update: is my trainer sabotaging my work?

Remember the letter-writer last month who was worried that the person training her at her new job was sabotaging her work? Here’s the update.

Thank you very much for featuring to my question. I was impressed with your complete and thoughtful response. I was blown away by how much the commenters know about database audits and spreadsheet sharing and tracking, and also by the perspectives I had not even considered. What an amazing community! A few commenters requested an update, so here it is…

I wish I had a really interesting update, but the problems I was having training with Jane resolved pretty quickly, and I didn’t need to do anything. Another coworker, “Bob,” took over my training very shortly after I wrote (no explanation about why, but Bob’s role is similar and slightly senior to mine and Jane’s). Bob found fewer mistakes than Jane did, and they were presented calmly, sometimes by sticky note (versus long, emotional, conversations about following instructions). I fixed the mistakes and didn’t make them again – which is a better training approach for my personality. After a week, Bob said I wasn’t making any mistakes, and I was cleared to do my job without close supervision.

I never mentioned anything to Jane or our supervisor about the number of mistakes Jane found because Bob took over her role as trainer. The mistakes Bob found were more in line with my expectations of the type and volume of mistakes someone makes when training for a new position. Some commenters suggested I check the audit logs in the database and spreadsheets we use, but a lot of my pre-Bob training was done on Jane’s computer, and with her login, so there was not a clear way to differentiate between our entries (short of writing down the exact times I was making changes for comparison). I think Jane would have noticed if I saved copies of my work in front of her, but it never came up.

Fortunately, once I started working on my own computer, the mistakes… went away. I have a good working relationship with Bob and Jane, and our supervisor never even mentioned the mistakes Jane was finding.

I have been doing my job since then with very few mistakes, but the other day I made a pretty major mistake (I saved a document to an incorrect client file) and Jane caught it. Jane was actually really nice about it, and I fixed the problem with basically no fuss. The next day Jane left flowers on my desk with a letter saying how well I was doing my job, and how happy she was that I joined the team. I think this gesture illustrates Jane’s preference for relationship-oriented interactions (versus my preference for task-oriented interactions). I still don’t know if Jane was sabotaging my work, but I understand how to work well with her now. Thanks again!

open thread – January 22-23, 2016

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

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

old boss tried to sabotage new job, leaving early to avoid snow, and more

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

1. My friend tried to get me to lie as a reference for him

Recently a friend (now ex-friend) used me as a reference for a director position. He lied and said that I was his former boss from a previous job! I have never been his boss or manager for any job. I only know him personally and know he is a good director from what he tells me, but I also know why he was fired from his last job. He was let go for having sexual relationships with some of his employees. I know he lies about all sorts of things too; for example, he told me he attended USC and played football for the Trojans. I checked, and he never went to USC or played for the Trojans. When I asked him later to tell me what university he attended, he said UCLA, and then I found out later that he never went to either and does not have a degree at all!

He called a week ago and told me to look out for a call for a job reference. I was upset and told him not to use me as a reference and that it would be a lie, but he still went on to tell me what to say about a certain position he had from 2000 to 2013 at a certain company and that he had already given my name and number and a letter from me that he typed up! I asked for a copy of the letter. He emailed it to me with the old company name that he worked for, stating that the company had long gone out of business and that the owner died and that I was a direct manager, and it had me stating that he was a great manager and listing his job and duties! So I called that company directly that was suppose to be out of business, only to find out that they have never employed him, and they are still in business and the owner is still alive kicking and well! I’m so pissed off!

So I get the call from the job he is seeking, and my question is… how do I handle it? I advised the reference checker that I will call her back, but I need to figure out how to tell her not to hire him and that he is a horrible person and a liar. I have been told to call her back with the truth. What do you think? Is this illegal and can this come back on me since I have my own job and a small company? All this is a personal train wreck waiting to happen. What can be done to make him stop and can I make him stop or seek an attorney for him to stop?

Call the reference-checker back and say this: “I’ve never worked with him. He asked me to lie for him and I said no, so I have no idea why he gave you my name anyway. He showed me a letter that he forged that said it was from me, giving a reference for him, so I need to let you know that if he shared that letter with you, it’s a forgery. I didn’t write it, I can’t attest to his work, and I’m horrified that he’s using my name like this.”

