coworkers want money from me for a lottery

A reader writes:

I just started a new job a few weeks ago. I recently learned that my coworkers gather an office lottery pool about two or three times per week. Since everyone contributes to it, my coworkers added money in my absence and asked me to pay them back.

Is it wrong to feel a little insulted by this, especially since they didn’t even ask me if I wanted to contribute in the first place? I am helping take care of a sick relative, which I don’t plan on telling my coworkers, so I prefer to keep all of my discretionary income for myself or my family. How can I politely say that I’m not interested? (I am already aware that it will look bad that “the new girl” is the only staffer not contributing.)

I answer this question — and four 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.

our boss will fire us if we don’t sign up to be a liver donor for his brother

A reader writes:

I have a situation that is so out there I almost wouldn’t believe it if it wasn’t happening to me. The company I work at has three branches and around 100 employees. The owner of the company has a brother who needs a liver transplant. Two weeks ago, a company-wide memo went out that all employees would be required to undergo testing to see if they were a suitable liver donor for the owners brother. No exceptions.

Last week at the branch the owner works out of most of the time, his assistant went around to schedule days off for everyone so they could go get tested. People who declined were let go. One of these people was born with liver disease and therefore ineligible to donate. She had a doctor’s note. Other people also had medical reasons as well and some were just uncomfortable with the request and didn’t want to do it. One was pregnant. They were still terminated. My employer’s assistant has said that because our employment is at will, he can legally fire us.

I’m in remission from cancer. I’m ineligible to donate and any kind of surgery would put a major strain on my system. Even if I was healthy, I would still object to possibly being forced into donating an organ just to keep my job. Soon they will be scheduling people’s days off for testing at my branch.

I know this situation is nuts, but I don’t know what to do. I know I could just go for the testing and then be declined, but I don’t think I should have to do that. I’ve had enough with hospitals. Other coworkers who don’t have medical conditions are afraid they won’t be declined because they will be a match. I’m looking for another job but in the meantime I don’t know what to do and I and many of my coworkers are really stressed out.

What the actual F.

He’s firing people who don’t want to sign up to donate part of their liver?

Your boss is both an absolute loon and an incredible jerk.

He’s also not very smart, since doctors won’t accept organ donations from people who aren’t willingly and happily volunteering, so all of this ridiculousness will be for nothing.

But let’s talk legality. I showed your letter to employment attorney Bryan Cavanaugh and asked him to weigh in. He says:

This employer is violating the Americans with Disability Act (ADA). The ADA’s purpose is broader than just protecting individuals with disabilities from unlawful discrimination and requiring employers to offer individuals with disabilities reasonable accommodations to perform the essential functions of their jobs. The ADA also prohibits employers from requiring employees to submit to medical examinations and medical inquiries, unless those medical examinations and medical inquiries are job-related and consistent with business necessity.

In this case, the employer’s requirement to undergo a medical examination (and presumably to undergo further medical procedures if the employee is a good match) has nothing to do with the business. It has nothing to do with the operations of the company and the employees’ ability to perform their jobs. Therefore, the employer is violating the federal ADA (and probably other state and local laws) by requiring employees to undergo this testing (which is not job-related and not consistent with business necessity) and by terminating the employment of those who refuse.

So to our ongoing list of your boss’s characteristics, which currently includes loon, jerk, and not smart, you can add law-breaker.

As for what to do, you could have a lawyer explain this to your employer on your behalf, and/or file a complaint with the EEOC, the federal agency that enforces the ADA. (Note that you have to file it within 180 days from the violation.)

But I’d also start job searching. Even if this gets quickly settled, you’re working with someone who has such a skewed idea of the employment relationship that he thinks he has say over your internal organs. Get out get out get out.

Note: This situation is so outrageous that it occurred to me to wonder whether the letter is real or not. At this point, I’ve received so many credible stories of outrageous behavior by employers that I’m willing to believe it and I’m treating it as genuine (and the letter-writer included a note to me outside the letter here that makes me think it’s real), but the reality is that I have no way of knowing. Letter-writer, assuming you are real, take this as a measure of how messed up the situation is. Commenters, I’m requesting that we not get derailed by debates about veracity. Thanks!

discouraging friends from applying for a job on my team, coworkers won’t stop texting at night, and more

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

1. Can I discourage friends from applying for a job in my department?

I just finished grad school in a field where work is hard to come by. I did find a job after graduating and have been there about six months. It’s actually not in the field I studied, but there are lots of transferable skills, and I really love it.

One of my coworkers is leaving, so we’ll have a vacancy soon in my department. My problem is that I have lots of former classmates who are looking for jobs, some of them friends. I’m sure a handful of people I know will apply and want me to put in a good word. With many, I’d feel comfortable telling my boss (the hiring manager) that I don’t think it’s a great fit. Others I don’t know well, so I would say leave the assessment up to her.

My problem is two close friends. They’re really smart and competent, but I wouldn’t want to work with them. I like to keep work and my private life separate. Maybe that’s selfish when my friends need jobs. I just don’t know if either of them would be very committed to the company since it’s outside our field, a pretty low salary, and they think they can do “better” even though they’re not finding anything right now. I also worry that it would be hard to keep things professional in the office with my best friend, who’s very chatty, sitting next to me. The other friend can be very negative, and I worry she’d harp on the few drawbacks of the work so much it’ll turn me sour on a job I now enjoy. Is there a way I can discourage these friends from applying? Or raise my concerns with my boss in a way that doesn’t make me look like I don’t trust myself to maintain professional boundaries?

