July 2011

It’s been reference week over here. Let’s add one more. A reader writes:

My former assistant called to tell me she had put me down as a reference. We had a rocky relationship (she was moody) at our previous company (which went bankrupt) but she was always competent, efficient and thorough, so I had to put aside personal feelings and talk to her capabilities. I also felt sorry for her because she only had 1 interview in the 10 months since she was laid off, so I didn’t want to sabotage her chances by getting personal. I was very complimentary about her skills and when the HR person asked if I would hire her again, I hesitantly said, “Yes.”

It turns out my old assistant got the job, was there 2 months and left or was fired because she was asking for directions on how to do the job and the response they gave her was, “You have 17 years of experience. You should already know how to do it.” I think she might have even sworn or was incredibly unprofessional in her exit. (I got this secondhand because she never even called me to thank me for the reference nor to tell me she got the job.) That was back in March 2010.

My question: I applied for a job at the same company 2 months ago and have never heard back. Do you think this reference ordeal was a factor and if so, how do I overcome it?

Maybe, maybe not. It’s really common to apply for a job and never hear back, so it’s hard to conclude that it’s because of the reference you gave.

That said, this kind of thing is exactly why I urge people not to give positive references for people they don’t genuinely think would be a good hire. If you give a positive reference to someone problematic (without at least some caveats), it will reflect on you and your judgment.

You should never give someone a positive reference just because you feel sorry for them. If you’re sympathetic to their situation, there are all kinds of other ways you can help: send them job leads, give feedback on their resume and cover letter, point them to helpful resources, and so forth. But don’t risk your own reputation by giving a reference that you don’t really feel is true.

You say that in this case you felt you had to limit yourself to speaking only about her capabilities. But references aren’t just about capabilities — they’re also about what a person is like to work with and how they operate in the workplace. It would have been perfectly appropriate for you to have given a more balanced reference — talking about what she did well, but also acknowledging that her moodiness was a challenge. And you definitely shouldn’t have said you’d hire her again if you really wouldn’t. (Even if you didn’t want to say “no” outright, saying “I’m not sure” or “I’d have to think about” would convey something more accurate than “yes.”)

I know that this is hard. We all (okay, most of us) want to help people, especially when it comes to something as fundamental as finding work. But when it comes to your career, your reputation is hugely important, and you need to safeguard it. If you can’t honestly give someone a strong reference but you want to help them, find other ways to help. (In fact, one way to help is to give them candid and direct feedback while they’re still working for you, long before they’re seeking a reference. That can help them become a better employee, and thus be more marketable the next time they’re seeking a job … and it has the added advantage of also giving them insight into what kind of assessment you’d be likely to give a reference-checker.)

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kitchen … and kittens

July 31, 2011

Several important updates that have nothing to do with career or management advice:

1.My kitchen is starting to look like a kitchen again!  A photo from Friday (day 5) is here. The counters go in Wednesday, and then I will have my sink back and can stop living on take-out. I cannot wait.

2. As of today, I’m fostering two kittens!  This is allowing me to indulge in my fantasy of becoming a crazy cat lady without actually having the additional long-term commitment.

Now, here’s a public service announcement: Shelters have a particular urgent need in the summer for both adopters and foster volunteers. If you like animals but can’t take on a long-term commitment, but you have space in your home and can care for a dog or cat for a few weeks to a few months, you should look into fostering! You can keep an animal from life in a cage, PLUS get to have an animal around on a temporary basis.

One of these kittens just took a nap on my neck. They are awesome. Call your local SPCA or animal rescue group, and do this with me!

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The awesome Donna Ballman, who just happens to be an employment attorney, has a post up today about what employers can and can’t say about you when giving references … in a response to a question from a reader here, no less. You can read it here.

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First, here’s my kitchen, day four. It’s feeling very … white. Maybe too white. I’m freaking out a little.

In any case … A reader writes:

I am looking for a job right now. I left my last job for a number of reasons. I was burned out, and recovering from some health issues. I was planning on taking a year off of work, because I’d been working for 10 years with little more than long weekend vacations and needed the time off to rest and recover. However, the main reason that I left my job when I did was because my boss went from being an awesome, nurturing person to a terrible, hypocritical bully who used me as her personal punching bag (I’d have left a bit later if she’d have been a good boss, but I was planning on leaving either way. I am SURE she didn’t know I was planning on leaving though – I never discussed it at work). Before I left, she had me demoted, and really did a number on my self-esteem. (For the record, my coworkers were horrified about what was happening, and many of them repeatedly told me that I didn’t deserve what she was doing, that my skills were excellent, and to not let her get to me.)