You don’t owe your friend any warning that you did this, but just on the principle of thing, I’d let him know once it’s done — “Bob, I told you I wouldn’t lie for you. I don’t know why you gave a reference-checker my name, but I told her the truth — that we’ve never worked together and that your claims that we had were lies. I want to be very clear that you need to stop telling lies involving me, and if you continue to do it, I’ll continue to be very clear with anyone who contacts me. Also, you are a crappy person.”

As for contacting an attorney to force him to stop, it’s an option but I don’t think you need to spend the money on it. He’s going to figure out that doing this will hurt him, not help him, because you’ll tell the truth.

2. More bad reference behavior — this time from a manager

I’ve been with my current job for about a year and a half. Things were great for the first 90 days, but then my manager really started to show her true colors. Don’t get me wrong, she’s brilliant at certain aspects of her job, but she really sucks at managing people. Her mood is always unpredictable, she’s demanding, micromanages, never has any good feedback, and her tone is so harsh that she might as well add “are you stupid?” on to the end of every question or comment.

I was planning on sticking it out for another few months before starting to look seriously. However, I was approached by a recruiter with a large company about a position that they thought I would be a good fit for. After a very lengthy and intensive interview process, they made me an offer, and I accepted. My current company requests four weeks notice, and even though I would have preferred to give two weeks notice, I did give them the requested four weeks.

Today is the start of week three and I received a call this morning from my new employer saying that my current manager had reached out to them and given me a poor review. I was really surprised by this, because even though I don’t care for her management style, we get along fairly well. Fortunately, the interview process with the new company was so extensive, they did not give her review of me any weight whatsoever. They even acted like she was looney tunes for reaching out to them in the first place. 

After finding this out, I don’t want to stick around. Is it appropriate for me to cut my notice short, especially since I’ve already put in two weeks of my four-week notice, or should I just suck it up and finish out my time? I’m really tempted to go into her office today and say that today will be my last day with the company. I hate to burn bridges, but I find her behavior really unprofessional and even if I wanted to work for that company again, it sounds unlikely that they would rehire me.

Rather than do something that they can cast as you behaving badly (“she gave us four weeks notice and then suddenly left after two!”), I’d rather see you take some action that has a good chance of getting your manager in trouble, and that’s to tell HR what happened. I’d go to your current HR department and explain that your new job contacted you to say that your manager called them out of the blue and said negative things about your work. Make sure to stress that her call to them was unsolicited, not in response to a reference check, because that’s what makes this so outrageous. Say these words: “This company didn’t contact Jane. She went out of her way to call them up and badmouth me once she learned I’d accepted a job there. I’m concerned that she’s actively trying to interfere with my employment and my business relationships. This could get the company in trouble for tortious interference, and I don’t think either of us wants that.”

(Tortious interference is a legal cause of action for intentionally damaging someone’s business relationships. Note that I’m not a lawyer and can’t say if you’d actually have a case, but this is a reasonable concern.)

If your HR people are any good, your boss is going to be in some serious trouble and be told never to do that again. Meanwhile, you can also say to HR, “I gave four weeks notice because I wanted to leave on good terms, but this is making me reconsider how comfortably I can stay here. I think I’d like to wrap up this week instead — any objection to that?” (If you want, you can just announce you’re doing that, but I like the idea of you having the moral high ground here, while your boss has none.)

3. I followed terrible advice from a career counselor

I went to a career counselor after applying to my dream job. I fell into the category of people who didn’t know how to follow up. The career counselor advised me to email about a window of dates I had available to interview, with the intention of forcing them to notice me and interview me. I did so and heard nothing back. He then advised that I send a paper copy of my application to the office with a handwritten letter asking to be interviewed. I did, and I heard nothing back. Next, he suggested I have a reference email on my behalf to explain how great I am (I felt too weird about my previous actions to do this). Finally, I reached out to a distant connection at the company, and she told me they already hired someone. She offered assistance on my next application, but now I am paranoid that someone at the company explained to her I was that crazy over-eager person who wouldn’t stop contacting them because I haven’t heard anything from her since.