I think it’s reasonable not to want to work with close friends. There’s lots of potential for complications — such as blurred boundaries, inability to get away from work talk, and weirdness and tension if one of them doesn’t get along with another coworker (or your boss) and wants you to take sides. And it’s also legitimate to just want to keep your work life separate from the rest of your life.

These are close friends, so can you be honest with them? I’d say something like this: “I’ve heard way too many horror stories about how working together can ruin friendships. I’ll help you in your job search in any way I can, but I have a strong preference not to work with a close friend.” A good friend will respect that.

If that doesn’t work and one of them applies anyway, it’s fine to say to your boss, “Jane and I are close friends, and I’d actually rather not bring such a close relationship into the office. I was up-front with her too that I felt that way.” (Of course, all this assumes that they even hear about the opening and express interest in applying. They may not.)

If your company had the only work in your field and your friends were desperate, my answer here might be different. But it sounds like the job isn’t even in their field, and we’re talking about a single job opening, not blocking them from a whole host of jobs.

2. My coworkers won’t stop texting me after-hours

I originally wanted to take a position at my current company because it seemed like a friendly work environment. In the past two years I’ve been there, it has been nothing but attention-seeking coworkers! It has gotten so bad that I put headphones on while I am working just to concentrate. The icing on the cake is the multi-recipient texts that I get after work from my coworkers! And it’s all about how they are not feeling well, etc., etc. I have an old phone so when I get those messages responding back, they freeze up my phone! I’ve never had this problem before, so I don’t know how to stop it. If I tell them not to include me on their message list, I will look insensitive. And this even happens when I’m dealing with my own sons who were sick. I really don’t want to deal with them after hours. I don’t even talk to my family that much!

I do my best to deal with my own problems (being a single mother in debt) and this is just draining me! Even my boss texts me after hours about payroll, which I feel should have been taken care of during the workday.

You’re falling into the classic “I want them to stop, but I don’t want to ask them to stop.” You can only have one of those things — if you want it to stop, you need to say something. It doesn’t need to sound insensitive; I’d simply say, “I try to disconnect from work once I leave the office, so I’d prefer not to receive texts in the evening.” Or if it makes it easier for you, you can say that you pay per text, or that the texts are freezing up your phone (which is apparently true).

If it keeps happening after that (which it may, since people may just keep replying to existing group texts, and that will include you), you may need to remind them a couple of times. But “you’re freezing my phone up” is hard to argue with.

3. I keep hearing “we need you to be flexible”

I’d like to make more sense of a phrase I have been hearing on and off in the work world over the years: “We need you to be flexible.” This is usually said in response to requests for training, or in interviews where I list my strengths as liking to be systematic and respecting policy and procedure.

I had an interview the other day for at a health insurance company. My interviewer asked me to list my strengths. I said that I liked to work systematically, and respect and even like policies and procedures. I thought these were strengths, in contrast to workers who overlook or flout procedure. My interviewer laughed as I spoke and said the job “may not be a good fit if you like to be systematic” because “things change every day, and the way we did things yesterday may not be the way we do things tomorrow or today.” She said she had been in the insurance industry for many years and did not think that state of affairs would change. I had worked in health insurance for a short time in the 1990’s in a different capacity, and I did find the offices I worked for to be maddeningly inconsistent regarding procedure. I was baffled and appalled then, and was disappointed and appalled at my interview the other day.

What qualities or behaviors are being asked for when they say they value “flexibility” and since when did a desire to follow rules and be policy driven and systematic become a weakness?

Flexibility means rolling with changes and not getting too rattled by them. Sometimes an environment has so many unnecessary changes that “we need you to be flexible” is a symptom of dysfunction, but there are lots of fields and roles where it’s just a normal and necessary part of the work. I can’t speak to health insurance in particular, but if you’re hearing over and over that it’s a thing in your field, I’d believe it — and would do some soul-searching about whether that’s something you can live with reasonably happily.

It’s also worth noting that if you’ve been hearing “we need you to be flexible” for years, it might mean that you’re unusually rigid, in a way that’s a problem for a lot of workplaces. There are some fields where rigidity and strict adherence to systems is a plus, but there are others where it would make you ill-suited. If I were you, I’d figure out which fields and jobs reward that approach, so that you’re somewhere that’s well-matched with how you like to work.

4. I want to encourage my boss to apply for a promotion

My boss is everything you’d want to see in a leader: she gives our team clear expectations but the space to maneuver as we see fit, is always willing to talk through an issue, give advice, etc. When there’s a screw-up, she’ll own it in a way that protects our unit while still holding us accountable internally. We have ample opportunity for professional and personal development, and she sets the gold standard by walking the walk in all respects of the job. She’s the type of boss that you’ll go through hell for, because you know she’ll do the same for us (and likely already has).

We work for a decent sized agency(50-60 FTE employees), and we just learned that our organization will be looking for a new CEO in the near future. Is there a tactful way for me to tell her I think she should apply for the post? She’s a senior manager (a step below the executive team) but she knows the culture and already has a great rapport/relationship with a few of our key outside partners. I think she would make a great “face of the franchise” as our agency continues to grow.

I have no idea if she’s considered this role, if she’s interested in it, or if her personal life would allow it (the role is known to be consuming.) As her direct report, is there a good way for me to ask her about it?