When asked why I left my job, I cite the “good reasons,” needed time off, recovering from health issues, wanted to freelance awhile. I don’t mention the nasty boss, and I don’t use her as a reference. Now that I know that hiring managers may call anybody that I previously worked with, not just the people I give as references, how do I handle the possibility that they will call the nasty boss? At what point should I bring her up, without sounding duplicitous for not bringing her up in the first place? And how do I handle the fact that, though I trained multiple people and took on multiple projects to much praise (at the time that I did them), my boss later told me that I did a terrible job at all those things and is likely to say that I did a poor job at all of them?

I’m considering having a friend call pretending to be a hiring manager to see what she says about me, but I honestly have no idea what hiring managers ask, so I’m not sure what to have my friend say.

When I give references, I currently use 2 people that I worked with (coworkers) within the company that nasty boss was at, plus my previous boss. I worked with my previous boss at two different companies -she pushed to get me hired at the second company I worked with her for, because she knew how good I was. I know these people (and many others) would give me glowing reviews, but I’m really scared about what my most previous boss would say about me.

Okay, a few things:

1. First, does your old company have an HR department? If so, one option to call them and explain that you have reason to worry that your former boss won’t give an accurate reference for you. Say these words: “I’m concerned this will prevent me from getting work. Can I find out what kind of reference the company will give me?” Even if HR thinks that your boss’s assessment of your work is accurate (which they might, because they generally — although not always — believe managers on that stuff), they’re likely to be more concerned with minimizing any possible legal exposure for the company. It is legal to give an honest reference, but HR tends not to want to open the door to legal hassles, justifiable or not. So there’s a good chance they’ll help you solve this.

2. Second, while employers can call references outside of the list you provide, the fact is that most of them don’t. So there’s a decent chance that this won’t even come up.

3. However, some hiring managers (far fewer than you think) will find it notable that you’re not including your most recent boss on your reference list and might ask to be put in touch with her. If this happens, and if your conversation with HR didn’t set you at ease, then you’d simply explain to the employer that you and your boss didn’t see eye-to-eye and/or that your relationship went from strong to strained by the time you left, but that you have lots of other references from that company and others who will give you glowing reviews. (And they won’t see it as duplicitous that you didn’t mention her earlier; they’ll see you as professional and discreet for not badmouthing a former boss.)

Keep in mind, plenty of people have a boss in their past who things just didn’t go well with; if you have a sea of positive references and this one negative one, which you’re able to explain — and especially since you can provide other references from that same company — most employers are likely to overlook it.

And again, it may never even come up, so don’t get too anxious about it. I think you’ll be just fine either way.

P.S. I’m planning to do a post soon on what questions reference-checkers typically ask. So that may give your reference-checking friend some fodder if you want to go that route…

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We skipped short answer Saturday this week, so let’s have wee answer Wednesday. And also, here’s a photo of day three of my kitchen renovation; please take a moment to appreciate your sink and stove.

Correcting someone who got your gender wrong

What is the most clear and polite way to correct someone who has assumed you are the opposite gender from an email or letter? I recently volunteered design services to a local organization, which was done via email. The recipient forwarded my information to another person in the organization with a note that “he has volunteered for the requested task.” Well, as someone with a unisex name, I’m used to this happening and it doesn’t bother me, but I’m still stuck on a simple way to let them know in my next email that I’m a woman. Any ideas?

Well, you could just say it — “By the way, despite my ambiguous name, I am actually a ‘she.’”  Or, if you want to go all subtle and indirect, when you write back, you could just sign your name this way:
(Ms.) Alex Smith

I used to work with someone with a unisex name who signed all her emails that way, I assume in an attempt to head-off the problem.

Job searching after working for a family member

After I graduated from college I wasn’t sure what kind of job I was looking for so I started working for my father’s business in an “unofficial” capacity. If my duties for him were to have titles, I guess you could say that over the three years I worked for him I advanced from Administrative Assistant to Office Manager. (It was a very small office.) I worked hard in the business and I learned a lot of skills.