After reading your blog, I feel I should have trusted my instincts and not taken some of these steps. The frustrating part for me is that this is my dream company. I want to work for them so badly, but I feel I was one of those aggressive, annoying job searchers who I disliked so much when I was on hiring committees. Is there any way I can do damage control? I’m in a catch-22 of looking crazy for overzealously following up, but also having a deep desire to explain to them “that’s not me, I’m not that annoying person!”, which of course, they have no reason to believe.

Your career counselor should be barred from the profession, if only there were such a mechanism to make that happen. His advice, as you’ve figured out, was really terrible — not just unhelpful, but actively harmful. (Feel free to send him this post.)

Unfortunately, I don’t think there’s much you can do at this point. Reaching out again, even if only to explain what happened, will be yet another contact; it’s already too much, and you don’t want to add more on top of it. Depending on your relationship with your connection there, you could possibly explain to her what happened and that you’re mortified, and perhaps she would of her own volition clear your name, but if she’s only a distant contact, that’s probably not feasible.

At this point, I’d say to let a couple of years pass and then try again. If it helps, read this about dream jobs in the meantime.

4. Can I get in trouble if I leave work early to avoid the snow?

If I leave work early to try to get home ahead of the snowstorm, can I get in trouble? Complicating matters, my manager is on vacation so I can’t ask him.

It totally depends on your job and your company. At lots of organizations, it would be totally fine to do this without clearing it with anyone because people are trusted to use their own judgment on this kind of thing. At others, it wouldn’t be, especially in roles/companies that tend to operate with rigid rules and hierarchy.  And of course, if you have a job where others count on your presence in the office (like a receptionist, for example), you’d want to at least clear it with someone before you leave.

If you have a more senior colleague with good judgment, I’d ask that person what they think. Or, if there’s someone covering for your boss while he’s away, you could check with that person too.

5. How can I confirm I’m really still confirmed to teach a class this summer?

Over the past year or so, one of my former professors has been indicating that she’d like me to teach as an adjunct professor. I pulled together a course syllabus for her, which she submitted to the administration as a proposal. The last time we spoke, she happily told me that the course was approved and would be on the schedule for summer 2016 as an elective. She even went as far as to tell me what my salary would be.

This conversation was early in the fall 2015 semester. Since that time, we’ve only had one brief conversation about needing to catch up in general, but our schedules haven’t aligned. I’d really like to reach out to her in the next week or so, prior to the spring semester. I’d like to understand exactly when they are planning this class (there are 3 separate summer sessions, and classes can be on any day except Sundays), and to ask her about shadowing her spring classes in preparation for my class.

I feel weird writing this note–while she verbally told me that the course had been approved, the lack of follow up details makes me a little worried that circumstances may have since changed. A single elective class taught by a new adjunct is hardly a priority on anyone’s calendar, and while I adore and respect this teacher, I could see her forgetting to let me know if circumstances changed, as she is always busy with many department details. Can you recommend a good way to inquire about the class without sounding too presumptuous in case circumstances have changed?

It’s fine to assume that it’s still on — that’s not presumptuous! She told you it was on, and isn’t likely to take umbrage to you assuming that, even if things have changed and she forgot to tell you that.

I’d say this: “Hi Jane! I want to confirm that everything is still a go for my class this summer. Assuming so, is there a time I could talk with you (or someone else, if there’s a better contact) in the next couple of weeks to get more details about scheduling. I’d also love to shadow your spring classes in order to prepare for my own, if you’d be open to that.”

Read an update to this letter here.

how to communicate with job candidates when a hiring process is dragging out

A reader writes:

I work at a small nonprofit with no dedicated HR rep. Last year, we were trying to hire an entry-level role. For a number of reasons, the process went on much longer than expected. We had to extend the deadline several times, then put the search on hold to focus on hiring for a more urgent position, and then decided to repost the job. In total (from posting to having the offer accepted), it took about six months, which was not what we’d planned on or hoped for. We’d been understaffed for quite a while and indicated our desire to move quickly with candidates.

