A reader writes:
My question is an odd one. It is about a habit of hard-working and busy people: eating at work.
I have a sensitivity to low level irregular noise, especially people chewing, crunching, and rattling cellophane bags. (In fact, I am wearing ear plugs right now to drown out the sound of a young woman crunching chips and digging into her sandwich bag for them.)
I was diagnosed with significant ADHD 3 years ago, which is probably the root. I found a lot of people online are disturbed by the sounds of eating, so much so that they have made up a name for it: soft sound sensitivity syndrome.
Often in their posts, they mention that they don’t say anything to the person bothering them. I wonder how many of your readers would prefer co-workers not eat so much at their desks?
You would hate me. I am constantly chowing down in my office on something or other. Sometimes my desk looks like a buffet table.
I suspect you've already stumbled on the answer: ear phones. What do other people think?
Wednesday, October 15, 2008
Tuesday, October 14, 2008
mistakes new grads make at work
I like working with recent grads. There's something really fulfilling about watching people as they learn their way around the working world for the first time and start getting the experience that will let them advance professionally. But I've also seen quite a few stumble in similar ways. Some of these are fatal, some just unwise, but all are ways that recent grads unintentionally sabotage themselves at work. Over at U.S. News & World Report today, I talk about seven common mistakes I see new grads making on the job. Check it out, and I'd love to hear your own input.
Sunday, October 12, 2008
what to wear to a nonprofit interview
My new pet peeve is becoming people who think that because they're interviewing at a nonprofit, they can dress down for the interview. I've seen too many candidates lately in business casual, which I'm pretty sure they'd never wear for an interview at, say, a bank.
Why are people doing this? Do they think other nonprofit standards are going to be lower too, like performance accountability? They're not. (Or at least they shouldn't be; if anything, they should be higher, given the importance of the work of many nonprofits.)
This is my PSA for the day: If you are interviewing at a nonprofit, you still need to wear a suit.
Why are people doing this? Do they think other nonprofit standards are going to be lower too, like performance accountability? They're not. (Or at least they shouldn't be; if anything, they should be higher, given the importance of the work of many nonprofits.)
This is my PSA for the day: If you are interviewing at a nonprofit, you still need to wear a suit.
Monday, October 6, 2008
an ode to the bad managers of my past
I never had a mentor. Once a boss promised to teach me how to manage people, but then she promptly disappeared to "work from home" for weeks on end and was never seen again.
What I had instead were 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.
My first boss was so afraid of offending anyone or making waves that he stood idly by while the organization crumbled around him. About half the staff there did little to no work, and he said nothing about it. He would sometimes complain about people behind their back but he never addressed anything to anyone's face. It was impossible to get warned about anything, let alone fired. One coworker and I used to speculate on how outrageous someone's behavior would have to be before he would be forced to say something to them. At one point, we decided that I could come to work wrapped in a bath towel, as if I'd just stepped out of the shower, and he wouldn't comment on it. We resorted to begging the higher-ups to hire a real manager, but our pleas went nowhere and we eventually left.
Later, I had another boss who openly talked about how she hadn't wanted the promotion that had made her the manager of our department, and it was clear that her strategy was to pretend nothing had changed. Requests from other departments for work from us would sit in her in-box for days because she either didn't want or didn't know how to assign work. Eventually the department that had sent the request would call to check on it, at which point she would assign it to someone who would be forced to drop everything to complete it at the last minute. A co-worker and I used to devise ways to get work done despite her; at one point we installed a work order box outside the department and announced that all incoming jobs had to be requested via a form left in the box, so we could just grab jobs and do them, before they got bottlenecked with our alleged "manager."
I had another boss who brought me in to "fix" problems on the staff and who loved to sit in his office and complain to me about how those problem staffers were holding the organization back. Ironically, he also loved giving flowery speeches about the importance of strong management -- until I told him it was time to start holding those problem staffers accountable and insisting they start getting some results. Then he filibustered for months, coming up with one reason after another why we couldn't take any action, until I finally realized he would never bring himself to make waves. Many years later, long after I left in frustration at his inaction, those problem staffers are still there, their problem behaviors unchanged.
I could go on and on. But the point is this: My bad bosses taught me what eventually became the foundation of my own approach to management, by teaching me what not to do. Once you know what not to do, the path to what you should do becomes remarkably clear.
By working for managers who allowed their desire to be nice to lead them to avoid unpopular/difficult decisions and conversations, I learned how crucial is to address problems straightforwardly. By working for managers who tolerated shoddy work, I learned the importance of setting a clear and high bar and expecting people to meet it. By working with managers who didn't know how to delegate, I learned how key it is to be hands-on in keeping work moving, including laying out clear expectations about results, checking in on progress, and holding people accountable for their performance. And from various other bad managers, I learned to see and use authority as just one more tool in the toolbox for getting things done; it's not something that should make you nervous or something to lord over others, just something that helps you run things in the way they should be run, and to back up your words with action.