Now that he’s retiring and I am looking for a new job, I don’t know how to deal with this one on a resume. Technically, my job was off the books, so it’s not going to show up anywhere in a background check. Also, I’m not sure if a reference or letter of recommendation from my father is a good idea, even if he is giving it as my boss. Other than this job, I do not have a lot of work experience, and I have no one else to use as a professional reference. A friend suggested that I make a skills-based resume that focuses more on my abilities than on specific jobs that I have held, but I’m still not sure how to go about listing a job that I can’t prove I had.

No, ignore your friend; skills-based resumes are still looked upon with suspicion, including by me. Treat this like you would any other job, on your resume and in interviews. I am torn between telling you that you should indicate in the description of your work that it was a family business versus telling you that you don’t need to advertise it; I could argue it either way, I guess.

However, if they’re about to check references, make sure they do know in advance so that they don’t feel deceived when they realize the reference they’re talking to you is your dad. (Frankly, I don’t think I’d even bother with a reference who was the candidate’s father, so it would be great if you’re able to offer up other references as well — clients or vendors that you worked with? Someone you’ve done volunteer work for?) And definitely don’t use a letter of recommendation from him; he’s your dad so it’s assumed he’s biased. (Also, letters of recommendation are rarely useful; most employers prefer phone conversations.)

Last, I wouldn’t worry about the job not showing up in a background check; the vast majority of jobs don’t do the type of check that would reveal whether a job was on the books or not.

Including company descriptions on a resume, and subjective self-assessments

I’m helping my husband update his resume. I have two specific questions on sections that particularly bother me (along with the “objective”):

1. I noticed that under each company name, there is a short description of each. In my opinion, it’s useless and if the employer is interested, he/she can research (thank you Google). What is your take on company descriptions/summary?

2. On your blog, you recommend removing the self-proclaimed strengths (team skills, eager to learn, etc.) and I wondered if it’s worth keeping any of them. Similar to that are “related skills” listing few specific skills gained in previous jobs (more industry related). Would it be a good idea to have a “skills” section and what would you recommend listing under it?

1. Yes, unless there’s a specific reason for having a description of the company, take it out. It definitely shouldn’t be there by default. I’m not thinking of hiring the company; I’m thinking of hiring him, and I want to know about his role.

2. Get rid of all the subjective stuff like “eager to learn.” Hiring managers put zero stock in that type of claim on a resume; they’re interested in what you’ve achieved, not what you think of yourself. Also, everyone says they have a good work ethic, work well with a team, etc. even if it’s not true, so saying it carries no weight. It also comes across as sort of unsophisticated; you won’t find that type of thing on senior-level resumes. A summary or skills section is good though (it should replace the objective), listing the highlights of his candidacy.

“You obviously aren’t serious about finding a job.”

My friends and I have been snarking about a job ad we found. It’s the last paragraph that has us raising our eyebrows: “If you are uncomfortable applying for a position with an undisclosed company then you obviously aren’t serious enough about finding a job, therefore not a good fit for us. Eager applicants welcome.”

Ha ha. Asses.

Negative performance review

How do you determine whether or not you received a subjective performance appraisal or objective? The executive director wrote some very negative items on me that have never been addressed in terms of performance. She stated things like “Not a leader or manager, sees self as employee rather than thinks like a manager. Has extremely poor communication and interaction skills with management. Offers suggestions and does not take them.” I know that during a performance assessment you shouldn’t be surprised, but I am surprised to see these comments because nobody ever sat down and spoke to me about specific areas to improve. All that was told to me was, “You have brought nothing to the plate.” No forming coaching or improvement plans were given. I was hit blindside. How do I approach the subject with the Executive director, who isn’t my boss and is kind of rude and condescending.

It’s absolutely true that nothing raised in a performance review should be a surprise, because good managers give ongoing feedback throughout the year, not just at performance review time. But it’s also true that there are tons of bad managers out there, and it’s not at all uncommon to hear negative feedback for the first time in a formal evaluation. It shouldn’t be that way, but it happens. That said, while she handled this poorly, that doesn’t mean that the feedback doesn’t have merit, and it’s worth paying attention to. Whether she’s ultimately right or wrong, the fact is that she sees you this way, and that’s hugely important to know and try to resolve.

Your next step should be to talk with your boss about the concerns that were raised and ask for feedback about how to start addressing them. You should also say that you’d very much appreciate getting ongoing feedback so that you’re not blindsided and so that you can work on fixing problems immediately, rather than waiting until a formal review. Good luck!