Be direct! Tell her all the things you said in your first paragraph, and then say, “I think you would be fantastic as the new CEO. Is that something you’d ever want to do?”

She may not want it (there are real downsides to those jobs, as you note), or she may not want to tell you that she’s throwing her hat in the ring (often people want to be discreet about it), but I’m sure she’ll be really appreciative either way.

5. How do I explain my reference is hospitalized with psychosis?

I worked as a research scientist for seven years at an academic research institution. I always thought my boss (a professor) was “eccentric.” Over the seven years, everyone working close to her noticed that her interpersonal skills significantly declined, and I felt she was constantly overly critical of me.

I left the job 2.5 years ago, mostly because I felt really burned out from being mistreated and I had a few medical issues to deal with, but in a few months I’d like to start looking for a new job (not in the research field). I just learned from my former colleagues that my former boss has been suffering from prolonged psychosis (most likely schizophrenia), and has been hospitalized on and off for the last two years. She will remain in a hospital for unknown period of time, as doctors have not figured out to control her symptoms.

How do I explain to a new potential employer that they cannot contact my former boss as a reference? Sometimes online application forms ask for your most recent supervisor, and simply have a checkbox to let them know if it is okay to contact them. I feel hesitant to check “no,” as it looks like I have something to hide, and my application will get tossed out during the first stage of screening. And how do they feel about my listing a former colleague who used to be a student in the group whom I worked very closely with (now an assistant professor at an university), and a collaborator (professor) at a different/distant institution who also played a supervisory role to me?

That question on application forms is only about your permission. It’s not about the reference’s availability or how difficult/impossible the person might be to reach. Think of it as if your former boss was traveling internationally and was difficult to reach; you wouldn’t withhold your permission for an employer to try, but you’d explain at the appropriate stage that she won’t be easily reachable. It’s the same thing here. Give your permission for them to contact her, and then when you’re further along in the process and reaching the reference-checking point of things, you can explain that she’s currently hospitalized and not not reachable, and you can offer up other references in her place (ideally past managers or other people in a position to assess your work).

my employee disagrees with my evaluation of his performance

A reader writes:

I am a new supervisor and I am in the process of doing an annual evaluation for one of my employees, I’ll call him Carl, who has been with the company for about a year. We did a six-month evaluation at the end of his probationary period and it did not go well. Even though I felt I gave him pretty good scores (everything was “meets expectations” or “sometimes exceeds expectations”), Carl was very unhappy that he did not get anything in the highest range (“consistently exceeds expectations”) and tore apart every thing I wrote because he did not agree with some of my word choices (such as using the word “disagreement” when talking about how he handles differences of opinion with coworkers). At the end of the meeting, I felt like I had been evaluated.

We are now at the one-year mark and I know he will expect that his scores will be massively improved. There has been no improvement on most of the evaluation metrics (despite many meetings about his shortcomings) and, in fact, several of his scores have gone down, particularly on “contact with others” and “decision-making.” Everything is still in the “meets expectations” or “sometimes exceeds expectations” range, but I have a feeling I am going to have a fight on my hands, especially since the scores on the performance evaluation directly determine raises.

As part of the evaluation process, Carl was required to submit a self-evaluation of his own achievements over the past year. There is definitely a discrepancy in the way he views himself and how I view his performance. For example, he believes he is a strong team player when he has left other members of the department in the lurch on multiple occasions, forgotten when he agreed to switch shifts with a coworker, missed appointments with customers, and scheduled appointments when we are short-staffed.

How do I address this difference of opinion on Carl’s performance? Our manager and I have had multiple meetings with Carl, especially addressing the problems he has caused for the department by not thinking of the whole department when making decisions. Also, any advice on making the performance evaluation meeting go smoothly would be appreciated. Overall, he is a good employee who makes mistakes occasionally; he just is not as fantastic as he thinks he is.

Well, the good news here is that it sounds like you’ve been giving him feedback consistently throughout the year, so a reasonable person in his shoes shouldn’t feel blindsided.

Of course, Carl may not be reasonable. But you’ve done the right thing by continuing to meet with him and give feedback. It’s certainly possible that you could have been even clearer in that feedback, especially given the response that you’re expecting from him now, but it’s hard to say without knowing the content of those conversations. However, given the history, it probably wouldn’t have hurt to have said something really explicit like, “I know you were concerned about your six-month evaluation ratings. I want to let you know that in order to get improved ratings at the one-year mark, I’d need to see X, Y, and Z, which is different than what I’m currently seeing.” But that’s not mandatory, just something that can be helpful in dealing with someone like him.

As for what to do now, I’d plan to do three things in the evaluation meeting:

1. Acknowledge that you see from his self-evaluation that the two of you have different perspectives on his work, and make a good faith effort to hear him out — to a point. It sounds like you’ve already had plenty of conversations with him about his performance and so you probably have a pretty good idea of what he thinks, but give him a chance to talk about why he sees things differently and listen to him with an open mind. Just don’t let it go on so long that it becomes a drawn-out debate.

2. Know that while it’s important to hear his perspective, your job isn’t to convince him that you’re right; if you fall into that trap, you’ll be in that meeting for hours and it’s unlikely to be productive.

So once you’ve given him a chance to share his perspective and explained your own, keep the focus on what you need from him going forward. Talk in specifics about what you’d like to see from him that’s different from what you’ve been seeing, and be as concrete as possible about what that should look like. He doesn’t need to agree with you — but he does need to be able to take the feedback and work on the things you’ve asked him to work on.

