it’s your Friday good news

It’s your Friday good news!

1.  “I’ve been a religious reader of your blog since I finished my PhD and stumbled into the ‘real’ world more than a decade ago. Without your advice I’m not sure I would have:

1) applied for a UK Civil Service job that had 3000 applicants for 5 available posts,
2) made it past assorted screenings and assessments and interviews (at both of which I received a lot of praise for my covering letter, which explicitly and clearly explained why I thought I had a shot at a massive industry switch),
3) and then become an unanimous top pick by using the ‘do you have any questions for us?’ part of the second, more formal interview to unleash the magic question (which I paired with ‘are there any concerns about my candidacy that I could address for you?’).

When I asked those questions, I literally saw my interview panel perk up again towards the end of a pretty intense 90 minutes, and engage with me with renewed enthusiasm.

What makes all of this more surreal is that the Queen died an hour after I finished my second interview, and so, everything came to a juddering halt during the official mourning period. (I am moving from an Institution that holds Royal Charter status, so I can tell you that Sleeping Beauty’s castle probably felt more lively than the atmosphere in the office during those 10 days.) And yet, I went from application to job offer in… literally 4 weeks, when I hadn’t expected to hear anything (if at all) for literal months.

For the first time in my decade of non-academia professional life, I also, to my further disbelief, received a strong counter-offer. I heard your voice very strongly in my head about why not to accept one, though, and I turned it down gently but firmly. I am learning more and more that it is possible to love what you do, really believe in your organisation’s work, really really like most of the people you work with, and still want to defenestrate specific people and projects. I have run out of steam to fight specific systemic issues, and more money wouldn’t fix that. And I wouldn’t have known any of this, or been able to articulate it, without you.

My career trajectory isn’t linear – in some ways, I’m completely making it up as I go from a humanities PhD, to legal publishing, to civil engineering project management to the civil service (and 10 years and 4 promotions), but at least with your books on my Kindle and your blog in my favourites bar, I can do my best not to be THAT colleague or manager who is the subject of so many emails to you.”

2.  “About a year and a half ago, I realized (for several reasons) I was sick of living in my state and wanted to move back to the east coast. Problem was/is, I’m in a tricky spot in my career where I don’t have my license yet but I’m too experienced for entry level work. My company has several offices across the country, and I thought maybe it’d be worth asking to transfer since it would keep me on track.

Wow, did that kick off an internal discussion! Despite our size, the only transfers had been to start up a new office or department. I was the first layperson to ask to move. Thankfully, my boss and grandboss were incredibly supportive and really tried to work with the other office to make it work. Unfortunately, the company was in a period of low contracts, and the transfer got put on hold.

Fast forward to 3 months ago, and the department head of the office reached out to my boss and said, ‘We have someone here looking to switch roles and it’s going to open a spot; is X still willing to transfer?’

YES! Yes, I was! It was whirlwind couple of months of getting everything packed, finding a new apartment, and then driving across the country with cats in the backseat, but I made it! And just in time to see the leaves change too!

The work I’ve switched into is a big change, but it’s the sort of work I like doing and have wanted to train in anyway. My new boss has been very patient with me as I adapt to new state standards, and my department head has been checking in to make sure I feel supported. I’m sort of the ‘proof of concept’ that moving talent around will strengthen the company, so that’s a little stressful, but the amount of relief I feel to finally be someplace I like overshadows that. It’s amazing how much more interested I am in my job now that I like where I live!”

3.  “I have spent most of my career in the clerical ranks at a large university in the Midwest. In the late 1980s I was taking a teacher training course part-time and working as a general departmental secretary. My supervisor asked me to shift into the student services office at about the same time that I was due for my student teaching semester. I chose the student teaching, then moved away to take a teaching job. It soon became obvious that my skill set and interests lay in office work. Two years after quitting to do my student teaching, I got rehired by the university as a medical secretary.

Over the course of the next 30 years, I did secretarial/administrative assistant work in a variety of settings. On occasion, I’d look at the postings for student services work, but I simply didn’t have the work experience. Then the pandemic hit along with a hiring freeze. My department had posted a student services position just before the pandemic and couldn’t follow through on the process; however, the work still needed to be done. What didn’t need to be done was the event planning I’d been doing. I offered to help out with the student services work, and that offer was gratefully accepted.

After two years of learning on the job, I was promoted a month ago into a student services position. I bring to this job 34 years worth of administrative and people skills, and I could not be happier. This is the job from which I hope to retire in a few years. It was worth the wait.”

open thread – November 4-5, 2022

It’s the Friday open thread!

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

* If you submitted a question to me recently, please do not repost it here, as it may be in my queue to answer.

I don’t want to start a business with my mom, misleading starting salary, and more

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

1. I don’t want to start a business with my mom

I’m a university student studying film. My parents own a successful flour milling company, but as it goes with a lot of people going into business with family, there were a lot of fights and disagreements, even nearly a divorce. The business is all in my dad’s name with my mum owning only a small percentage of shares despite doing most of the work. Because of this, she wants to start another business that is in her name only in case they do get a divorce and my father decides to take the company.