“We don’t want you to interview with other companies while you’re out here on our dime.”

This weekend I will travel from DC to the Silicon Valley to interview with a large .com company. The hiring manager for the position was a fellow student in my Master’s program. If I get the job, I am expected to start the position within a month of acceptance. With this in mind, I asked the company to fly me out a day early so I can start my look for housing. Unfortunately, my request was denied. My recruiter told me, “We don’t want you to interview with other companies while you’re out here on our dime.” For some reason, this rubs me the wrong way. Are there any warning signs with this or should I consider it an inconvenient compliment?

Yeah, that would rub me the wrong way too — it kind of insults your integrity. That said, I wouldn’t worry too much about it or consider it a major red flag, unless you start seeing other things that concern you.

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A reader writes:

How can I explain to my boss how my bipolar illness sometimes affects my ability to get going in the morning? Up until now, I have kept my bipolar quiet, but after several instances of not making it to work till noon and being too ashamed to call, my supervisor is now completely furious and unwilling to accept anything less than me being there 10 minutes early.

My illness does not affect my job performance; in fact, I am the only employee that actually “works.” I end up doing my specific job and every other operator’s job as well. My only issue is sleep disturbances. Unfortunately, this may be my demise, as I can never predict when I will have them, nor can I say I’ll never let it happen again.

I have a family to provide for. I do respect my supervisor… so much in fact that when I do oversleep, I feel terribly guilty and this only makes my illness worse!!

My spouse is desperate to talk to my supervisor. On a few occasions, I’ve considered allowing her to do so, in the hopes that she could explain my situation better than I could. After all, she lives with it every day and sees it from a different perspective. I am tentative about allowing her to do so, but also know she is able to explain my occasional limits without any emotion, just giving facts, whereas I feel like I am making excuses for something I really have no control over. This hits where it counts, if you know what I mean!

How would you feel about speaking to an employee’s spouse about their illness before speaking to the employee? It’s the approach, admittance and shame that is going to end up causing me my job of 10 years.

Ugh, I’m sorry you’re dealing with this. I’m sure it’s challenging enough without having to worry about your job on top of it.

But do not have your spouse talk to your boss on your behalf. A spouse should never, ever contact an employer, unless it’s to say the spouse is in the hospital and unable to come to work. It would come across as unprofessional, probably cause serious awkwardness, and likely forever taint your reputation in your office. So resist that.

But you definitely should talk to your boss and/or your HR department — preferably HR, actually, which is unusual for me to recommend. Here’s why:  I’m not a lawyer, but I think the Americans with Disabilities Act may be your friend here. The ADA applies if you have an impairment that “substantially limits one or more major life activities,” and it includes sleeping as a major life activity. If indeed you’re covered under the ADA (and if your employer is — they need to have at least 15 employees for it to apply), then your employer is required to offer you “reasonable accommodation,” as long as doing so won’t cause the employer undue hardship and and as long as you can still meet the essential functions of your position. A “reasonable accommodation” might be letting you come in late a certain number of days.

However, to get ADA coverage, you need to actually request an accommodation; they aren’t obligated to offer one (and in this case they wouldn’t, because they don’t know about the illness). So you should raise the issue as soon as possible, and consider getting documentation from your doctor about the accommodation she recommends.

The reason I’d meet with HR about this rather than your boss is because HR is trained in laws like this, whereas your boss might not be.

Now, there are potential downsides to doing this. Your HR people might be incompetent, or your boss might hold this against you (and the company might incompetently allow her to do that), or you might find out that you’re not covered under the law for some reason (again, I’m not a lawyer, so I’m just giving you my best reading of the law; I may be wrong, and you may want to take to a real lawyer before proceeding). There’s also a good Psychology Today article here that talks about the pros and cons of being open about bipolar disorder at work, and I highly recommend reading it.

However, it sounds like any potential downsides might be outweighed by the downsides of not saying something. Right now, your boss thinks you’re oversleeping for no good reason at all, and just not bothering to call when you’re going to be late, and that is definitely something that will upset even the most tolerant of bosses. I’d argue that it’s better for her to know the full context, even if she’s not especially sensitive about mental illness, than to go on thinking that you’re just unconcerned with getting to work on time … because the latter is pretty much guaranteed to end badly, whereas a straightforward discussion has a good chance of getting you to a better outcome.