And now that I manage other managers, I make damn sure none of them are going to be the nightmare manager that someone else is writing about someday.
So here's a shout-out to all the bad managers from my past. You put me on the path to my current job and, in the words of the terrible Chicago ballad, you're the inspiration. Thank you!
What I had instead were 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.
My first boss was so afraid of offending anyone or making waves that he stood idly by while the organization crumbled around him. About half the staff there did little to no work, and he said nothing about it. He would sometimes complain about people behind their back but he never addressed anything to anyone's face. It was impossible to get warned about anything, let alone fired. One coworker and I used to speculate on how outrageous someone's behavior would have to be before he would be forced to say something to them. At one point, we decided that I could come to work wrapped in a bath towel, as if I'd just stepped out of the shower, and he wouldn't comment on it. We resorted to begging the higher-ups to hire a real manager, but our pleas went nowhere and we eventually left.
Later, I had another boss who openly talked about how she hadn't wanted the promotion that had made her the manager of our department, and it was clear that her strategy was to pretend nothing had changed. Requests from other departments for work from us would sit in her in-box for days because she either didn't want or didn't know how to assign work. Eventually the department that had sent the request would call to check on it, at which point she would assign it to someone who would be forced to drop everything to complete it at the last minute. A co-worker and I used to devise ways to get work done despite her; at one point we installed a work order box outside the department and announced that all incoming jobs had to be requested via a form left in the box, so we could just grab jobs and do them, before they got bottlenecked with our alleged "manager."
I had another boss who brought me in to "fix" problems on the staff and who loved to sit in his office and complain to me about how those problem staffers were holding the organization back. Ironically, he also loved giving flowery speeches about the importance of strong management -- until I told him it was time to start holding those problem staffers accountable and insisting they start getting some results. Then he filibustered for months, coming up with one reason after another why we couldn't take any action, until I finally realized he would never bring himself to make waves. Many years later, long after I left in frustration at his inaction, those problem staffers are still there, their problem behaviors unchanged.
I could go on and on. But the point is this: My bad bosses taught me what eventually became the foundation of my own approach to management, by teaching me what not to do. Once you know what not to do, the path to what you should do becomes remarkably clear.
By working for managers who allowed their desire to be nice to lead them to avoid unpopular/difficult decisions and conversations, I learned how crucial is to address problems straightforwardly. By working for managers who tolerated shoddy work, I learned the importance of setting a clear and high bar and expecting people to meet it. By working with managers who didn't know how to delegate, I learned how key it is to be hands-on in keeping work moving, including laying out clear expectations about results, checking in on progress, and holding people accountable for their performance. And from various other bad managers, I learned to see and use authority as just one more tool in the toolbox for getting things done; it's not something that should make you nervous or something to lord over others, just something that helps you run things in the way they should be run, and to back up your words with action.
And now that I manage other managers, I make damn sure none of them are going to be the nightmare manager that someone else is writing about someday.
So here's a shout-out to all the bad managers from my past. You put me on the path to my current job and, in the words of the terrible Chicago ballad, you're the inspiration. Thank you!
5 signs you're about to be fired
It's always baffling to me how many people don't realize when they're in danger of being fired, even when the signs are all there. When it finally happens, they're stunned and seem never to have seen it coming. Over at U.S. News & World Report today, I give five signs that your job might be in danger. Check it out.
Saturday, October 4, 2008
how does blogging affect job-hunting?
A reader writes:
What is your take on having a blog and how that might affect your career, especially if you are job-hunting?
I blog as a hobby for about five years now. I have a political blog where I often deal with controversial topics and issues and which I sometimes take staunch positions. It is well-written (I don't rant and rave -- this is where I do serious writing and reflection) and I try to be thoughtful in my posts. I also am linked to several nationally-known bloggers and have a growing readership.
My question is: as a hiring manager, what is your take on a potential hire having such a hobby? Would you hold their writings against them -- especially if they deal with controversial political and cultural topics? I make an effort to be anonymous and use a pseudonym but my true identity can easily be found out using a simple Google search. I do not mention any of my employers at all in my blog posts and tend to avoid topics that have to do with my employer's business. That said, I am not sure if that is enough precaution to keep me out of trouble.
Depends on the employer, and depends on how controversial.