My question is about a candidate who interviewed twice (once in person) during the middle of this process, right before the search was put on hold. Several other interviewees inquired about their status, and they were promptly responded to, but the candidate in question never followed up via phone or email to ask his status. I took it as lack of interest (during the interview, he did not seem that interested in the job). Looking back on it, we probably should have proactively informed him after we reposted the job that our timeline had changed or just rejected him right then. Based on hindsight, I think we reposted the job because we felt said candidate was the strongest option in a weak pool and didn’t really want to hire him, but we really needed help and also didn’t feel ready to remove him from contention.

Fast forward to the end of the process: When I sent him a rejection email, he wrote back to indicate his displeasure with our hiring process. I feel conflicted because having been on the other side, I know how tough unemployment is, especially the waiting game. On the other hand, I felt the particulars of the response were rather rude. I did not reply, as I didn’t feel that would be productive for anyone involved (feel free to tell me I should have).

That said, I’d love your thoughts on how we could do better next time, specifically on the issue of communicating “no new updates” to applicants, especially if they aren’t asking you for any, and whether it ever works out to keep a candidate in the mix who’d been interviewed before you decide to re-post the job.

I do think you erred by not proactively updating him on the status of his application and figuring that if he were interested, he’d check back in with you. If someone spends the time to come in and interview with you, you owe them a response — even if the response is just “things are on hold and I’m not sure when we’ll be moving forward.”

Does it ever work out to keep a candidate in the mix when you’re reposting the job because you’re not totally sold on that person or the other candidate? Yes — but it depends very much on the candidate and what your reasons for hesitation are.

If you’re hesitating because the person seems strong but you’d ideally like someone with more experience in X or with bonus skill Y, it’s reasonable to broaden your pool and see who else is out there, even if you ultimately end up deciding to hire the first person. Or, you might feel uneasy about hiring the first good person you talk to and want to talk to other strong candidates to make sure that you’re evaluating a reasonably sized pool before hiring. But if you’re hesitating because you see a real skill deficit, or not enough evidence the person will excel at the work, or interpersonal red flags (like defensiveness or constant interrupting), I wouldn’t keep that person in the pool just because you haven’t found someone better yet. You don’t want to hire someone who fundamentally isn’t right for the job, even if it means having a longer vacancy.

In the former case — where you’re not quite ready to reject someone, but are keeping them on the back burner as a “maybe” and meanwhile are reposting the job and moving forward with other candidates — you do want to reach out and let people know what’s going on. You don’t need to give a ton of detail; it’s fine to be relatively vague and just say something like, “We have more candidates to talk with, and I probably won’t be back in touch until next month.” But it’s also okay to be honest. For example:”We think you’re great, but we also think we might need someone with more experience in X for this job. Because of that, I think it makes sense to pause our conversation for now, but I do want to continue to keep you in mind and we may end up reaching back out in the next month or two, if you’re open to it.”

Regardless, though, do keep people posted in some way. If you leave them hanging with no communication after they invested time in interviewing with you, you’ll have a lot of frustrated former candidates out there.

how should managers handle snow days?

A blizzard is coming!  Well, to much of the U.S., that is. And with severe weather, managers have to figure out how to handle work when people might not even be able to get out of their driveways.

With severe weather, at what point should you tell people to just stay home?

Obviously, you don’t want people to put themselves in harm’s way to get to work during serious storms. If a weather situation is seriously dangerous or if authorities are telling people to stay inside and off the roads, make sure your staff knows that they should stay inside and off the roads.

In less severe situations, you might just tell people to use their best judgment. If you say that, though, be sure you really mean it! Sometimes managers say that but then subtly pressure people to come in anyway, which can lead to a situation where no one knows what you really want them to do.

What’s reasonable to expect of your team when they’re snowed in?

Depending on their roles, they may or may not be able to work from home. The key thing is to get aligned with people ahead of time about what you expect, so that they’re not planning to spend the day sledding with their kids while you’re assuming that they’ll take their laptop home and work as usual. If you want people to try to work from home, make sure they know it – and that they take home any equipment or materials they’ll need beforehand, if possible.

Another option is to let people choose for themselves. You could say something like, “During snow days, you’re welcome to work from home if you can truly work a full day. If you can’t, please use PTO for the day — either for a full day if you won’t be working at all, or for a half day if you’ll be putting in some work.” (However, if your office is fully closed and people can’t come in even if they wanted to, don’t make them use PTO – that’s a recipe for demoralizing your staff.)

