my boss is refusing to pay a nonprofit money we owe them, my office lights turn off every 10 minutes, and more

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

1. My office lights turn off every 10 minutes and my manager doesn’t care

I am hoping for your perspective on this workplace issue. I just started a new job (yay!) where I share an office with my manager. He often works out in the field so I’m usually the only one here. The lights in this office are on a motion sensor so they turn off automatically if no one is in the room. When my boss is in the office, this doesn’t affect anything, but when I’m alone (which is often), the sensor can’t detect me and the lights turn off every 10 minutes. There are no windows in this office, so I’m sitting in total darkness. It’s very silly!

I brought this up to our office manager, who looked at the sensor but wasn’t able to turn it off/fix the issue. The only solution seems to be for me to get up and walk across the office every 10 minutes to activate the sensor when it turns off. This breaks up my workflow and has become a distraction. When I told my manager and office manager that this solution wasn’t really working out because it was a frequent distraction, the office manager said, “I know it’s impacting you but honestly it’s a pretty low priority to me.” My manager offered to get me a small desk lamp, but again there are no windows so I would still be sitting in a dark room with just the tiny desk lamp until I get up to activate the sensor. Because of our equipment, I do not have the option of reorienting my desk in the room to be in the view of the sensor or moving elsewhere in our building.

Would you consider the solutions they have offered reasonable/workable? As a manager, is the distraction of office lights turning off every 10 minutes something that you think an employee should/could live with, or is it something that demands more attention to be fixed?

This isn’t any kind of high drama situation, I just wonder how you would approach this since, if I was a manager, I would find it unreasonable to ask an employee to work in a space where the lights turned off every 10 minutes and they had to get up out of their chair to turn them back on. The people in this situation are not otherwise uncaring or inattentive, I just think no one knows how to fix the sensor and it doesn’t affect anyone in the office but me so they don’t care about it.

Nope, that’s silly — they should take care of this. Any chance that bringing in a fan would create enough motion that the lights would stay on? If not, I’d find the brightest floor lamp you can (not a desk lamp) and ask them to purchase it for you.

2. My boss is refusing to pay a nonprofit money we owe them

I am an entry-level employee for a small company. We do community outreach with a lot of different nonprofits and I am the liaison between the nonprofits and my company.

We sponsored one of those nonprofits and were supposed to send the check a few months ago. I was told it got sent to the wrong address, and supposedly accounting sent it again (after I verified the correct address). I was informed by the nonprofit that they still haven’t received the check.

Now when I bring it up, my boss (the CEO) ignores me when I mention it and I feel as though he’s avoiding the topic. This may not be the case; it just may be on the back burner because this is the busy season for the company, but this is a simple matter and can be resolved easily, in my opinion. This also doesn’t sit well with me especially because the nonprofit put the company logo on their marketing materials, so the company got free publicity that they have yet to pay for.

I’ve been thinking about leaving for a while, but when this happened it was the last straw and I began the job hunt. I found a new job and I gave my notice (yay!), but I think I have even less ground now to advocate for the nonprofit. I get the feeling that my boss is pretty upset that I’m departing from the company so he’ll be even less likely to listen to me. I’ve already apologized to my contact at the nonprofit multiple times and while they are being very kind and patient, I want to see them get the money they were promised soon. I plan on letting my contact know that I’m leaving but other than that I’m not sure what my next steps should be. What should I do?

Your boss is being a jerk. You don’t have a lot of options here, but there are two things you can do: First, say to your boss, “I want to ensure Teapots United gets their check before I leave. What can I do to get it taken care of?” Second, send your contact at the nonprofit your boss’s contact info and say that they should follow up with him directly since you’re leaving, so that they at least know exactly who to contact.

3. Company wouldn’t let me resign instead of being fired

I was terminated last Friday for cause. I do not dispute the termination. I was informed at the end of the day that my supervisor’s supervisor wanted to see me. My supervisor was on vacation. I asked the acting supervisor what the meeting was about. She said she didn’t know. When I went to the meeting, I asked what the meeting was about. I was told she would rather wait until her supervisor showed up. When she did, I asked what the meeting was about. She then proceeded to read the letter of termination.

Afterwards, I asked if I could voluntarily resign instead. I was told no and that after the letter had been read, resigning was no longer an option. I had believed up until then that I was improving and was not expecting to be terminated that day. My question is: Is she correct that I cannot resign after the termination letter was read, or was it still an option? Also, can HR change the termination to a resignation if they were so inclined?