She asked me a few months ago if I’d like to join her in starting this business. I told her that I’m not sure what I would do as I don’t have any qualifications in the food industry and that my interests lie in film instead and I wouldn’t be of much help to her. She told me that I would only be a director of the company in name and wouldn’t actually need to do anything. I reluctantly agreed because I felt bad for her regarding the whole flour milling company situation and I didn’t want to disappoint her and make her feel like she was alone. My older sister is a doctor but my mum never discussed any of this with her. A few hours ago, she messaged me saying she registered us for the company as the two founders and that she wants it to be a women-owned business and she wants me to give her ideas and she would implement them.

I’m only 21, I’m still in university, and I really don’t have time to be running a whole business because from her description it seems the success of the company is dependent on my ideas. I know nothing about the food industry or running a business, and I simply am not interested in anything besides film. I don’t know why she didn’t ask my older sister. Is she doing this partly because she doesn’t believe I’ll succeed in my own career? It was already hard enough to convince my parents to let me study film and now this feels like she wants me to have a plan B. I can understand she only wants the best for me but it’s hurtful to think that she doesn’t have the confidence in me to be successful. I want to tell her I’m not interested anymore but I don’t know how to do it without hurting her feelings or making her feel like I’m betraying her or that she’s alone. I know telling her will crush her as she seems excited about it but I really don’t want to do this. Do you have any advice on how I should go about this?

You don’t need to be pressured into running a business you never wanted any part in! I know you feel guilty about saying yes earlier and now saying no, but you didn’t actually say yes to this. Your mom said wouldn’t need to do anything and then, surprise, she’s started the company and you need to give her a bunch of ideas to run it. It’s okay to say, “When we talked about this before, you said I’d just have my name on the paperwork but no other involvement, and now it sounds like you do want me to be more involved. I don’t have time for anything besides school right now and I don’t want to start a business! I support you in pursuing it yourself if you want to, but I want to make sure you’re not counting on me for help.” If she pushes you, really lean into the “no time for anything besides school” angle.

I wouldn’t assume she proposed this because she doesn’t think you’ll succeed on your own! It’s possible since family dynamics can be weird — and it’s true that film is a path pretty much designed to make parents worry about your income-earning potential — but it’s more likely she’s excited about doing this and figured you could do it with her. She might not have asked your sister because she’s already busy with an established career (or maybe she did ask her, who knows). Regardless of her motivations, though, it’s okay to say no. You can be a loving daughter who supports your mom emotionally in this new endeavor without being her business partner. (And remember that if she’s a loving mother who supports you emotionally, she won’t want you to do something that makes you unhappy, even if she’s disappointed in the moment when you tell her no.)

If you need help shoring up your resolve, remind yourself that you’d be doing your mom no favors by joining her half-heartedly. Running a business is a major endeavor that takes a full commitment, and she’s better off knowing now that you’re not up for that than she would be slowly figuring that out over the next year.

If you worry about her feeling alone, you could lean into non-business-partner things — call her more, express interest in her life, visit, etc. You might already be doing that or have reasons not to, of course. But pretty much none of the ways to make someone feel supported/not alone involve running a business with them!

Read an update to this letter

2. Misleading starting salary

This language in a job ad seems absurd to me — would love to read your comments!

Starting Salary: $40,000 per year (see below)**

**We give raises, bonuses, and promotions to dedicated employees who demonstrate success, commitment, and performance. Past employees have started at $35,000 and, based on performance and dedication, their salaries grew to $40,000, $45,000, $52,000, and $65,000. This position will receive $3,000 per month for 11 months and after the 12th full month of work, the employee will receive $7,000, for a total of $40,000. The employee is not eligible for the $4,000 bonus if she/he has not completed 12 full months in the position.

Pay: $40,000.00 per year

Yeah, that’s not a job with a $40,000 salary; that’s a job with a $36,000 salary and a bonus in month 12. The language is intentionally misleading … and it sure sounds like they have a lot of people who don’t stay a full year for some reason.

3. Medical practitioners expressing stress to me, the patient

I have a severe neurological condition that makes standard medical exams/procedures excruciating. Think ear exams, throat exams, dental cleanings. (Nobody likes dental cleanings, but they’re worse with a neurological illness.) Due to my condition, I also need these things unusually often. I’m very lucky to have a number of practitioners who’ve been with me for many years and who try extra hard to be gentle. I’m vocally grateful to them every time, I thank them repeatedly for their extra gentleness, and I absolutely never snap at them no matter how badly anything hurts. It’s not their fault!

Recently, two practitioners (unconnected) have started saying things like “I’m nervous!” (before we start) and “I think that was equally bad for both of us!” (afterwards). I’m curious whether you think it’s unprofessional of them to share those feelings with me. The appointments are torment for me anyway, and it’s hard to shoulder practitioners’ emotions on top of my own physical pain. There’s nothing I would do about it, but if you think it’s unprofessional — that they shouldn’t be saying those feelings aloud — I might feel less awful when it happens.

