAM area, but I thought other readers may have gone through this too.

Don’t forget your email — deleting anything personal you’ve sent or received, as well as anything work-related that’s sensitive. I’ve found emails I never should have seen after employees have left, and it never fails to amaze me that people leave that stuff on their computers.

7. Can I list landlord-ing on my resume?

I have been a landlord for 8 years now (we have two small houses on our half acre of land) and I’m wondering how to get this experience on my resume. We’re in California where tenants’ rights are strict and I have learned the ins and outs of our legal system. We’ve had four sets of great tenants and one bad tenant who I successfully sued in small claims court. I think this is all great experience that I would like to share somehow. Maybe not the suing people part. That might make employers a little nervous.

Can I list it on my resume as Smith Property Management or do I mention it in my cover letter?

You can absolutely list it on your resume. It’s work, and it’s a revenue-making enterprise that you’ve clearly learned things from.

I promoted one employee and now her former peer is unhappy

A reader writes:

I have two employees who have been long-time friends. They were going out to lunch on a regular basis, had the same job title, came up through the same industry, and were basically a complimentary pair to the work they were doing. However, the time came when I needed to promote one of them as I needed a full-time manager for their team and my company is very hierarchal so I also needed someone with a manager title to help me push changes in the organization as well as represent their team on projects.

After a fairly lengthy observation and evaluation period, I finally picked one of them to promote and now there are problems. Basically, the new manager is treating her former peer and now employee almost like her personal assistant and is using him to deal with other team members instead of communicating directly with them.

To add to that, I’m fairly certain the person that wasn’t picked feels some resentment towards his former coworker because I know he wanted the job, and he is now looking to get transferred. Unfortunately, with their specific skillsets I can’t afford to lose anyone on that team right now, so a transfer is out of the question. In addition to his frustration, he officially cited in his application for another position that he was looking to expand his skills and learn new applications. I also know that he was expecting that if he didn’t get the job he would not be expected to continue coaching new team members when we finally had a formal manager in the role.

Aside from these recent developments, both are excellent employees so I am not looking to get rid of anyone either.

Well, your newly promoted employee isn’t excellent — at least not in her current role. She’s treating an employee who isn’t her personal assistant as if he is and she’s not communicating directly with other team members. So you have a big problem there that you need to address. You need to explain to her that neither of these things are okay, and you need to coach her on what good management looks like … not just leave her to operate like this.

As for the employee who didn’t get the job and now wants to transfer, you can certainly block his transfer because you “can’t afford to lose anyone right now.” But if you block opportunities for him to advance in your company, he’s eventually going to do it by leaving your company for a different one. So either way, you’re going to end up losing someone on your team; it’s just a question of how long it will take. If he can get a new internal position on his merits, standing in his way will only breed resentment and ultimately leave you with the problem you’re trying to avoid anyway. (And really, the concept of “letting” someone move to a different job that someone else wants to hire them for is hugely problematic. Guess how productive and engaged those people are after not being allowed to move?)

Meanwhile, though, your bigger problem is that you promoted someone to a manager role who doesn’t know how to manage. So your focus right now needs to be on managing well yourself — by giving her feedback and clearer guidance about how to function in her new role (and how not to).

my boss thinks I’ll invite her to my wedding, but I don’t want to

A reader writes:

I’ve been reading your blog for months now with varying degrees of delight and sympathetic chagrin, but I never thought I’d have a question for you myself. I just moved from a staff position in one library in my university to a faculty position at its sister library. I’m also getting married in the fall. That’s where the problem comes in…

I worked at the first library for several years and am very close to many of my coworkers. We often spend time together outside of work and I couldn’t imagine getting married without them in attendance. It’s a very relaxed, supportive kind of work environment. The sister library, however, is much more rigid and structured, I haven’t been there very long, and, most importantly, the director is abrasive and difficult to get along with. She can be a fun person when she wants to be but I’ve also seen her make people cry in meetings (more than once). I don’t want her at my wedding both because I couldn’t relax around her and because some of my coworkers from the first library would likely NOT come if she was on the guest list. The director, however, is quite excited about the wedding and clearly expects an invitation.

I don’t want to offend anyone, but I don’t want to have to cave in to pressure on my wedding day by having some one who makes me feel on-edge and uncomfortable there. I also don’t want to leave out people who I care about a great deal (my former coworkers). This is a hugely sticky situation and I’m not sure how to tactfully proceed. Any advice would be welcomed!

Ugh. Ideally, the first time you noticed that the director seemed to be expecting an invitation, you would have mentioned that you were having a small wedding … or having a small wedding and not inviting many people from work … or that you’d already finalized the guest count before changing jobs and can’t get any more in the venue, blah blah blah.

Is it too late to do that now? Have you implied that she’ll be getting an invitation, or could you use one of the explanations above?

Or might you be able to have plausible deniability if you just didn’t invite her and didn’t address it unless she asks you directly? (Probably not, but without knowing more about exactly what’s been said, it’s worth throwing out there.)

But if you’ve said or done anything that has encouraged her to think that she’ll be invited … well, then I think you probably should suck it up and invite her. Yes, I know it’s your wedding, but when you let someone think they’re getting an invitation to something, you do create a social obligation, and that would be true whether she was your boss or not.

The other alternative would be not to invite anyone from work, because then you could issue a blanket “we had to trim our guest list and couldn’t invite coworkers” … but you want to invite your other coworkers, and it seems silly to not invite people who you want there just in order to avoid inviting someone who you don’t want. (And if they won’t come because she’s there, well, that’s a crappy reason not to go to someone’s wedding.)

And for whatever it’s worth, just because she’s abrasive and difficult to get along with at work doesn’t mean that she’s going to be awful at your wedding. Plenty of people are quite different outside work, and if she’s this excited about the prospect of attending, she’s probably happy for you and won’t go around making people cry while you’re on the dance floor or interrupt toasts to criticize that work you turned in last week. (Unless you think she is truly a vindictive sadist, in which case you can revert to one of the excuses above.)

I don’t know, I’m of the school of thought that says life is messy and weddings with more than two guests are messy and any attempts to make them otherwise are fated to result in failure, and we might as well embrace the messiness and cede some control and we’ll be happier for it.

What do others think?

Read an update to this letter here.