3. Be prepared with some key phrases to use if he becomes combative or resistant or insists that his self-evaluation is the correct one. I like using an “I hear that we see this differently / here’s what I need” structure. For example:

  • “I hear you that you see it differently, but ultimately I’m not seeing what I need to in areas X and Y.”
  • “My preference would be for us to agree about the ratings, but ultimately I need to make that judgment.”
  • “What I’m hearing is that we see this very differently. I really appreciate hearing your perspective, but I stand by my assessment, for the reasons I laid out in the evaluation. From here, I’d like us to focus on what your work will look like moving forward.”

One last thing — for what’s it’s worth, “leaving other members of the department in the lurch on multiple occasions” and the other problems you described probably merits a “not meeting expectations” in at least one area. Your expectations are that he will not do that regularly, right? So make sure you’re not padding his ratings out of a reluctance to make this conversation even harder.

Read an update to this letter here

how to stay connected to colleagues when no one works in the same place

With teams increasingly likely to be spread out across the country, managers are facing new challenges about how to keep team members connected and engaged. Here are five strategies you can use to ensure that geographically remote team members don’t feel the distance.

Having a standing one-on-one call with each remote team member. Otherwise, because you’re not in the same location, you’re less likely to have regular communication; if you leave it to chance, you could end up going weeks or longer without actually talking. Even if it’s brief, having a regular time to touch base one-on-one will help both of you feel more connected – and you’re likely to come up with uses for the time even if you don’t think you’ll need it. (This is a great time to give input on projects, act as a resource, give feedback, and generally check in about how things are going.)

Have a standing team call too. Try to get your team all together on a call every so often, so that people can reconnect with each other and have an opportunity to talk as a group. Obviously you don’t want to do this just for the sake of doing it, but you’ll almost certainly be able to find productive uses for this group time. For example, you might ask a team member to update everyone on how a project is going, or use the time for the group to brainstorm approaches to a challenge someone is having, or even have one team member teach everyone else a skill.

Make a point of developing personal connections. When you’re working in the same physical space as people, you generally get to know them on a personal level over time. Even if you’re not the most social bunch, you tend to learn about each other’s interests and hobbies, and often families and significant others, simply by sharing space and chatting in the kitchen or before a meeting starts. But when you’re remote, those personal relationships don’t develop as easily, if at all. That can matter because feeling a personal connection to colleagues can keep people more engaged and invested, as well as make them more likely to go the extra mile when needed. So take time to ask about how people are doing generally, as well as about people’s lives outside of work.

See part of your role as being to connect others on your team. When you’re managing a remote team, you’re at the hub of the wheel – you have some connection to each person on it. But, depending on the nature of the work they do, it’s very possible that your staff members know little about each other or what they do or how they do it. Make a point of spotting opportunities to connect team members to each other. For example, you might suggest that Jane pick Pedro’s brain about a project she’s working on because Pedro did something similar last year, or ask Lucy and Olive to work together on a project where they have complementary talents.

Think of creative ways to make people feel connected. For example, I once worked with a manager of a remote team who sent everyone a box of doughnuts on the same day, with a note saying “there are doughnuts in the kitchen!” as a play on what happens so often with teams who share a space. This same manager sent everyone a mini-bottle of champagne after the team successfully launched a major new product. Have fun thinking about ways to treat your team like a team – even though they’re spread out in different areas.

Originally published at Intuit Quickbase.

how can I convince my girlfriend to get a better job?

A reader writes:

I know this is sort of out of your core expertise, but I figured it was worth a shot.

My girlfriend and I have been together for three years, and we are very happily deeply committed. We live together, split rent, have cats, are both on the lease, that kind of thing. We talk openly about money, and while we live in one of the most expensive cities in the states, we do an alright job saving while also having fun money.

I’m at the upper limit for what I can make with my current degree. I’m going back to school this fall to obtain a degree that will lift the cap on my earnings, but y’know, school takes time. I’m going to have to cut back on my work hours by up to three-fifths.

My girlfriend works in tech. She’s currently in IT but has skills with data that are highly sought after. She’s been her current company for a year and a half and makes the same amount, which is waaaay below the average for our region. The plan is for her to apply for a PhD program she’s passionate about for admittance in 2017, and she would also like to work part-time during that.

The problem is that she is very shy, hard on herself, and resistant to change. She feels like there’s no possible way she could get a better paying job that would let her go to part-time 18 months from now. She hates applying to jobs and says no one wants to hire her. I feel incredibly frustrated when I look at her LinkedIn profile and see messages from recruiters about job openings they want her in, or look at her email and see that she only has applied to few jobs instead of the “hundreds” she brings up when I try and talk to her about this (we share devices, she’s fine with me looking at the things). She also feels comfortable with her coworkers, and not too stressed out by the work. She also is annoyed by the content of the work itself, which we both agree is much more customer service oriented than she would like in a position.

When we’ve talked about this, she says her work is paying for some certificates that will make her more valuable, but I think they’re kind of bogus sounding. She says she does want to get a better paying job before she starts, but won’t talk about a timeline. I’m extra worried about her deciding to stay in this job because last fall her position ended and we talked about that being a natural time for her to look for another job. Instead, she took another lateral job in the same company.