It’s really up to the employer. They can decide to allow you to resign after all, or they can stick with calling it a firing. Technically, it was a firing; you were resigning only because they were firing you. So this is really about how it will be recorded in their files and possibly what they’ll tell future employers. But ultimately, that’s up to them (as long as they’re not lying about it, and they’re not).

For what it’s worth, they sound pretty weirdly rigid; firing someone by reading a letter to them is pretty odd.

4. Can I get a second chance after this rejection?

Just this week, I had an interview for a dream job at a company which I admire. I feel that I fit many (if not all) qualifications stated on the job description, so I was determined to land this job. I applied to the position through the application portal and submitted my resume to the recruiter directly, as I had her email address from a previous interview. The hiring manager very quickly (within a week) scheduled a phone interview for a couple days later. She was very impressed with my background, which including much direct and hands-on experience in the field. She was excited to bring me in for an in-person interview, which was scheduled for less than a week after the phone interview. I went in for the interview, met the team, and discussed the opportunity. Many of them mentioned that it’s difficult to find someone with my background for the role. I left the interview feeling pretty solid — maybe weak on a few points, but overall a good interview. The next day, as I was writing my thank-you emails, I received word that they will not move forward with my candidacy.

I very politely followed up with the hiring manager, saying that I was sorry to hear that I was no longer being considered, but that it also opens a great opportunity to discuss any concerns she has. I included a very strong reference of someone who can vouch for my background and professionalism. She responded that while everyone enjoyed meeting me, she had a clear idea in mind for what the candidate looks like for the role and that I had a “couple areas where (I) didn’t exactly meet this profile during the interview.” She mentioned that she is traveling overseas for the next couple weeks and that she will reconsider my application and be back in touch afterwards.

Is this just false hope? Should I pursue this as a potential second chance? I still believe that I would fit in great with the team as well as the position. Do you have any recommended steps that I should take?

You should do nothing! It was pretty aggressive to respond to a rejection by telling them that it was a great opportunity to discuss their concerns; that’s not what job rejections are typically an opening for.

It’s certainly possible that the hiring manager’s response was genuine, in which case you’ll find that out when she contacts you again. But it’s also pretty likely that she’s just putting off dealing with this for now because … well, because it’s pretty annoying to have a candidate do this. She told you pretty clearly that you don’t match up with what she’s looking for, so there’s a good chance it’s the second possibility.

So for now, do nothing. If she gets back in touch with you and wants to talk further, then great. But you’ve already been pretty pushy here, and you won’t help your case by doing more of that.

For what it’s worth, it sounds like you got pretty invested in this job (thinking it’s a dream job, which is really impossible to know from the outside). Keep in mind that if the hiring manager isn’t enthusiastic about your fit for the role, it’s not usually a great idea to try to change her mind. She knows far better than you do the nuances of what she’s looking for and what it takes to succeed in the role, and you really don’t want to talk your way into a job that you’re not quite right for.

5. Should I mention that my husband works for the company I’m interviewing with?

I have just interviewed for a position in my husband’s company and in the same location he works in. Should I let the HR know my husband works for their company? There are so many couples who work together in that same company, but I’m not sure if they disclosed this to the employer. I don’t want to lose this job opportunity, but neither do I want to hide the fact that my husband works there in case they eventually find out.

Yes, you should absolutely disclose it! If it’s going to be a problem, you’re far better off finding that out now rather than later after you’ve already accepted the job. You can simply say, “By the way, I should mention that my husband, Rupert Pluffington, works at this location. I wanted to mention it in case that’s any kind of conflict.”

update: should I care about my employer when figuring out when to have a baby?

Remember the letter-writer last year who was wondering whether she was over-thinking how the timing of her future pregnancy might impact her employer? Here’s the update.

I was indeed over-thinking it, and I was being way too accommodating to my employer in my planning.

In hindsight, my question really came down to two issues: first, being transparent about my plans for leaving in the midst of some staffing changes/professional development plans and second, being concerned about my reputation if the timing ended up working out so that I had a baby during our busy season and/or at the end of my time there (and was out of the office on FMLA right before quitting).

I’m happy to say that it has all worked out quite well! I ended up getting pregnant within a couple of months of writing my letter, but unfortunately had a miscarriage and told my boss when I unexpectedly needed a few days out of the office. This didn’t really change anything about my day-to-day, but it made it a lot easier later on when I needed time out of the office for fertility treatments because she was already in the loop.

Then a few months later, my boss, my boss’s boss, and I had a discussion about the next steps in my career development and what positions/skills I wanted to grow into based on some organizational realignment. It was the perfect opportunity to bring up my potential plans to leave (which weren’t completely set in stone yet), and begin to plan at least one scenario that involved me leaving.