Should you expect people to maintain the same levels of productivity they’d normally have?

Depending on the circumstances, it might not be reasonable to expect productivity levels to be the same as if people were in the office. If you’re in the middle of an ongoing snow storm, people may need to stop working every hour to go out and shovel, or they may need to supervise their kids if the schools are closed.

What if some people can work from home and others can’t?

That’s very much the reality on many teams. Some jobs require being physically present in the office while others can be done from nearly anywhere, at least on occasion. If you’re worried it will seem unfair to expect some people to work from home if not everyone is required to, keep in mind that being able to work from home comes with lots of advantages too (like being able to telecommute while waiting for a repair person or while staying home with a sick kid) – so hopefully it balances out.

I originally published this at Intuit QuickBase’s blog.

my coworker constantly misses work and I have to do her job for her

A reader writes:

For the most part, I really enjoy my job. It is my first job out of university, and I’m well-paid and appreciated and work in a small, tight-knit division. One of my coworkers, “Cecilia,” drives me nuts though. Because my boss, “Jack,” is fairly understanding and flexible about time off and vacations, she takes advantage and regularly takes off two weeks or so almost every two months, often during busy seasons. We are supposed to have three weeks off the entire year, but Jack will let you have time off if work is slow because we work so much during crunch time. I feel terribly because she’s past retirement age and has grandkids and an ailing mother. But every single time she leaves, her work falls to me.

My boss has tried many, many things to accommodate this issue. He switched some of our roles so my work was more stable. He has told her he will not approve absences when key tasks are not done. He has limited approvals for vacations (though family emergencies can’t really be mitigated). However, her area of work is intricate and ongoing, and I’m the only person who has enough knowledge to do it without prompting or diverting too many people, even though I now primarily work in a separate area.

I am deeply, deeply sympathetic to her tragedies, but I cannot keep doing Cecilia’s work for her. This Thursday, she gave notice that she would be out of the country by Monday for yet another family emergency. I’ve asked to speak to Jack about what my role is in Cecilia’s absence. What can I say to show that while I’m a team player, I’m starting to feel as if I am being taken advantage of? I can do the work she does along with my work; it is just terribly stressful, extremely tiring, and I have to help her catch up. How can I say to Jack that I know he is trying his best but I cannot accommodate her at the expense of my well-being and with no extra compensation?

Say this: “I’ve wanted to be accommodating to Cecilia and have put a lot of energy into covering her work when she’s out. However, I’ve been asked to cover for her so frequently at this point that it’s becoming unsustainable for me. When she’s gone, I have to do her work as well as my own, which adds significantly to my workload and takes a lot out of me to keep up with it all. I can do it occasionally in an emergency, but I can’t keep doing it regularly. And even if there were a way to lessen my own work during those times, I want to continue working in Area X, where my job is, rather than being pulled into Area Y to handle Cecilia’s projects. I’m happy to help cover for Cecilia for the normal three weeks we all get off every year, but I’d like to limit it to that. Is that possible?”

Note that you’re not getting into whether or not Jack should be approving all this vacation time for Cecilia; that’s his call. You’re keeping the focus on your part of this, which is that you’re not up for covering for her all the time.

From there, Jack has a few different options: He can take this as a wake-up call that what he’s doing isn’t sustainable for the organization and change how much time off he’s allowing Cecilia to take … or, if he’s committed to allowing Cecilia to take as much time off as she wants, he can hire additional staff to cover for her … or he can find other people already on staff to handle her workload … or he can tell you that you have to suck it up and keep doing Cecilia’s work all the time, in which case you can decide if you’re up for that or whether you’d rather go elsewhere.

But by having this conversation, you’ll push him to deal with the situation, which so far it sounds like he’s been able to avoid because he just sticks you with all the burden.

Read an update to this letter here.

new manager says I’m young and untrustworthy, coworker is angry that I won’t cut my hours, and more

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

1. New manager said I’m young and untrustworthy and can’t talk about wages

In the last few months, I’ve been having a lot of trouble with our new manager. When she first started working in our restaurant with no previous experience in food, she immediately tried to rearrange everything. I understand her need to be in control, and I can deal with that. But within the first week, I asked my coworker if he had a phone cord as my phone was dying and I needed to call for a ride home. She overheard and went across the street to purchase a $40 phone cord for me, which made me personally uncomfortable as I didn’t ask for it and wouldn’t be using it more than once, so I didn’t understand why should would do it.