It’s not terribly professional. It sounds like they’re nervous because they don’t want to cause you pain and they’re trying to communicate to you that they understand there’s a higher-than-normal need to be careful and gentle with you … but of course those comments are doing the opposite of setting you at ease!

4. “My rates aren’t unreasonable, you just can’t afford me”

What is a polite way of telling a potential client, “My rates aren’t unreasonable, you just can’t afford me”?

I worked for a company as an entry-level copywriter straight out of university; now, a decade later, they’ve reached out to me to ask me to work for them again. The task involves detailed editing and minor translation. I made my per-word rate clear at the outset of our conversation, and the client said they would prefer an hourly rate. I did a sample piece of work (limiting myself to 30 minutes) and got back to them with an hourly rate that corresponds to my per-word rate.

The response? “We will be looking for someone with more reasonable rates.”

I am frustrated, especially as I made my rates clear from the outset, but I’m unsure of whether the right course of action is a polite “Thank you for the conversation and I wish you the best of luck with finding a better fit” or something more along the following lines: “Absolutely no problem, sounds like it’s not the right fit for this project! My rates are fairly standard for a native bilingual with a decade of experience, and I’m afraid that I’m no longer taking on work which doesn’t reflect that. That said, I’m sure you’ll have no problem finding someone who can provide what you’re looking for! It may be worth making your budget clear from the outset to avoid such a mismatch going forward. Regardless, I’m looking forward to seeing and using [your website] in [my language] soon.”

It sounds like you’re reacting to the implication that your rates aren’t reasonable, but it’s more likely they mean it’s not what they anticipated paying than a judgment on how you’ve priced your services. A lot of people use “reasonable rates” to mean “affordable” — not “rooted in reason.”

Even if that’s not where they’re coming from, though, that second response sounds pretty defensive and is a lot of words for something that could be kept shorter. I think you’d be better off condensing it to, “My rates are fairly standard for a native bilingual with experience, but I wish you the best with the project!”

Read an update to this letter

can you ask an interviewer to stop talking so much?

A reader writes:

I recently had a job interview where I had a lot of questions I wanted to ask about the role and the firm that were going to be pretty important in my decision with whether to continue with the process.

The interview was booked for a 45-minute time slot, and the interviewer asked what questions I had right at the top. I asked my first question, and the interviewer took 20 minutes to answer it. She technically answered the question, but also then rambled about several different topics that were only tangentially related. It was clear that I wouldn’t have time to get through even close to all of the questions I had if she continued answering at that pace, especially since I needed to leave time for her to ask me questions too.

Is there a polite way to say, “I have a lot of questions I’d really like to get answered, so could you be more succinct” in situations like this?

It depends on the purpose of the interview.

If this meeting was framed as primarily for you to get your own questions answered, then one option was to say, “I want to be mindful of our time, and I have a bunch of other questions I was curious about — would you mind if I jumped to the next one?” You’d have to find the right moment to say that so you weren’t cutting her off mid-sentence. But if the rambling continued after that, probably all you could do was write off the meeting and try to get your questions answered by someone else later on. However, if this interviewer was the hiring manager, realize that you were getting a lot of information about what it would be like to work for her, even if it wasn’t the info you had intended to ask for.

But if the meeting was framed as a standard interview where she would be interviewing you, not the other way around, I’d be more worried that she wasn’t going to have any time to actually do that … which could put you at a real disadvantage (especially if different interviewers were talking with other candidates and could cite clear and compelling reasons for moving them forward, whereas she’d be less able to do that with you if she talked the whole time).

I know that you needed to ask your own questions to decide whether you wanted to continue in the hiring process or not … but you might not have even gotten the option to move forward if she never got around to interviewing you. So given that, I’d prioritize moving the conversation back to an actual interview so you could talk about what you’d bring to the role. And then if you were contacted to move to the next stage, you could say, “I did want to ask about X and Y before we move forward.” (And of course, you can always ask for time for your own questions if you get a job offer … but if you’re rejected there isn’t a way to say, “Hey, you didn’t ask anything about me! Can we set up another interview where you ask about my experience?”)

So if it was supposed to be an interview, then once the extent of the rambling became clear, ideally you would have jumped in and said something like:

* “Well, I know you have a lot of questions for me and I don’t want to take up all your time on my questions.”
* “I could ask questions about the role all day, but I know you have questions for me.”
* “That’s all great info, thank you. So what can I tell you to help you figure out if I’m the right match for what you need?”
* “Based on what you’ve said, why don’t I tell you a bit about similar work I’ve done and how I could help with the projects you’ve described?”

That said, some people are incorrigible ramblers and if your attempts to redirect didn’t work, there wasn’t a lot more you could do right in the moment, given the dynamics of interviews. But sometimes a well-timed “why don’t I tell you about…” can give you back some control.

how to respond to “sorry” when you were inconvenienced

A reader writes:

Recently, I had a meeting scheduled at two colleagues’ request to help them work through some challenges in an area where I have more expertise. They were about 10 minutes late, with no notice that they were running behind. When the first person arrived they said, “Sorry I’m late, my previous meeting ran a bit over.” Normally I would respond with something like “No problem, let’s get started!” but in this instance it was a bit of a problem — I was was behind deadline on another project, so that was 10 minutes of my day I really didn’t want to waste. I couldn’t think of anything to say that wasn’t an untrue, disingenuous deflection.