I ended up finalizing plans to go back to school and gave my boss almost 8 months’ notice. We gave the rest of the team 6 months’ notice. Again, I was fortunate to have a fantastic manager and we each really appreciated being able to have a long notice period, which hasn’t been common at my organization. I was able to move into a different, less unique position, hire and replace my former position, and then resign a few months later to enroll in a family-friendly grad program that’s a career requirement in my new field. I’m also pregnant with a baby due later this fall, so again, happy news all around.

Like several people said in the comments, I realized through this process my employer just considers FMLA part of doing business. I work for a large company that’s 80% young women and we have a lot of pregnancies. In fact, since writing my letter we had several women come back to work full-time after maternity leave, but one woman in my department was planning to quit at the end of her leave for family reasons. She took her 12 weeks of FMLA at the recommendation/encouragement of her supervisor and then put in her notice. Our department management felt like FMLA is each employee’s legal right, is easier to plan for than an unexpected injury/illness, was what worked for this particular employee’s family/benefit situations and this employee had developed a reputation as a diligent, respectful employee who wasn’t trying to take advantage of anyone. No bridges burned there.

Finally, I just wanted to put in a plug for vetting potential employers from a culture perspective, especially as a newish or entry-level employee. The last time I was job searching, I was really impressed with how this company talked about caring for employees, providing professional development opportunities, etc. I ended up being a highly satisfied employee, and I think a big part of that was evaluating fit during my job search as thoroughly as the potential day-to-day of the job description.

Thanks, Alison, for all your help – working through this was a huge personal relief and growing opportunity for me!

our intern told us our ideas were boring and stupid

A reader writes:

Recently, my company designated a week for working on any project we want, even if it isn’t necessarily a part of our normal role and with people who we don’t necessarily work with. Some folks and I decided to use this opportunity to organize a series of small morale events for the office. The details aren’t super important, but it involved us creating puzzles that would be fun for small groups of coworkers to solve. We invited everyone who was interested in organizing this to join our team, and various people took us up on it.

One of the coworkers who joined the project was Bob, the only intern among us. Bob had a lot of great ideas, but wouldn’t listen to feedback about those ideas being too complex or difficult for the event we were trying to plan. We were trying to create a fun diversion for our peers; he was in it to create a super hard challenge that only the smartest could beat.

When we started setting up on the morning of our “launch date,” we discovered that overnight, Bob had completely re-worked a puzzle that another coworker, Dave, had finished the night before, claiming that the original work was “boring” and “stupid” and “way too easy,” and that he felt like his great ideas were being stifled by our lack of creativity. Many of us agreed that Bob’s version was not a good fit for our event, so at the end of the day Dave and I approached Bob about wanting to change the puzzle back, and he doubled down on the “whatever, your ideas are stupid” attitude. There was a lot of negativity in the room; we tried our hardest to focus on why his new version was not bad in itself but just a bad fit, and Bob responded by insisting that Dave’s work was bad and our suggestions were bad. He also displayed a lot of contemptuousness when discussing our event participants (all fellow coworkers), with comments like “if they can’t see this super obvious thing then I can’t help them!” None of these quotes are exact, but they are very close to reality in both spirit and word choice.

After that first awkward day, the negativity more or less stopped and didn’t reappear in the remaining two days. He didn’t insult our event participants, and he (mostly) didn’t insult other people’s work. Still, I can’t help but think that I shouldn’t let his earlier behavior slide totally without comment. His attitude was not the attitude that I want and expect to see from people working at my company. We very much value team work and respect, and he was absolutely not showing those. Do you think this is something I should bring up with him? Or with his manager or assigned intern mentor? I’ve been an intern myself, but don’t have much experience with the other side of things.

To Bob’s credit, he also made some great contributions to our projects. Some of his ideas were very fun and innovative, and he put a lot of effort into them (including effort spent replacing Dave’s work). Bob’s still a student, and this internship is supposed to be a pleasant experience as well as a learning experience, so I want to avoid being overly critical without guidance on how to improve. And I’m not sure it’s appropriate for me to get involved in this in the first place, since he’s not interning for my team (though our teams do similar work).

Should I try to get a conversation going with someone? Should I let this go?

Yes, you should say something, because if you don’t Bob will be left thinking that this is an okay way to interact with colleagues, and because part of an internship is learning how to operate in an office. If he doesn’t learn this now, he’ll end up having to learn it at the next job, where the stakes may be a lot higher for him.