More recently, I discovered new hires were making more than me and after talking with two coworkers about it, I asked her for a raise, as I’ve worked there for nearly two years. She brought me into her office and gave me an hour long talk about how she thought I was too young, untrustworthy, and unthankful for her buying a phone cord for me when she had first started. She announced I would no longer be considered for a lead position, and on top of that, told me I could and would be fired if I talked about wages with my coworkers again.

Am I allowed to file some sort of complaint about this? Before she started my record was spotless and my performance reviews were spotless, but she seems to have developed a grudge against me and constantly goes out of her way to mark me down and discredit me in front of her higher-ups.

Your new manager sucks. There’s no such thing as “too young” for a raise, you can’t substitute a phone cord (unwanted, no less) for a raise, and telling you that you’re now unpromotable because of this is the final nail in her “terrible manager” coffin.

Oh, wait, no, it’s not. The final nail is her illegally telling you that you’d be fired if you discuss wages with your coworkers. The National Labor Relations Act says that employers can’t prevent employees from discussing wages among themselves. You could indeed file a complaint over this — but I’d also be job searching, because she’s not going to get any better.

2. My coworker is angry that I won’t cut my hours so she can have more

I work in an overnight health care situation with another worker. Unfortunately, the company indicated that we had to go down to only one overnight worker. Since I have seniority, they asked what I wanted to do. After thinking about it, I chose to only work three nights a week instead of four, so that the other employee could at least get two overnights into her schedule.

She came to me and asked if I would consider only working two nights every other week so that the hours would be fair. Our manager gave her the day shift, so in the end she actually ended up with 31 hours a week, with me at 33. I told her I would not give her any of my hours and explained that if I had kept my normal schedule, she would have lost an additional 11 hours a week, but because I didn’t want to do that to her I told management that I would only work three days a week instead of four. There are daytime hours available one weekend a month, which I’m taking advantage of to try and make up for the 11 hours a week I’m losing.

Along with the hours problem, my coworker is angry because I was told first about the cut in hours and didn’t inform her prior to management doing so. But my company had told me that if other employees found out prior to management discussing the cut in hours, I would lose my job at this particular house. My coworker is no longer speaking to me because of this. I’m heartbroken because I chose to take fewer hours so that she could have more per week, but because I’m not offering even more she has chosen to not speak to me. I feel like I can’t win for losing.

Your coworker is being really unfair to you. You did her a favor to try to give her more hours — at a cost to yourself — and she’s not only not acknowledging that, but pressuring you to take an additional loss and giving you crap for following formal instructions from your job not to disclose information that was confidential at the time. She’s the one in the wrong here.

You haven’t done anything wrong, and you did more than many people would do to try to help her out. If you haven’t clearly spelled it out for her yet, I would say this to her: “I actually took a cut to my hours so that you would have more. I can’t cut them further, but I did that because I wanted to help you.”

From there, it’s really up to her to decide whether to handle this reasonably or not. There’s not much else you can do on your end — but please do take comfort in knowing that you tried to do a nice thing here.

3. Hired, trained, and then no contact

I was recently hired as a freelancer for a company shortly before Christmas. They had me come in and fill out all kinds of papers and I was offered healthcare and given a pass card. I then worked for two days (at someone else’s desk – they were away that week) and got good feedback. Because it was the holidays, I was told (not by the hiring manager, but the person giving me assignments) to take the next few weeks off because the other employees and clients were away.

Fast forward to the Monday after New Year’s Day, my supposed return date. I go into the office — the pass key did work. The person whose desk I was using was obviously back. The hiring manager – once aware of my presence – was perplexed as to why I was there. I told him what I explained above. He then stated that they didn’t have enough work yet because everyone was just getting back from holiday and it would take time for things to pile up. He assured me that I was still on board but to wait for his call.