I don’t know how to talk to her about the importance of advancing her career with feeling like a money-grubbing jerk. I feel like she’s also not facing the reality that if one of us doesn’t figure out how to bring in more money, things are going to be pretty bare bones for a couple years. How do I have conversations with her about careers being things that make you uncomfortable sometimes, and not make it all about money?

I don’t think you’re being a money-grubbing jerk. If you’ve committed to build a life together and share expenses, then it’s reasonable to want to be on the same page about what your joint finances will look like and how your individual financial decisions will affect each other.

But in this case, I would change your goal. If your goal is to convince your girlfriend to get a better job, you risk pushing her to do something she doesn’t really want to do, and making you both frustrated and resentful.

Instead, I’d make your goal to get a clearer understanding of (a) what she really wants and plans to do as far as a job search, if anything, and (b) how she imagines things playing out if she doesn’t change jobs.

Here’s the thing: While she’s told you that she wants to get a better paying job before she starts her graduate program, she’s not actually taking actions that align with that. It’s possible that that’s because she feels discouraged or lacks confidence, but it’s also possible that it’s because she just doesn’t really want to do it. Also, telling you that her current company is paying for certificates that will make her more valuable sounds an awful lot like “I’m going to be staying here for a while.”

Sometimes when people don’t just come out and say “I actually don’t want to do X,” it’s because they haven’t come to terms with that themselves. But sometimes it’s because they sense that the other person doesn’t want to hear it, or they don’t want to deal with the response they think they’ll get. Any chance that your girlfriend is a people pleaser or has a hard time telling you things she thinks you’ll be disappointed to hear? And any chance that you may have inadvertently made it hard for her to tell you that?

I can understand why you’d want to nudge her to take actions that would get her something that she says she wants for herself, especially if you think that she’s overly hard on herself and struggles with change. But it’s not totally clear here that she does want this for herself … and even if she does, there are real limits on how much it’s appropriate for you to push it.

If I were in your shoes, I’d actually assume that she’s not going to change jobs, and plan from there. If she does end up doing it, great — there will be extra money coming in. But right now, her lack of action on the job search front is making you antsy and stressed and probably causing tension between you. So why not just assume it’s not happening and figure out what it will look like to live with that?

I’d also sit down with her and say two things:

1. “I’m realizing that I’ve been assuming that you definitely do want to change jobs, and I wonder if I’ve made it hard for you to say that you’d actually prefer to stay where you are. I think you’re awesome and would have lots of opportunities if you conducted a full-scale job search, but I wonder if that’s just not something you want to do right now?”

2. “If you don’t end up changing jobs, can we talk about what our finances will look like over the next few years? My income is probably going to drop to $X this fall. Assuming you stay where you are, our household income is going to be $Y. Can we sit down together and figure out a new budget under that scenario, so we can see what kind of changes we’ll need to make?”

It’s possible that going through that budget exercise will make her realize that she’d rather do something to change her own income. If it doesn’t, it will still get you to a better spot because you’ll know that she has a clear understanding what the money situation will mean for the two of you. Either way, you should come out better aligned about how your life together will work, and that’s really a more appropriate role for you to play.

Read an update to this letter here.

my manager wants to come to my house, my commute is doubling, and more

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

1. I resigned and now my manager and HR want to come to my house

I resigned last week, effective immediately, yet HR and my boss want to come to my house this week and discuss something or other with regard to official documentation. I have been off ill for a while, had a visit from my boss, and a few weeks later I just decided that I’d rather have my health and some measure of sanity than go back. I also refused to sign for disability because I’m not claiming any benefits; I just needed rest and to be away from the toxic environment.

I received a text asking if I would be home this week and haven’t responded. If I refuse to confirm availability, can they still come to my house? Are they able to still worm their way into my home without my consent? I’m feeling a tad bit harassed. Why can’t my resignation just be accepted as my final word and that I have nothing left to say or discuss or mull over? I am not even interested in a final payment with regards to my salary…I just want out. I’m really upset because now I feel like I can’t even be at home to heal without the immense and unnecessary stress of an unwelcome/unexpected/unsanctioned visit from what I now consider to be my former employer and an HR rep. I used to wonder why some people put fake home addresses and cellphone numbers on their employment contracts — I should have done the same. Do I need to get a court order, a restraining order? Do I respond to the texts and say, “Thanks but no thanks, don’t give me any resignation options to look at, and NO you cannot come to my house AGAIN”?

Besides being physically exhausted and still ill, this makes my skin crawl and I feel like I need to move. I feel sick all over again. Does this qualify as harassment? Why are they still communicating with me?

Whoa — none of this is necessary. Of course you don’t need to move or get a restraining order; they’re no more entitled to come into your home than any other person who showed up who you didn’t want to let in. You’re not obligated to answer your door or let anyone inside, including former employers.

Contact them and tell them that you do not want them to come to your house, and that if they need anything further from you, they should call or email you. If they show up at your door, don’t answer it. They’re very unlikely to keep trying over and over.

2. My new job is moving and doubling my commute

I accepted a job in a new city last August and moved to a place where my commute would be shorter than 40 minutes. I really like my job and house, and now my partner has a job that is close to our home as well. We do not want to move, as our home is a steal.

My boss recently decided to move our office closer to his house–we have a very small office, so this is very feasible–which now has more than doubled my commute. I had discussed it with him when he was tossing around the idea and mentioned that I did not want to drive for longer than 40 minutes to get to work and back home. He went through with the move regardless (which is totally fine since he’s the boss). We’ve chatted about different work options, but he’s not in favor of me working from home at all and the new office isn’t in a location where I could easily take public transit. On top of that, the added cost in driving the extra time and distance will be a big financial change, and I’m not getting a raise anytime soon.