Not a perfect chance. But a good chance.

After all, look at it from your boss’s perspective — if you had an employee who wasn’t coming in until noon and wasn’t calling, you’d probably be really annoyed. But if you knew they weren’t just sleeping in for the hell of it, you might be a lot more inclined to come up with an accommodation.

And last, there’s this:  I know that I can’t undo an entire culture’s worth of weirdness around mental health issues, but shame has no place here, no more than if you had cancer or epilepsy. And you might be underestimating your boss in that regard. If she’s like most people, she’s had people close to her struggle with similar issues. But no matter how she reacts, this shouldn’t be about shame; this should be about managing a disease, the same as if you had any other.

Good luck. You have lots of company in this boat.

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A reader writes:

I have held the same position since graduation. I did not have to interview for this position because I came in as a temp through a friend’s mother who was a manager in our department. I am looking to move on. However, I am only interested in leaving if I am getting more money than I currently make at this position.

I work from 9 to 5 which means that to interview, I will have to take time off from my present position. We are losing staff and so I do not want to inconvenience my office by taking time away to interview for a position if it is not in the league of what I want, salary-wise. I was contacted about a position I applied for and am supposed to contact the manager to set up an interview. Is it rude to ask about the salary range before an interview is even set up? If it is less than what I make now, I would not be interested and I do not want to take time away just to be told that the range is less than what I am looking for and have wasted our time and inconvenieced our office for nothing.

Is it so wrong to want to know what kind of salary you could be looking at? Not specifics, of course. but people work for paychecks. Why must we pretend it’s not a determining factor? We’re not talking about interviewing for a six-figure position here. These are entry-level jobs, not careers.

This is an infuriating and nonsensical convention, isn’t it?

Of course you should be able to ask about salary before committing your time or theirs to talking further. But for some inexplicable reason, the convention is typically not to raise the topic until they do, or at least until you’re further along in the process. That doesn’t mean that you can’t do it … but while some employers will be completely fine with it, others will be a little weird about it, because you’re taking the timeline for raising it out of their hands (god forbid!) and they see themselves as the ones controlling the process. So it depends on how much you’re willing to risk putting them off. Not that they should be put off by it, but they still might be. (This is especially true at more junior level positions, which this probably is if this is your second post-graduation job.)

So you have three choices:

1. Decide that you’re willing to risk putting them off because it’s important enough to you to know up-front. In this case, you’d say something like this:  ”I hope you don’t mind me asking at this stage, but because it’s difficult for me to take time off work to interview, is it possible to give me a sense of the salary range so that we can make sure we’re in the same ballpark before we move forward?

Of course, if you’re going to bring the topic up, you need to be willing to share what you’re looking for (just as I’d argue that employers who raise the topic should be willing to share the salary range they’re planning on, even though they often won’t). So if they respond with, “What kind of range are you looking for?” then you’d need to be ready to answer that.

2. Option #2 is to decide that you’re not willing to risk putting them off and that you’ll invest the time in finding out more about the employer and the job, even though there’s a chance that you’ll be too far apart on salary. After all, if the salary ends up not being right, you still might have made useful contacts and could be considered for other jobs there in the future.

3. A third path is to do your own research on what similar positions in your industry and geographic area typically pay, and simply assume that they’re going to be in that range. (You’ve hopefully done this type of research already and are basing your expectations on it anyway, right?)

And actually, there’s a fourth option, which is to combine #1 and #2 — meaning don’t ask now, but if it starts to look like there are going to be multiple steps to their hiring process, you could ask then (saying something like what I recommended in this post).

And here’s to some mythical day in the future where we’ll all end the silly coyness around salary.

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I’m renovating my kitchen, and today was day one. No sink for 10 days — and thus no cooking, and many gross pre-packaged sandwiches from the grocery store. And since I work from home, there’s no escaping my non-kitchen.

Now is the time for you to pay me back for all this career advice with some ideas for making this more bearable.  (Or, alternately, you can bring me meals.)

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Periodically, I like to throw out a question to readers to answer. Here’s one for you to tackle — and the story is long and juicy. Have at it in the comments…

I work in a field that’s big on mentoring — at one point or another, everyone in my field had to intern. In fact, the program I graduated from requires a 6-week internship in the final year. I had some great experiences that really helped shape my career as an intern, so now that I’m doing well and am in a position to pay it forward, I did. After giving a skype-talk to students at the university I graduated from, I was contacted by one of them asking to intern with me. She was quite aggressive and had a lengthy portfolio and resume, as well as good references from people I trust at the university, so I agreed.