Can you think of something I could have said that would be collegial but not excuse the lateness? Or should I have just said “No problem” as usual and moved on?

I answer this question — and three others — over at Inc. today, where I’m revisiting letters that have been buried in the archives here from years ago (and sometimes updating/expanding my answers to them). You can read it here.

Other questions I’m answering there today include:

  • Getting feedback from coworkers before promoting an employee
  • My employee is upset that I interrupted his non-work conversation
  • Spouses at fundraising events

my male coworkers keep vomiting emotionally on me

It’s the Thursday “ask the readers” question. A reader writes:

I am the sole female Turtle Analyst on my team (job title changed for anonymity, obviously). I’m young and new at the company (just had my two-year anniversary). I use the our database’s coding language daily. Part of my job is collaborating with the Turtle database team. Most of it is complex, intermediate questions, like, “How do I turn Sliders with long tails into Snappers in the Turtle database?” The issue is the department who handles it (six men) think I’m their group therapist.

This week ALONE I’ve heard about dead brothers, failing marriages, sick pets, emotional abuse, and so much more in graphic detail. From all of them. I can’t escape it because I do need to come to these people. My org doesn’t give admin access to anyone outside that team, so I can’t do this myself.

A work session will always start normally. “So, in the Aquatics section of the Turtle database, go to End…” It will somehow transform into, “My dad never loved me as much as his stepkids, but after Marie died…” The work will get done, but not before I’ve learned way too much. I am not sharing anything similar, by the way. Often, I don’t get room to say anything at all!

To give you an example, this is a mishmosh of several conversations, but they all start the same way:

Me: “Thanks for meeting with me about the Turtle conversion table.”

Coworker: “No worries, here’s how you get started…”

*work, until any pause, be it at a loading screen or firing up a new process*

Coworker: “So how are things? Glad that Turtle Lovers project is over, huh?” (It always starts with normal small talk, which is fine! It’s fine to say “I’ve had a crazy week” or “My daughter is home sick.”)

Me: “Yes, that one was a doozy! A bit frustrating, but my team is on the ball.”

Coworker: “Ha, yeah. You know, I was having a hard time lately too.”

Me:*hoping this is about WORK* “Oh yeah?” (I want to note that I don’t even get to respond before they get to the next line.)

Coworker: “Yeah, my dad is in a home. Dementia, you know, so he doesn’t recognize me. My brother is taking care of things down there, but it’s hard not seeing him. My brother was his favorite anyways. Did you know, it was my college graduation, and my dad skipped it because of my brother’s glee club recital? He didn’t ask to see my diploma! How could you do that to your son?! I’m not raising my stepdaughter like that, no sir. But I’m still close with my brother, even if…Oh hey, it loaded! Ok, so now that the Snappers are in…” (I haven’t said a WORD. Truly Shakespearean in his monologue.)

And you know what? My first instinct when this started was to be empathetic. A “wow, that sounds hard. Do you two talk much?” If only I knew this would derail us for 30 minutes! Now I realize I did this to myself, even though I stopped after this kept happening and started telling them to stop.

How do I get out of this? I can’t keep getting hit by random trauma every time I need help. My own nonsense gets set off by this (good thing I’m in actual therapy). And if I tell them bluntly to stop, or even suggest we move on, they either ignore me and carry on, or get huffy and will be slow to help next time. Their admin boss is hands off and rude. Mine is awesome, but he’s often ignored by the admin boss.

I’ve tried a few things:

Redirect to work: “Yes, and I see line 8 is ready, so what do we do with the Softshells?” (This normally gets cut off. They just pretend they didn’t hear me, or speak over me.)

Joking/HR stop: “Lower your voice. We don’t want to have to put you in coaching!” (Which is the only thing HR does when someone is being a problem.)

I haven’t tried “Stop, this is too much” or “It’s really weird you’re telling me this” because, like I said, they will just stop helping if I irritate them. They took a month to help my boss with access because of some perceived slight.

How do I balance this clear advantage (doing things way faster with their access) and not feeling like a garbage dump for emotions (I do NOT need the full list of your hamster’s medications)? I did this to MYSELF, ugh.

I have never heard of this team trauma dumping on anyone but me. Then again, I haven’t told my boss about this yet (the other team’s boss is so removed), so maybe no one else has said anything.

I’m also losing out on workplace connections because I can’t tell whether “I love tulips, how about you?” will turn into, “Ooh, yeah, the ones in Holland are awesome” or “My stepdad threw away the tulips I bought him.” AUGH. What should I do?