I’ve only been with this company for eight months, and I’m already contemplating waiting until I reach my one-year mark and leaving to find a job that works better with my commuting needs. The problem is that I was at my last job for only six months before being let go, so I’m very worried about looking like a job-hopper. I’m very stressed about this extended commute! Help!

This sucks. Could you say something like this to your boss: “The short commute was a factor in my taking the job. I understand things change, of course, but the impact of the move is that I’m spending much more time commuting than I’d expected to and I’m spending significantly more on gas. Would you be willing to consider revisiting my compensation in light of those factors?”

If that doesn’t work, then you’ve got to balance how much you dislike the commute with the downsides of changing jobs. Employers will understand leaving because your office moved to an inconvenient location, but it’ll still be a disadvantage to have two short stays on your resume (especially since you can’t really have many accomplishments to list in that amount of time). But it depends on what the rest of your resume looks like — if you have other solid stays of three years or ideally more, this will matter less. And I’d actually consider leaving the six-month job off your resume entirely (or at least doing that in your next job search after this one); the downsides of two short stays in a row might outweigh having a gap a few years ago.

Read an update to this letter here.

3. My bosses said they’d help me find another job after my layoff — what should I expect?

Your blog is a life-saver and I have it to thank for getting a great receptionist/production assistant position that I held for the past five and a half months. Unfortunately, I was just very suddenly laid off last week. My bosses were very compassionate and apologetic, and offered to assist me in finding a job going forward.

While that’s great, I have no idea what to expect. Will they be casually asking their friends in the industry? Making calls to businesses they partnered with in the past? While I know I shouldn’t lean on them fully anyway, my standards are pretty low. After all, they laid me off because the business was going under. They have bigger fish to fry.

I’m drafting a “thank you for everything/good luck” email to my bosses. How do I include something a little more tactful than “so, about that job hunt help…”?

It might mean as little as “we’ll be a reference for you when you need one” or as much as “we’ll reach out to our networks and talk you up and see if we can find leads for you.” More commonly, it means something closer to the former — but the latter does happen.

I’d say this to them: “You mentioned that you might be able to help in my job search. I’d love to take you up on that. I’d really appreciate it if you were able to reach out to your network about me if you know of anyone who might need someone with my skills, or if you’re able to give me a heads-up about any job leads.” That might put some specifics in their heads if they didn’t already have some in there, and it should nudge them to say something that will give you a better idea of where they’re coming from.

That said, on your side I’d function as if nothing will come of their help, since you don’t want to count on it panning out (and even if they actively help, it might not lead anywhere). If it does, great — but meanwhile, move forward with everything you’d be doing anyway.

4. My boss was quoted by a journalist, but he wasn’t even interviewed

My boss was quoted in the media on something he didn’t say. He wasn’t even interviewed. The journalist copied it from our website and quoted my boss in his article. This was very unprofessional. How can I write an email to the journalist and tell her off in a polite way?

I wouldn’t look at it as telling her off, but it’s perfectly reasonable to address it. I’d say this: “You quoted our CEO, Cecil Livermore, in your article, but the quote isn’t from him and you never actually interviewed him. The quote appears to have been taken off our website. Can you shed any light on what happened here?”

My guess is that the reporter figured “from the company’s website” is the same thing as “from this person at the company” — which it’s not, of course.

5. What do you owe a job that accommodated you through a tough time?

Last summer I was diagnosed with cancer. Thanks to the wonders of science, I am now in remission and wrapping up the last few procedures I need.

During my treatment, I continued to work full-time and my employer has been so accommodating. They created a new short-term disability policy effective retroactively so they could pay me for the time I needed off during my first round of chemo. I could go on and on, but basically they’ve made it so that work has never been a worry.

As I look ahead to life in remission, I wonder what I owe my employer for their understanding during a time when I wasn’t my best. I’ve been able to keep up as normal with the day-to-day needs of my colleagues and customers; the impact has been that new projects are coming out less often than normal. I recognize that some of this is the frustration of a high performer who can’t live up to their own expectations, but I can’t tell whether there is also an obligation as an employee to make up for this period.

I’d tell them how much you appreciate how easy they made it for you to have peace of mind about work during this period — I’m sure they’ll appreciate hearing it, even if you think it’s obvious. (It always feels great to hear something like that.)

But beyond that, no! I mean, if you’d always been the office grump, I’d say to take this opportunity to be more pleasant to people there, but I’m assuming there’s nothing like that in play. If you’re wondering if you owe them extra hours now, or a commitment not to leave for two years, or something along those lines, no. It might make sense to feel more loyalty toward them because of how well they handled this, but there’s no an obligation to.

If you really wanted to, you could say, “Now that I’m back to full-speed, is there anything you’d like me to take on from while I was out?” (But only offer that if you’re really ready for it — and you don’t even need to do that.)

my new boss is treating me coldly

A reader writes:

I’ve been at a new job for three months. When I interviewed, the people I talked to seemed to like my personality. I really liked the person who was to be my direct supervisor. At one month, I asked for feedback and was told I was doing very well and was praised for my work ethic and dedication to learning a new field.

However, in the past month, my direct supervisor has started to act oddly toward me: not looking at me when she answers questions, monosyllabic responses, not initiating conversations with me. I know she’s not been feeling well, but she talks cheerfully to other longer-term employees. I’m feeling uneasy and hurt about it.