Here's where I come down on it (and this is only my personal take, not representative of all employers): If someone is writing about a controversial issue and they're doing it in a thoughtful, calm way, then regardless of which side of the issue they're on, that's fine with me. But if someone is ranting, or so extreme in their views that they're scary (and that's subjective, of course), or just offensive, it's probably a deal-breaker.
Also, if I know about a candidate's blog, it's going to become part of their application package whether they know it or not. I'm going to look at it for evidence of how their writing is, how they use logic, what their judgment is like, and generally who they are -- like a MySpace page, it's definitely not off-limits. This could help or it could hurt, depending on the blog. (Side story: I actually once saw the blog of a candidate who had blogged about her interview process with me. It was well-done and it helped.)
In any case, personally, it's more about the type of thing above than whether or not I object to the particular views the person is espousing. In fact, I would rather not have a staff with identical views anyway.
However, it's a risk. Plenty of employers won't agree with me and if they disagree with your views may hold it against you. To some extent, this is human nature. Some of hiring involves personal chemistry.
Additionally, you need to be prepared for employers to require you to discontinue the blog once you're on the job, or at least give you rules about what you can and can't write about. In some fields you just can't have an outside blog that showcases your individual opinions. For instance, if you work on a political campaign that's moderate and you have a blog where you occasionally display more radical opinions, that's a problem for the campaign and they're going to make you shut it down -- because many people will see it reflecting on them even if it doesn't actually. So if the blog is important to you and you don't want to find yourself choosing between it and your job, it might even be worth asking about before you take an offer.
Anyway, this is a huge topic and we've only scratched the surface. Anyone else want to weigh in?
What is your take on having a blog and how that might affect your career, especially if you are job-hunting?
I blog as a hobby for about five years now. I have a political blog where I often deal with controversial topics and issues and which I sometimes take staunch positions. It is well-written (I don't rant and rave -- this is where I do serious writing and reflection) and I try to be thoughtful in my posts. I also am linked to several nationally-known bloggers and have a growing readership.
My question is: as a hiring manager, what is your take on a potential hire having such a hobby? Would you hold their writings against them -- especially if they deal with controversial political and cultural topics? I make an effort to be anonymous and use a pseudonym but my true identity can easily be found out using a simple Google search. I do not mention any of my employers at all in my blog posts and tend to avoid topics that have to do with my employer's business. That said, I am not sure if that is enough precaution to keep me out of trouble.
Depends on the employer, and depends on how controversial.
Here's where I come down on it (and this is only my personal take, not representative of all employers): If someone is writing about a controversial issue and they're doing it in a thoughtful, calm way, then regardless of which side of the issue they're on, that's fine with me. But if someone is ranting, or so extreme in their views that they're scary (and that's subjective, of course), or just offensive, it's probably a deal-breaker.
Also, if I know about a candidate's blog, it's going to become part of their application package whether they know it or not. I'm going to look at it for evidence of how their writing is, how they use logic, what their judgment is like, and generally who they are -- like a MySpace page, it's definitely not off-limits. This could help or it could hurt, depending on the blog. (Side story: I actually once saw the blog of a candidate who had blogged about her interview process with me. It was well-done and it helped.)
In any case, personally, it's more about the type of thing above than whether or not I object to the particular views the person is espousing. In fact, I would rather not have a staff with identical views anyway.
However, it's a risk. Plenty of employers won't agree with me and if they disagree with your views may hold it against you. To some extent, this is human nature. Some of hiring involves personal chemistry.
Additionally, you need to be prepared for employers to require you to discontinue the blog once you're on the job, or at least give you rules about what you can and can't write about. In some fields you just can't have an outside blog that showcases your individual opinions. For instance, if you work on a political campaign that's moderate and you have a blog where you occasionally display more radical opinions, that's a problem for the campaign and they're going to make you shut it down -- because many people will see it reflecting on them even if it doesn't actually. So if the blog is important to you and you don't want to find yourself choosing between it and your job, it might even be worth asking about before you take an offer.
Anyway, this is a huge topic and we've only scratched the surface. Anyone else want to weigh in?
Thursday, October 2, 2008
should I stay or should I go?
A reader writes:
I have been with my company for over four years and was doing well until I went on maternity leave for a year. When I returned, I had a new boss (making me start the cycle of having to prove again my skills and worth) and a new role, which is more strategic than before. But because of my family commitments, especially with the new baby and sleepless nights, I am unable to give 100% to the job.
My current job involves getting very deep into the industry vertical to be able to participate actively in strategy discussions, sometimes with senior management. I am trying my best, I even joined a consulting course. But learning about the nuts and bolts of the industry has been a challenge, and I often sit through meetings with rarely any input. This is making me self-conscious and I often wonder if I am under-performing. My boss has already told me to take industry-related courses because he feels I need to work on this.