Readers, what’s your advice?

teen daughter wants to quit her new job, can we tell our unhappy coworker to leave, and more

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

1. Teen daughter wants to quit her new job because of bad history with a coworker

My teen daughter, Artemis, is about to start her first job at a new location of a national chain. She’s been training at another location while waiting for hers to open, and so far, she loves the job, her manager (Demeter), and her coworkers. Today, she found out that a very toxic former friend, Apollo, with whom she has some really bad and somewhat traumatic history, has also gotten a job there. She’s miserable about it, to the point that she’s considering quitting before the store even opens. I understand – the history is far worse than the typical falling out, and she has very good reasons to be concerned about bending the boundaries she has established around this person. I would love to help her understand that working with difficult people is sometimes necessary and give her some ideas and skills on how to cope with the situation. (Please rest assured that I have no impulse or desire to be That Parent and try to intervene on her behalf; my goal is to help her successfully advocate for herself.)

Clearly, the best outcome would be for them not to be scheduled at the same time, but there’s really no way of knowing or controlling that. I also strongly suspect that if Artemis were to say, “Hey, Demeter, it’d be best if my schedule doesn’t overlap with Apollo’s,” she’s going to be the one to get the less desirable shifts. This is further complicated by the fact that Apollo is very charismatic and good at winning people over, which adds additional concerns about their ability to come out ahead in the eyes of their coworkers if the conflict ever becomes apparent. It also causes me more than a little concern that it may give Apollo the opportunity to talk their way back into Artemis’ life, which would be bad for her in a number of ways.

Do you have any advice for how to navigate this, either (a) as the self-advocating teen and (b) as her supportive parent?

Support her in quitting if that’s what she wants to do! Yes, it’s important to know that you can’t control your coworkers and sometimes you’ll have to work with difficult people … but this is a high school job where the stakes aren’t that high if she’d just prefer not to, and high school social dynamics can be really messy in a way that probably/hopefully won’t be replicated in her adult career, and expecting her to work with someone she has an upsetting history is like 301-level difficulty when she’s presumably still at 101 levels in figuring out work (and if the history is full-on traumatic, that’s even worse). And frankly, most adults wouldn’t want to stick around in this situation either; they’re just more likely to be trapped in it because they have bills to pay.

It makes sense to talk through an array of options with her … but if she still wants to quit at the end of that, she’s got my support.

Read an update to this letter

2. Can we encourage our unhappy coworker to leave?

I work in a small department of 15 employees. Our boss has left a year ago for another position in the same company. Two of us applied for his position, and both were rejected.

One of the rejected is very angry about it. I understand it was a big disappointment. However, it’s been almost a year, and she is getting angrier by the day. She will rant, snap at people over small things, shout in meetings and slam doors. Any meeting that doesn’t please her is treated to an avalanche of “I don’t give a shit, do what you want, I stopped caring.”

Honestly, it is exhausting to work with her. And it’s not like she can’t leave — she has a highly sought skillset, and many regional companies are hiring for that position. I’m tempted to tell her “if you hate it here, FFS leave already.” She’d most likely get a raise and the desired promotion in a new job. But nobody dares to tell her that she needs to either leave or stop talking about leaving.

We don’t hate her. We’d be happy to see her grow into new tasks, but it’s not happening here and that makes everyone miserable. Is there any way we could gently tell her “we think you would be happier in a new job”?

Honestly, “if you hate it here, FFS leave already” would be warranted at this point. Is there a reason no one is willing to say that or a softer version? Or at least, “It’s exhausting hearing this all the time. Please stop complaining and snapping at people”?

Also, this isn’t just about endless complaining (although that’s exhausting enough). Snapping at people, shouting in meetings, and slamming doors is a whole different thing, it’s completely unacceptable, and none of you should be tolerating it. All of you have standing to say “you need to lower your voice,” “you cannot talk to people that way,” “stop snapping at me,” etc. And you all have standing to ask her manager to intervene too, because that’s a horrible, hostile environment to work in. (Not “hostile environment” in the legal sense, just in the sense of “this is an angry and volatile person who has been spewing hostility into your space for a year and needs to be told to stop.”) A lot of people like this stop if someone calls them on it clearly and bluntly. (And the fact that no one has is probably warping her own sense of how she can behave.)

3. Whose responsibility is it to convert time zones when setting up a meeting?

Whose ultimate responsibility is it to convert proposed interview times to different time zones, the applicant’s or the hiring manager’s?

I’m on a tiny team based on one coast, but our team is largely remote and we’re hiring for another remote employee. I’m assisting my supervisor with interviews, and when I emailed a candidate about interview times, I sent times in my time zone without checking his location, which is on the other coast of the U.S. I’m embarrassed that I didn’t think of this ahead of time, but I also know that my personal expectations to catch all details before they become a problem are unrealistic. While I would have liked to catch this before it caused a problem today, I think the final responsibility to notice the time difference rests on the applicant who chose to apply to a company on the other side of the country. Am I right or did I have the responsibility to check each applicant’s location and convert the times before emailing them to schedule an interview?