I’ve asked for a check-in meeting, but I don’t know how to bring this up. My first impulse was to ask if I was doing something to irritate her or anyone else on our very small team. That seems unprofessional. Can you suggest some words that will get at the issue without going into emotions?

Well, first, before you talk to her directly, I’d do some reflection to see if you can figure out what might be going on. Can you think of anything that happened about a month ago that might have changed things?

I want to be really clear: Even if you did something that triggered this, a good manager wouldn’t handle it this way. If she has a problem or concern with something you’ve done or are doing, she should tell you that directly. But there are plenty of managers — there are plenty of people — who aren’t direct when they need to be.

So, with that caveat in place: Sometimes when someone reacts this way (monosyllabic responses, not initiating conversations, and not looking at you when she answers you), it’s because you’ve been communicating in a way that irritates them. Any chance that you’re interrupting her when she looks busy? Interrupting her multiple times a day? Having lengthy conversations when she’s giving cues that she wants to wrap up? Doing something else annoying, like pushing ideas that she doesn’t want you working on, or putting her on the defensive about decisions she’s made? In other words, is there anything going on that might make her (rightly or wrongly) want to limit her communications with you?

It’s also true that a bad manager may act like this if they’ve started having worries about your work and are avoiding dealing with it. Any chance a project went awry around the time that this started? Are you continuing to get good feedback?

I want to be clear that I’m not implying you’re at fault for this, and I definitely don’t want to make you paranoid that the problem is you. But given the sudden change in her behavior, it’s worth trying to figure out if something like this could be at the root of it.

If you reflect on all this and come up with nothing, then I think your next step is to talk to her. I’d start by asking her how she thinks you’re doing overall. It’s possible that you’ll get some data from her answer to that — either that she has concerns she hadn’t raised yet, or an enthusiastic enough response that it will put some of your worries to rest.

But if that still leaves you feeling uncertain, you could try asking, “Is there anything that I could do to be communicating better with you? Are the systems that I’ve been using working well, or would you like me to do anything differently there?”

But after that, I’d try just giving it a bit more time. If she hasn’t been feeling well, it’s possible that she’s been more cheerful with the people she knows better simply because those are more comfortable relationships (again, not good, but a thing that can happen).

But if you wait a while and still continue to see it, then yes, at that point I think you have to ask more directly. I’d say it this way: “I might be misinterpreting, but have I done something wrong or is there something you’d like me to be doing differently? I really enjoy working with you, but I’ve gotten the sense that you’re not as eager to spend time talking with me as you are with others on our team, and if it’s because of anything I’m doing, I’d so appreciate the chance to know and work on changing it.” (Frankly, you could skip the other conversation and just start here, but the earlier approach might get you what you need.)

If this also gets you nowhere and the coldness continues, then you’re facing a decision about whether this is the right place for you to stay. I’d pay particular attention to what kind of feedback you’re getting on your work, whether you’re getting feedback at all, what kind of projects you’re getting, and whether over time she seems interested in your development. If she’s not giving you what you need in those areas, it may be that the relationship is just never going to be one that benefits your career; in that case, you’d need to weigh that against whatever other benefits you’re getting from the job. But I wouldn’t go there just yet; try the above and see where that gets you first.

5 unforced errors that could cost you a job offer

Job seekers often agonize and stress about every step in their job search: Am I networking enough? Does my resume show that I’d excel at the job? Am I coming across well in interviews? But often job seekers will put together flawless resumes and cover letters and spend hours prepping for interviews, and then blow their chances of the job through an unforced error at the last minute.

Here are five mistakes that can kill your chances of an offer, but which you can easily avoid.

1. Indicating that you’re more interested in another job. It can be tough to juggle multiple employers when you’re in the finalist stages with each, especially when one employer signals that they’re close to making an offer while you prefer a different employer who’s taking longer. Employers assume that candidates are talking to other companies, of course, but few interviewers like to hear that they’re the second choice. So the key if you face this is to navigate it with tact and diplomacy. “I’ll acceptif another offer doesn’t come through” is likely to prompt that employer to move on to more enthusiastic candidate. But it’s usually considered reasonable to say something like, “I’ve been talking with another company as well, and while your job is the one that interests me the most, I feel I need to see both offers before giving you an absolute yes.”

2. Misrepresenting your work. If you thought that you could get away with padding your job history and making your past work sound more impressive than it really was, the end stages of the hiring process are where it’s most likely to come out. That’s because employers usually contact references at this stage, and they’re likely to try to verify key details of what you told them on your resume and in your interview. Significant discrepancies about things like job responsibilities or the reason you left the job (like saying that you resigned when in fact you were fired) can kill your chances.

3. Lying about your salary history. Job seekers sometimes think they can get a higher salary offer if they lie about what they’ve been earning previously. But employers that base salary offers on past earnings will often verify the salary information you give them, either by checking with your previous employer or by asking you for documentation like a W-2 form. If they find out you lied, they’ll nearly always yank the offer, since a lie raises so many issues about integrity and trustworthiness.

To be clear, basing salary offers on a candidate’s past earnings is a poor and unfair practice that tends to reinforce racial and gender pay inequality, and ideally employers should stop doing it. But the answer for candidates isn’t to lie; it’s to keep the focus on what salary you’re seeking now and why the market supports that.