He is also sort of a micromanager compared to all my bosses before. He is very knowledgeable but would like me to rise up to his standards and often shoots down my work, which is very much demotivating. He also keeps talking about bringing a person from his previous company who is supposed to be smart, but mentioned that it will not affect my job.
My work in general has been perceived very well with every company I have worked till date (except with my new boss), and I am considered to be pretty good on deadlines and go to any extra ends to get things done. I like my new role but I am not sure if I will be able to perform according to the desired standards and ever please my boss. I am also worried if he will bring this new person in and slowly sidetrack me or fire me. These days, I have really lost my confidence and interest in the job and I am trying for new jobs. What do you suggest? Should I stick to my job or look for a new job?
It's hard to say with limited information, but these things jumped out at me from your letter:
- You feel you haven't been able to give 100% to the job because you have different commitments now.
- You and your boss both feel that you do not have the industry knowledge (at least not yet) to do the deep strategy discussions the job requires.
- You don't like your new boss' management style (and let's face it, that style may be becoming more pronounced because your boss isn't confident in your performance).
- You're losing interest in the role.
Rather than asking whether you should look for a new job, I'd be asking why you should stay. It doesn't sound like you believe this job is a natural fit for you, so why not start looking around for one that is?
We should all want jobs that we'll excel in. It feels crappy to be constantly struggling to succeed in a job, to see a disappointed or concerned boss, to have to worry about being pushed out. Don't stay for the sake of sticking it out; if this isn't right for you -- and I'm defining "right" as a role where you're going to shine, not as a job where you can get by -- start looking for what might be a better a fit. There's no shame in that.
But if you're not ready for that -- and maybe with a new baby you'd rather avoid more upheaval -- a middle ground would be to talk to your boss, and ask for some feedback. How does he think you're doing overall? Does he have confidence that you'll be able to perform at the level he's looking for in time? Best case scenario, his answers to these questions could provide you with some reassurance. Worst case scenario, they at least help you stop having to guess and give you some firmer facts to base your next move on.
Good luck!
I have been with my company for over four years and was doing well until I went on maternity leave for a year. When I returned, I had a new boss (making me start the cycle of having to prove again my skills and worth) and a new role, which is more strategic than before. But because of my family commitments, especially with the new baby and sleepless nights, I am unable to give 100% to the job.
My current job involves getting very deep into the industry vertical to be able to participate actively in strategy discussions, sometimes with senior management. I am trying my best, I even joined a consulting course. But learning about the nuts and bolts of the industry has been a challenge, and I often sit through meetings with rarely any input. This is making me self-conscious and I often wonder if I am under-performing. My boss has already told me to take industry-related courses because he feels I need to work on this.
He is also sort of a micromanager compared to all my bosses before. He is very knowledgeable but would like me to rise up to his standards and often shoots down my work, which is very much demotivating. He also keeps talking about bringing a person from his previous company who is supposed to be smart, but mentioned that it will not affect my job.
My work in general has been perceived very well with every company I have worked till date (except with my new boss), and I am considered to be pretty good on deadlines and go to any extra ends to get things done. I like my new role but I am not sure if I will be able to perform according to the desired standards and ever please my boss. I am also worried if he will bring this new person in and slowly sidetrack me or fire me. These days, I have really lost my confidence and interest in the job and I am trying for new jobs. What do you suggest? Should I stick to my job or look for a new job?
It's hard to say with limited information, but these things jumped out at me from your letter:
- You feel you haven't been able to give 100% to the job because you have different commitments now.
- You and your boss both feel that you do not have the industry knowledge (at least not yet) to do the deep strategy discussions the job requires.
- You don't like your new boss' management style (and let's face it, that style may be becoming more pronounced because your boss isn't confident in your performance).
- You're losing interest in the role.
Rather than asking whether you should look for a new job, I'd be asking why you should stay. It doesn't sound like you believe this job is a natural fit for you, so why not start looking around for one that is?
We should all want jobs that we'll excel in. It feels crappy to be constantly struggling to succeed in a job, to see a disappointed or concerned boss, to have to worry about being pushed out. Don't stay for the sake of sticking it out; if this isn't right for you -- and I'm defining "right" as a role where you're going to shine, not as a job where you can get by -- start looking for what might be a better a fit. There's no shame in that.
But if you're not ready for that -- and maybe with a new baby you'd rather avoid more upheaval -- a middle ground would be to talk to your boss, and ask for some feedback. How does he think you're doing overall? Does he have confidence that you'll be able to perform at the level he's looking for in time? Best case scenario, his answers to these questions could provide you with some reassurance. Worst case scenario, they at least help you stop having to guess and give you some firmer facts to base your next move on.
Good luck!
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