Your responsibility isn’t to convert the times; it’s just to note what time zone you’re using when you list the time. For example, I’m on the east coast and if I’m setting up a meeting for 2:00 with someone, I’m going to to write “2 pm ET.” Indicate the time zone you’re using, and they can convert that however they need.

All that said, ideally someone applying for a job across the country would think about time zones on their end and ask to clarify if one isn’t specified.

4. Can you be fired for dressing inappropriately?

Is it possible to get fired for inappropriate dress in the office? It could be sexy, too young-ish (stupidly so, like a sixth grader), too informal, etc.

I’m thinking of Caitlin Bernier who was supposedly fired from an Alberta Honda car dealership for wearing an inappropriate white top that showed her bra underneath it. She was only there for two weeks and was on probation. Even without probation, can you be fired for dressing like that?

In general, yes, you can be fired for dressing inappropriately at work.

It’s also legal to have different dress codes for men and women, as long as neither is more of a burden on one sex than the other. In practice, though, they’re almost always more burdensome on women even though they’re not supposed to be, and it’s only really extreme differences in burden that end up getting prohibited. And of course, this completely ignores the existence of non-binary people.

That said, in the case you’re referencing, there’s some dispute over what she was actually fired for. I don’t know enough about the case to comment on that (and am skeptical that anyone outside the people involved does).

5. The job I interviewed for a month ago has been reposted

I had a second-round interview for a job I wanted with the VP but got ghosted afterwards. That was over a month ago but I just saw the same job posted on their LinkedIn page. Should I reach out to the VP again reiterating my interest in the role or will that seem desperate and I should just move on?

Move on. It’s not that it will look desperate, but they already know you’re interested because you interviewed for the job. Contacting them now isn’t going to make them remember you exist; they already know, but for whatever reason they’ve chosen not to move you forward.

If you haven’t done any follow-up since your interview a month ago, you could send one email now just asking for an update on their timeline for next steps (because you might get some useful info by doing that). But if you’ve already checked back in since that interview (and I’m guessing you have since you mentioned they’ve ghosted you), then you’ve got to just assume you didn’t get the job and move on.

our boss gave a lecture about self-care to our very overworked team

A reader writes:

I work on a small, fully remote team that’s currently in a hiring freeze and understaffed. We are all covering multiple people’s jobs and heavily overworked. We are regularly working late and through weekends, and in the past month alone we have had three employees resign with nothing lined up because they couldn’t handle the workload.

Adding to the stress is the fact that the VP in charge of our team, Brandon, is notoriously hard to get hold of. He can take hours to respond to messages and sometimes doesn’t answer at all. Also, he is the only one authorized to sign off on the projects that our team puts out. We are often on very tight deadlines, and if Brandon does not sign off on them before our deadline, we miss the deadline and get in trouble. We regularly are only given 5-6 hours to do these projects, and it’s not uncommon to send Brandon a completed draft and not hear back for 2-3 hours, which has been hugely frustrating for all of us. That said, in the past I have generally just reminded myself that Brandon is quite busy and made sure to get my drafts in hours early, even though it puts a ton of extra strain on me and requires that I work outside of normal hours.

However, yesterday something happened that has really changed my outlook. Brandon told all of us that he’s been sensing that we’re all very stressed, and scheduled a “wellness session” in order to show us how to “build relaxation into our day.” At this session, Brandon talked at length about how important it is for him to take frequent breaks and how much they energize him. He said when he’s having trouble focusing, he’ll often turn of his phone and go out for long walks. He mentioned that sometimes when things get too stressful, he always takes time away from the screen to “decompose.”

I understand that Brandon meant well and was trying to help with this session, but frankly I just found it annoying. My coworkers and I are grinding around the clock, doing multiple people’s work, and cannot possibly be going out for long walks during the work day. And it upsets me to no end that our projects are held up for hours not because Brandon is busy, but because he might be out for walks or “decomposing.”

Do you think I’m right to feel this way, or am I being unreasonable? If the former, is there a way I could bring this frustration up with Brandon that doesn’t make me sound lazy or entitled?

First, I really hope Brandon meant that he’s decompressing, not decomposing. If he’s decomposing, you have bigger problems on your hands.

Possible bodily decay aside, there are two huge issues here: First, that Brandon is out taking walks while the rest of you are slammed with stress and then getting in trouble because of his delays. Second, even if that weren’t happening, it’s incredibly tone-deaf for him to suggest to a team that’s under this much pressure that they “build relaxation” into their days. How exactly does he see that working?

Can you go back and meet with him as a group? Tell him you want to follow up on the ideas he raised in the wellness session, because you agree that combating stress is important and you want to understand exactly what options are available to you to do that. Point out that you’re understaffed, covering multiple people’s jobs, and regularly working late and through weekends. Remind him that in the last month three people have quit because of the workload. And then spell out what that looks like on a typical day — you are on very tight deadlines, given only a few hours to do projects, and get in trouble when things are late. Then say, “Given those realities, can you help us figure out how to apply your advice about taking frequent breaks? Are you able to get us longer deadlines and ensure we’re not penalized if things take more time?”