I’m based overseas, and I explained to her multiple times that while she’s welcome to come, my company was not able to cover her travel or living costs while here, nor were we able to pay her for the internship (this isn’t uncommon — most internships in my field are unpaid). I said this to her verbally as well as in writing, and my manager repeated this information as well.

I work from home, so in the interest of giving her the best experience, we worked out that she’d be based with me for the first half, then go with me to the main office in another city, where she’d finish the internship. At some point in the lead up to this, she asked if she could stay at my house while she was job shadowing me, and somehow, in a fit of wanting to help her out, I agreed. 

Once she arrived, it quickly went downhill. I discovered that not only had she not booked any sort of hotel in the other city she’d be staying in, but she hadn’t even researched costs in that city — and it’s pricey, and lacking in hostels or other cheap, safe ammenities. While, during work hours, she was flipping out about this, I gave her a couple of possible solutions and reassured her as much as I could, and came up with a solution that I’d actually used when I first moved overseas to that city.

I gave her a few tasks, and was generally unimpressed — it took her far longer than it should, and she didn’t even bother to spellcheck her work before submitting it to me. But I thought “ok, she’s young and it’s her first day.” I also looked the other way when she asked me or my flatmates repeatedly about the “party” scene in our city and seemed more interested in going out and meeting guys than, you know, working. Her first day, I cited first-day jitters and jet lag for the weird behavior. But over the next two days it plummeted even more. Not only was she not performing (to the point I had to basically spoon feed her every tiny task, and was told by my flatmate that, while I was out on work meetings, she’d come back home for lunch at noon to find the intern. . . still asleep), but I had several panicked phone calls from the university — turns out the intern was sending back emails to them basically freaking out that she couldn’t afford this internship, and it was my, my company, and the university’s responsibility to make sure she could. Emails she’d also sent to my boss.

Meanwhile, two days away from home and she was sobbing and crying in my living room . . . The final straw, however, was when one of her friends back home started tweeting about how dare my company not pay our interns and expect them to shell out x amounts for the pleasure of being our slaves, how dare I, personally, treat her this way, and what a horrible horrible company and organization we were to do this to the poor girl. . . tagging both myself, the university, and my company. We’re a media company, so our Twitter feeds are actually part of our online brand and we have thousands of followers. Who all got to see this vitriol. Including my boss’s boss, when our web guy, confused as to what this was, alerted other managers to it, trying to find the culprit so we could get the posts deleted. When both I and the school contacted the intern, she didn’t seem to see why this behavior was such a big deal — and she declined to get her friend to remove the posts.

We had no choice; we had to fire her. I felt horrible about it, and she left … taking with her work she hadn’t completed, as well as my spare phone I’d lent her for her stay. And for the next two weeks more posts went up from her and her friend, tagging my company, about how horrible we all were, how unprofessional, and how I should be fired. 

Fast forward several weeks and she’s back home, trying to find another internship (she needs the credit to graduate, and while if she had completed the projects I’d given her I would have counted the week she was with, since she finished barely half a day’s work in total with me, I just couldn’t), as well as get a job post-graduation. And since her blog and online portfolio which she’s sending out still says she’s going to be interning with my company, and my field back home is fairly small, I’ve gotten a few calls.

My questions are: what responsibility do I have to this girl and her new employers? It’s possible she just freaked out completely — people at the university say this behavior was out of character for her — how much tale-telling am I allowed or obligated to do? I am totally disgusted with her behavior and her friend’s behavior, who both seem to have come out of this feeling self righteous and put upon. I’m 26, I’m on facebook, twitter, etc and I’m careful about it. . . but these kids, barely younger than me, seem to think they can do or say anything they want, and that offends me. Moreover, they have both damaged my credibility with my company — not only did they behave badly on my watch, but they tarnished the reputation of the institution my degree comes from. What can I do to repair that? And is there anything I can do to make sure these two children don’t do this again to someone else? I wasn’t fired — although if I had written those tweets I could have been — but the next person might not be so lucky. Finally, as someone whose name and reputation is crucial to my field, it’s now still sitting out there in cyberland that I’m some sort of horrible unprofessional ogre. What can I do? 

Readers?