4. Flubbing the salary negotiation in other ways. Most people hate negotiating salary and, as a result, they often don’t prepare enough to do it – instead just winging it when the topic comes up. This can backfire in two different ways. Most obviously, it can mean that you undersell yourself and leave money on the table. But it can also harm you if you ask for a salary that’s wildly above the market rate for the work you’d be doing. Asking for an over-the-top salary can make you look out of touch or simply unaffordable. That’s why it’s crucial to do salary research well before the time that the conversation is likely to come up, no matter how uncomfortable negotiating makes you.

5. Starting to negotiate for special treatment late in the game.If you wouldn’t take the job without a significant modification from the employer, like telecommuting from across the country or getting every Friday off, most employers are going to be annoyed that you didn’t make that clear before they invested time in interviewing you. Generally employers want the opportunity to say “yes, that could work” or “no, that’s a deal-breaker” before they’ve passed over other applicants and spent real time considering your candidacy. That said, it’s also true that once you have an actual job offer, you can sometimes negotiate for perks – but if they’re must-have’s for you, the time to mention them is much earlier in the process.

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

I lose my motivation when my boss is out of the office

A reader writes:

I’m excited to be sending in my first question! I love your blog and find it both informative and thoroughly entertaining. You have a very compassionate but to-the-point attitude that I really appreciate :).

I am a recent grad who started work in November 2015, and I work in a three-person office that is the subsidiary of a larger company. Because of the small team size, I take care of almost all admin and accounting related tasks, and I enjoy the autonomy and foreign language practice that comes with my work. However, the office does get quite busy with only three people, and I am often alone in the office during exhibitions and sales meetings when my boss and the sales manager leave town.

I would love to tell you that I am a diligent worker bee and don’t take advantage of my freedom, but that would be a pretty bold lie. I find that when my boss is in the office, I am working consistently throughout the day, but when he is out, I seem to lose track of the hours and get very little done. Part of that is due to the lack of work inflow, but a lot of it is my dawdling.

I want to request a one-on-one with my boss to address this problem because I feel like its getting out of hand. While I get the essential tasks of my role done, from January to April alone my boss was gone for 25/79 workdays, and I am afraid that I am getting too accustomed to dawdling at work (I am way too comfortable using my work computer for Youtube and a host of other non-work tasks).

What is the best way to frame this conversation with my boss in a way that doesn’t paint me as too unreliable? Do you have suggestions for me, or things I can bring up with my boss so he doesn’t have to babysit me during important out of town meetings, but can still supervise my work?

I wrote back to this letter-writer and asked: “When he’s away, is the issue that you’re less motivated to do the work without supervision, or that there actually isn’t enough work to do? (Two very different things!) Also, can you tell me more about what you’d like to ask your boss to do?”

The answer:

It’s both! But the bigger issue I think is that I am less motivated to do work. I feel like if I were more motivated I could try and find projects to work on.

In some sense, I would like to ask for more work or responsibilities. However, when my accounting workload gets heavy (tends to be at the end/beginning of the month), having too many tasks tends to be overwhelming, and it can be hard to think up of tasks for me to do as an admin when no one else is here. He has thrown at me before vague larger project ideas (“do you know anything about marketing?” “do you know anything about designing websites?”) which gave me some idea of long-term major projects I could pursue, but I have a hard time getting started since they seem less urgent and more lofty as goals. (Upon writing this email out, I think that maybe it’s time I pursue that online coding class that I have been eyeing to try and make myself useful…)

I think I wanted primarily to bring to his attention that I’m afraid I’m wasting too much time when unsupervised, and if he had ideas on how to lessen that, or if he wanted to do something to prevent that.

I don’t think you should tell him that you’re unmotivated and wasting time when he’s not there. That’s too much like announcing “you need to worry about my work ethic,” and that’s not an impression you want your boss to have. It would also be asking him to fix something that managers rightly look to you to manage on your own — your own initiative and work ethic. That stuff is on you, and asking your boss to manage it for you is going to be awfully close to “I’m not ready to work independently.”

However! Your instinct is ask for more is a good one. Because your workload gets heavier during some periods, it sounds like ideally you’d have a slate of “as time allows” projects — things that aren’t time-sensitive but are more long-term and which you could turn to when work is slower. Sometimes it can put work on a manager’s plate to have to figure out what those projects should be, and your manager might not have time to do that right now, so if you can take the initiative to propose a few and get him to sign off on them, that might get you started. The coding class sounds like it could be a great idea, and I’d also follow up on his questions about marketing and websites — ask him if there’s anything specific he was thinking about there, and say that you’d be glad to take on more work in those areas.

Of course, once you have those projects, you might still be facing the same motivational issues when your boss is out of the office. And long-term, non-time-sensitive projects can align all too well with a tendency to procrastinate.

So you’re going to have to tackle that one head-on, and without your boss’s help. As for how to do that … can you get into a mindset where you’re driven by the sheer joy of accomplishment and getting things done? (If you can get into that headspace, it can turn into a delightful pathology of its own, and then you will never sleep. Ask me how I know.) Or, sometimes thinking about your reputation can be sufficient motivation — i.e., what kind of professional reputation you want, and especially what kind of reputation you don’t want. Hell, related to that last part, fear of losing your reputation (or your job, for that matter) can be a good motivator when nothing else is working.

Also, if this feels too huge to overcome right now, it might help to know that one you establish new habits and make them your M.O. for a while, they will eventually take over and feel natural to you. Good luck!