It’s worth spelling it out for him. Maybe he’s oblivious to what your workdays are like. (Maybe he’s missing a lot when he’s on those walks.) Maybe he’s delusional about what’s happening on his team and needs the pushback. And maybe he actually could make a difference if he advocates for more room in your team’s deadlines.

From there, you could say, “We also need a better way to reconcile your own breaks with our deadlines. When we’re on tight deadlines, not hearing back from you for a few hours can mean we have to work late or that we miss the deadline completely. What can we do so we hear back from you more quickly? If you’re on a break when we urgently need your sign-off, how can we get what we need from you without a delay?”

Blunter version if the relationship allows for it: “It’s great for you that you’re able to take breaks to relax throughout the day. We can’t. We’re constantly slammed with work. If you don’t want that to be the case, can you take action to change it? Meanwhile, though, your breaks to relax are making our already stressful jobs even harder.”

None of this is lazy or entitled (and it pains me that you’re worried about seeming that way!). It’s about naming a work problem and trying to resolve it. (And if there’s a lazy or entitled person in this scenario, it’s … uh … not the people who are cramming to get all the work done while someone else is off relaxing.)

Also, when you’re getting in trouble for missing deadlines, who is that coming from? Assuming it’s not Brandon himself but someone above him, start spelling out to that person exactly what’s happening: “We would have had this in on time but we sent it to Brandon at 2:00 and didn’t hear back until 5:00, right at the deadline. That happens frequently, so is there some other way you want us to handle it when we can’t reach him?” If you’re getting penalized because of his delays, it’s reasonable to explain that’s happening and ask what to do differently. As with the mysteriously disappearing boss last week, making the problem visible to higher-ups might help solve it.

my employee’s colleagues don’t like him

A reader writes:

I was manage a small IT department. My reports have been with the company for several years and are extremely knowledgeable. Unfortunately, one of them has much less respect from many other employees. We’ll call him Josh and the other tech Steven.

I was looking into an issue with a user who mentioned that the problem had been ongoing for a while, saying “Steven looked at it and Josh looked at it. Josh doesn’t really count though.” Yesterday I was speaking to another user about a problem Josh might be familiar with and told them he was out for a few days, to which they responded, “Oh good.” They apologized a few seconds later, but it’s pretty clear that while I know Josh is technically competent, other employees of the company don’t like or respect him.

From what I can tell, it seems to be a personality conflict. Josh isn’t the best with people and can come across as condescending and as if he’s being inconvenienced by having to help them. At least one person was embarrassed that Josh implied (in front of everyone present) that the problem they needed him to fix was “stupid.” I can tell that Josh gets frustrated by people not being as knowledgeable as he expects them to be. I think it’s a problem all IT workers have to some degree, but the problem here is that his inside thoughts come out a little too much.

What do I do, as a manager who wants to defend and take care of my employees?

I answer this question over at Inc. today, where I’m revisiting letters that have been buried in the archives here from years ago (and sometimes updating/expanding my answers to them). You can read it here.

my employee refuses to do her job and leads me in circles about why she won’t

A reader writes:

I have a direct report (let’s call her Bartleby) who has been underperforming for a while, in particular by not doing enough work that can be charged to our internal customers.

This might seem like an easy problem to call out and manage, but Bartleby and I have had communication problems since I took this position about five years ago, and they’ve only gotten worse. When she’s doing work that she feels is solidly in her preferred domain, she does well. If asked to work on something slightly different (but still well within her skillset and job description) in order to get more chargeable time, she becomes resistant. This manifests in conversations that run something like this (condensed to a few lines, when her actual responses are often five-minute monologues or longer):

Me: Please work with Marge on this chargeable task.
B: Well, I don’t really feel comfortable with that.
Me: Why?
B: You provide so much more support to Marge and the others in the group and I feel uncomfortable doing this work knowing that I won’t have your support.
Me: What do you mean by support here?
B: You won’t back me up if things go wrong.
Me: I will back you up, as I have in the past. Please work with Marge on this.
B: I don’t feel comfortable with that because when Bill was a manager, he trained Marge on it, but not me.
Me: He trained me as well before he left, and I’m happy to train you on it in turn.
B: The difference is that Bill supported me, and you don’t.
Me: As I said, I’m happy to support you as needed.
B: I don’t feel comfortable that you will.
Me: So, you’re refusing to have me train you so you can do this task?
B: I never said that! Don’t accuse me of refusing to do work!
Me: So, you’ll work with Marge on this?
B: I don’t feel comfortable doing that without more support.

This continues until I just terminate the conversation, often after spending half an hour or more talking in circles like this. I then receive long, rambling emails that misrepresent what was said and complain that I won’t take the time to talk to her about things. I spend more time managing her than I do the other half-dozen (highly motivated and self-directed) people in my group put together!