Want to read an update to this post? The reader’s update in December 2011 is here.

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A reader writes:

I’m a relatively new manager (4 months). I am coming from the position of teammate to most of the staff I manage, but they all seem to have adjusted well to my new role and respected my move from peer to manager. 

I seem, however, to be having an issue with one of my staff sneaking out 10-15 minutes early from work. I’ve started to catch on, and when I ask, the person says that they didn’t take their 15-minute break so that they could leave early (which, if that’s the case, needs to be arranged and agreed upon with me), then proceeds to talk my ear off about the weather and everything they did that day and then rush out the door before I can get a word in edgewise. I can’t seem to get across to this person that it’s not acceptable, because if they did skip their break, they still technically worked the amount of time they were supposed to, and there are other people to cover should they be needed (the work time at my organization is split – half-day of customer service, half-day of office time), so there is no real need for them to be there other than they’re scheduled until a certain point in time.

I feel that I should be more assertive but I don’t know how to prove my point when this person has basically found a loophole. I would be okay with this once in a while (and if we discussed it first), but I don’t like the sneakiness of it.

Yes, the issue is far less the 10-15 minutes and much more the sneakiness, because it goes to trustworthiness and integrity.

And she hasn’t “found a loophole.” You say above that your rule is that if she wants to leave early in exchange for not taking her break that day, she needs to get your okay first. She’s not doing that, so there’s no loophole here. She’s just not following your policies and hoping she’ll get away with it.

And the reason she’s getting away with it is because  you’re letting her. It sounds like that’s because you’re not yet comfortable with the authority of your position. Letting someone do something they shouldn’t be doing just because they start talking rapidly about the weather is not an effective management technique.

Set up a meeting with this person. Say the following:  ”I want to clarify our rules on leaving early. If you want to leave early to make up for not taking a break that day, you need to talk to me about it first so that I can clear it. If you don’t have explicit permission to leave early on a particular day, you need to work until the end of the time you’re scheduled for.”

Then, stick to it. If you see her leaving early again without your permission, you need to call her on it. You can do this in two ways: You can stop her on the spot, tell her it’s not time to leave, and send her back to work, or you can talk to her about it first thing the next day. Either way, you need to start setting up consequences at that point.

So you might tell her, “Sue, I was extremely clear about this when we talked last week. Where did we miscommunicate?” Then, assuming that she doesn’t explain that she was rushing out the door because of a gunshot wound or something, you say, “By continuing to do this after we’ve talked about it, it’s turned into something more serious. You’re now violating a policy that I’ve warned you about. I need to be able to trust you to follow our policies. This is a very easy thing to correct and I hope that you will, but if it continues to happen, it could jeopardize your job.”

If that seems like an extreme consequence for leaving 15 minutes early, keep in mind that the issue here is integrity, not 15 minutes of time. It’s about integrity because she’s trying to do something without you noticing it, and she’s continuing to do so after you’ve already warned her. This is a much, much bigger deal than 15 minutes of time; you can’t have someone working for you who deliberately tries to get away with things behind your back. (And I can almost guarantee you that with someone who operates this way, there are other problems with how she approaches her work.)

The bigger-picture issue here, though, is learning how to deal with situations where the people working for you aren’t performing in the way that you need — being comfortable raising the issue, correcting the behavior, setting consequences if it continues, and then enforcing those consequences, and doing it all in way that’s direct, straightforward, and fair (not defensive or insecure or overly harsh). These are essential pieces of being a manager.

More situations like this are going to come up — and some of them will be more complicated than what time someone is leaving — and you’ll need to be prepared to handle them. So I’d recommend starting to think about how you’re going to handle other types of performance problems, like someone who’s bad with customers, or someone who’s trying really hard but just not doing a good job, or someone who doesn’t follow though on things you ask them to do. Your job now is to handle this stuff, and you don’t want to wing it.

Update: Several people have pointed out in the comments that leaving early shouldn’t be a big deal if the employee is getting all her work done. This is absolutely true in certain types of jobs and with certain types of performers, but I’m assuming for the sake of answering this question that this is a job where physical presence is relevant. If that’s not the case and the employee is otherwise performing well, I’d agree that leaving 15 minutes isn’t a big deal, as long as it’s not inconveniencing others and as long as it’s not being done in a sneaky, “I hope no one notices this” kind of way. But that’s not the sense I’m getting from the letter.

You can read an update to this post here.

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