It’s been a week and a half since. I do not want to make calls pestering him about what’s going on because I think it will affect the situation negatively but I am concerned. When I was hired, I was under the impression that it would be steady work. In fact, I thought it was temp-to-hire. How would you read into a situation like this?

Did he give you any kind of timeline to expect? If not, I’it’s reasonable to email him now and ask if he can give you a sense of when he’s likely to be ready to start. You could say something like this: “I’m planning out my own schedule for the next month or so and want to make sure that I’m not overlapping with when you’ll need me. Do you have a sense of when you’re likely to want me to return?”

But unless it’s something both firm and soon (like “next Monday”), I’d keep job searching for now. That doesn’t mean that this job won’t eventually come through — I actually think there’s still a good likelihood that it will — but right now it’s too shaky for comfort, and you don’t have enough insider information to evaluate why. They should proactively give you that information (like “our client work always kicks into high gear in late January and we’ll definitely bring you in then”), but since they’re not, the safest course of action for you is not to keep all your eggs in this basket. I know that’s frustrating.

Read an update to this letter here.

4. I can’t find out the recruiter’s name

I am applying to a position with a small/medium non-profit and wanted to find out the name of the recruiter to whom I should address the cover letter. I’ve done some research and identified the name of the would-be manager in the role (unless there are internal changes expected).

They will surely be involved in the process but will likely not be the only (or maybe even first) person doing the recruiting. Should I address the letter to that person or just go for a generic “recruitment manager.” HR is unwilling to share with me.

No one cares — seriously. Don’t spend any energy thinking about it. Address it to the hiring manager since you know that person’s name — but if you didn’t, “dear hiring manager” would be totally fine. (In case I’m confusing you, “hiring manager” and “recruitment manager” are two different things; “hiring manager” is the person who will manage you once hired. That’s really who you’re writing to, not that it’s a big deal either way.)

Plus, in a small nonprofit, there probably isn’t a recruiter anyway; small nonprofits — depending on how small we’re talking — don’t generally even have dedicated HR people (but rather someone who handles HR on top of other work).

5. Listing an upcoming book publication on my resume

I am pretty happily situated in my current job (thanks, in large part, to your advice!), but I’ve also recently signed a publishing contract (novel-length fiction), and I’m interested in how you’d go about listing this on a resume, especially considering that long production limbo before the book actually hits shelves. I have an MFA in writing, and I’d love to eventually move to a field that’s more writing-centric. Your thoughts would be great.

It’s still very early in the process and I haven’t yet been given a production timeline, so I can only guess at the date of publication. Thus, my closest inclination would be to list it as:

NOVEL TITLE, forthcoming from Winterfell Press, an imprint of Westeros Press

I think that’s perfect! The key here is that you indicate there’s a publisher on board. If you were still shopping it around, I wouldn’t list it — but now that it’s under contract and a definite thing, this makes sense.

will I be judged for having a messy office?

A reader writes:

I wonder if you could say a few words about work offices/spaces. I’m the child of a hoarder and I fight the family DNA daily, but I usually have a messier office than most people. A previous boss with a minimalist office told me that “a messy desk is the sign of a disorganized mind.” In my opinion, her clean desk was a sign of having a really good secretary, and my messy office was a sign of growing up with a hoarder, and also perhaps of being a creative person — you know, like Einstein!

I’ve improved over the years, so the “clutter” isn’t permanent — it’s usually related projects that move from start to finish a bit too slowly for comfort but do eventually get dealt with, and there are a couple of out-of-the-way places that store “projects that have to wait until Jane is between projects” (and Jane is usually swamped). Still, I worry that other people will judge. If I’ve gotten behind, I’ll just laugh and say to someone who visits, “Can you tell I grew up with a hoarder?” I also worry that my boss will judge despite being messy herself.

The urge to purge always hits me after visiting my hoarder mother over the holidays, and things are slow at work. But the current boss who is messy also wants our weekly reports to show that we’ve spent our time our job duties. It’s hard to take a day “off” to do housekeeping.

Is it becoming more acceptable to be a bit messy? Please say yes!

I think it depends on how messy we’re talking about here. A bunch of piles that are reasonably contained? Not a big deal to most people. But an office that’s feels closer to a trash heap? A lot of people are going to judge that, and will think that it indicates disorganization or a lack of reasonable-to-expect discipline in your work habits.