I have really tried to think about what she means by “support,” and I have come up blank. I have asked for specifics and have gotten many vague words in response, but nothing actionable beyond the concern that that she’ll be blamed if things go wrong. If there are any customer questions or concerns about what we provide them, I will readily step in to deal with them; no blame ever accrues to her (or even to me, really) in the rare case of problems. When I try to offer her new projects or training, I get what I described above. Given how often Bartleby invokes the past manger, Bill, and how I don’t do things the way he did, I feel like the nucleus of her complaints about me often amount to, “You aren’t Bill.” That is certainly true, but it’s also not something I can fix, and there are good reasons I do things differently. (For one thing, I was specifically hired because I would spend more time on developing new work and less time on close, daily management of the activities of each group member than he did.) With the rest of the group, my management style seems to work well. I hardly need to mention a task before they are ready to take it on, and if they need training or help, they both ask for and receive it with complete grace.

I have brought the matter to my manager (with whom I have a great relationship, and who has given me high marks for performance and good advice when needed), and we have set some specific goals for her regarding the amount of work that she charges; if she doesn’t show progress towards these goals, we’ll put her on a formal PIP and move towards termination if things don’t improve.

I would like to avoid things getting to that point. First, she does have valuable technical expertise, and when she’s working on something where she feels comfortable, she does very good work. Second, I dread going through the (long, involved) termination process with her, since I know it will involve all sorts of similar evasions, misrepresentations, and accusations of favoritism. It will be exhausting, and while I’ll do it if needed, to borrow a quote, “I would prefer not to.”

So, is there a way I can change the direction things are going here, or is my only good option to hold the course and brace myself for the consequences?

Hold the course and brace for the consequences. Whatever’s going on with Bartleby, it sounds like it’s coming from her and not you.

And it sounds like you’ve made good faith efforts! You’ve asked what kind of support she wants and feels she’s not getting. You’ve asked for specifics. You’ve reflected privately. And you’re not getting anywhere. If there’s something specific she wants from you, she needs to tell you.

The one thing you can — and should — try that you haven’t already is to let her know how serious a problem this is and what is going to happen if she doesn’t change what she’s doing. The PIP is the formal way of doing that, but you can do a less formal version of that conversation first.

For example: “We have talked many times about your resistance to talking on projects like X and Y. I need to be clear with you that this has become a serious performance issue and if we can’t solve it, the next step will be a formal performance improvement plan, which would end with you being fired if this doesn’t change. I don’t want to see that happen, so I want to be very clear about what needs to change to avoid that. Specifically, when I assign you a task, I need you to either do the task or, if you don’t feel you can, give me specifics on exactly what you need from me that will allow you to do it. Simply not doing the tasks is not an option. If you have specific, concrete things you need from me to make that possible, I need you to name those. You cannot continue to resist the work without specifying exactly what support you are looking for. If you do continue that, we will need to start the PIP process.”

Then, after that conversation, if she’s resistant to another project in the same way you described in your letter, you’d handle the conversation more like this:

You: Please work with Marge on this chargeable task.
B: Well, I don’t really feel comfortable with that.
You: What specific actions do you need me to take to support you on this task?
B: I’m worried you won’t back me up if things go wrong.
You: I will indeed back you up, as I have in the past. I understand you’re worried about that, but regardless I do need you to begin this assignment now.
B: I don’t feel comfortable with that because when Bill was a manager, he trained Marge on it, but not me.
You: I’m happy to train you on it before you begin. But this is what we talked about earlier — I need you to take on projects like this one without pushing back. I’ve heard your concerns, I’m open to any specific requests for concrete things you need, I can give you more training if you need it, but meanwhile I need you to get started on this today.
B: I don’t feel comfortable.
You: Projects like this are a required part of your job. They’re not optional. If you don’t want the job knowing tasks like this are part of it, that’s a conversation we can have. But this is indeed part of your job and I need you to start on it today.

And if you have to have more than one conversation like this after the big-picture “we’re heading to a PIP” conversation, don’t delay any longer — get started on the PIP process ASAP. If your organization allows it, that PIP should be pretty short — think weeks, not months (as long as that’s enough time for these projects to come up and for you to see change or lack of change). Don’t let it drag out.

I’d also recommend that you go into these conversations with Bartleby assuming that it’s very likely this will end with needing to fire her. It sounds like you’ve been dealing with her as if she’s a rational person who’s so close to doing a good job if only she can fix this one little thing … and that’s leading you to indulge in these lengthy circular discussions more than you should. It is okay to short-circuit these discussions with “this is what we talked about, and I need you to do this today.” Don’t give her all this space to play out … whatever this is that she’s playing out.

For the record, it’s possible that Bartleby genuinely does feel unsupported and might have legitimate reasons for that! She might have worked with unsupportive managers in the past, or been penalized harshly for mistakes, or who knows what. That’s why it’s important for you to have looked back at your own history with her and to have heard her out. But taking you at your word that you’ve done that and she never gets blamed if something goes wrong, there’s a limit on what you can do to accommodate her fears. At this point whatever she’s dealing with has become disruptive and is getting in the way of work getting done. Lay out the changes you need in how she’s approaching projects, and then hold her to that and decline to get into these endless quagmires every time.

But yeah, assume this is going to end with needing to part ways.

Read an update to this letter