If you’re not sure where on that spectrum you fall, you could always ask a trusted coworker or two to give it to you straight about whether your office has crossed over from pleasant disarray to alarming chaos.

If you determine you do need to tackle it (and at a minimum, I’d say there’s no downside to doing that, and there’s almost definitely an upside), I don’t think you need to spend a whole day cleaning up (although if you have a slow period where you can, that’s often the easiest way to do it — or even come in over the weekend and knock it out when no one else is around, if you’re exempt and willing to do it), but you could probably devote an hour a week to it and get through it pretty quickly … and then keep blocking off that hour a week going forward to keep the chaos from returning.

By the way, I’d actually avoid saying “Can you tell I grew up with a hoarder?” to people. It’s potentially going to put hoarding in their head when it wouldn’t have otherwise been there, and that’s not something you want to do.

why I’m thankful for the bad managers in my past

I’ve worked with and for a lot of bad managers in my career. I consider them anti-mentors: bosses who were so bad that they unwittingly formed the start of my thinking on management, by providing a perfect model of what not to do.

Over at Inc. today, I talk about those bad bosses and why I’m grateful to them. (Note: My columns for Inc. are generally pulled from my archives here. This one was originally printed here in 2008.)

Also, a note about my articles at Inc.: If you’re outside the U.S. or using an ad blocker, Inc. may ask you to register in order to read more than one article there. That’s because they otherwise aren’t able to earn any revenue from those page views, which they’re of course dependent on in order to continue to exist.

my boss doesn’t know she’s about to be fired — and I’m replacing her

A reader writes:

I have been offered the supervisory job at work by the “big bosses,” who are planning on firing my immediate supervisor. She does not know she is going to be fired, and my accepting the position actually makes it possible for them to fire her (it’s not a job that can be vacant for any length of time). I’m excited about the new job and I’m sure I can do a great things with it, but I’m troubled by the awkwardness of the situation.

I don’t have any misgivings that she needs to leave the job; she has been stagnant in it for a long while and the position needs new energy. Mostly I am wondering what the best way to handle the transition would be. Should I take vacation during her final days on the job and then step into the new role upon my return? Should I transfer out and then transfer back in when I take over? How is this typically handled?

I think they are going to offer her a demotion, essentially, in another department if she wants to stay. I’m guessing she will just leave directly though. There’s no plan for a period of transition time.

This will be my first managerial role and I am one of the least senior employees (though not the least experienced), so that may engender some skepticism from the current staff. I would like this transition to go as smoothly as possible so I can get to work right away. I have lots of ideas about how to engage everyone as members of a new, energetic team, so I’m ready to get started, I’m just not sure about the immediate future after my supervisor is given her notice.

First, talk to the person who will be your new boss in your new role. The two of you should be talking all of this stuff through; you definitely shouldn’t feel like you’re supposed to handle this all on your own, especially as a new manager. You need that person to tell you things like: What’s the messaging going to be around the firing of your current manager? When do they plan to announce your promotion? You need to know if it’s going to be the same day your current boss is moved out, a week later, or what, so that you’re all on the same page about messaging and so that you know what to expect. And if she does accept the demotion rather than leaving, what will they want that transition to look like, as far as it impacts you and your new staff?

Beyond that, I’d say to be prepared for there to be some awkwardness — both around the sudden firing of your manager and around your promotion to managing peers (which can be awkward at first under the best of circumstances). And of course, if your manager does take the demotion and stay on, there will almost certainly be some awkwardness in your relationship with her.

The best way for you to deal with that is for you to be calm, open, and reasonably forward-looking … but not so forward-looking that you appear to be brushing off people’s real questions and concerns. Also, don’t criticize the old manager to your staff (even if you’re 100% right, it will make you look smaller), and don’t rush too quickly into making dramatic changes; you want to move pretty carefully and deliberately, which is always the case when you’re taking over a team, and is triply the case when you’re new at managing.

Last, I wouldn’t take vacation during your current manager’s final days; if anything, that risks you looking like you’re hiding from the awkwardness or doing something shady, which is not a good way to inspire confidence from your new team.