Even though you’re not his manager, you were personally impacted by his behavior and he was working as part of your group, so it’s appropriate for you to say something.

To Bob himself, I’d say this: “Hey, I wanted to talk to you about the morning of our puzzle launch. I was taken aback by some of the comments you made, like calling Dave’s work boring and stupid. The group was actually in agreement that Dave’s work was what we were going for, but even if we hadn’t been, you really can’t talk to coworkers that way. It will harm your reputation and make people hesitant to work with you or recommend you. What was going on there?”

But you should also tell Bob’s manager about what happened and that you talked to him about it. If she’s seen other things like this from Bob and hasn’t yet addressed it, this might be the push that tells her that she actually needs to talk to him about it. Or, if she has talked to him about this kind of thing in the past, she needs to know that it’s still happening.

And wow, it really appears to be the summer of rude interns.

open thread – August 5-6, 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 :)

I offended people at a staff meeting by saying my staff works the hardest, recruiter told me to wear jeans to an interview, and more

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

1. I offended people at a staff meeting by saying my staff works the hardest

At a recent staff meeting, I said in a light way, “My staff are the hardest working staff here!” Of course, the other managers could have immediately said the same thing about their staff, but a couple of managers were absent and the others, including the director, did not speak up or to join in with compliments. Instead of people making light of it, other staff were pissed, as if I was insinuating that they didn’t work hard. Of course, I did say that everybody works hard, but others were then trying to defend themselves on how they work hard, and the director was like “Well, you’re digging yourself into a hole.”

Obviously, I will never try and praise my staff in staff meetings anymore since people are highly sensitive. I tried to apologize to a couple of the staff who report to another manager, saying that they are valuable members of our department and are very much appreciated and that I appreciate them, but they are still upset at me. One won’t speak to me even after the apology. The more I think about it, the more this situation is like the “everybody needs to receive a trophy” sort of situation. What is your suggestion in smoothing this over?

I think everyone here is overreacting. Your original compliment to your staff was well-intentioned but not particularly thoughtful, given that it inherently meant that others in the room were not as hard-working. So that was a misfire. But the people who got upset about it are way overreacting — this should have been a “roll their eyes and move on” situation. It doesn’t warrant them not speaking to you; that’s ridiculous. And you’re overreacting by saying that you’ll never praise your staff in staff meetings anymore; that’s not the message to take away here. You can praise your staff in all kind of ways, without comparing them to other teams.

Ideally, you would have addressed it on the spot by saying something like, “That obviously didn’t come out right. Everyone here is hard-working. I’m especially proud of my team for doing X, Y, and Z.” That moment has passed, and apparently people are refusing to accept an apology now, so I’d look for an opportunity to give sincere public praise for their work in the near future. (And if they don’t drop this within a few days, you may need to go talk with their manager and ask what’s needed on your side to put this to rest, because it’s ridiculous for your office to allow this to become a thing that interferes with work.)

2. Recruiter told me to wear jeans to an interview

I just received an email from a recruiter who connected me with a job I’m really excited about. It’s a manager-level position at a tech startup, and the interview is with the co-founder. The recruiter (who is quite young; I’m 34) told me to “ditch the suit jacket” and to just wear flats, a blouse, and jeans.

Now, I’m not a jeans person normally, although I do have a cute pair I can wear, and while I’ve had plenty of experience with startups, my understanding is that jeans should never be worn to an interview. I’m afraid they’ll think I’m too corporate if I show up in interview attire (a valid concern in this situation), but I’m afraid I’ll show up in jeans and they’ll wonder what on earth I was thinking. Any thoughts on what I should do?

There are indeed offices — often start-ups — that will judge you if you don’t know to show up in jeans. They’re the exception, not the norm, but it sounds like your recruiter is telling you because you need to know.

If she’s an internal recruiter (on staff at the company), I’d take her word for it. If she’s an external recruiter, she’s still probably right but to be sure, you could say to her, “I feel really weird about showing up an interview in jeans. Are you absolutely sure that’s what they expect, and that it would be misfire for me to just wear business casual, like khakis?”

3. Can I ward off salespeople in my outgoing voicemail message?

I’m wondering if it would be unprofessional to put a one-sentence thing in my voicemail message at my office (at the end of the whole “You have reached Agamemnon Flanagan” regular stuff) to let cold-calling salespeople not to waste my time. Because of signing up for conferences and white papers, I get flooded with inquires like “We’d like to tell you a bit about our data center consolidation tools!” Emails I can take care of by identifying them as spam, but calls are a bit more problematic. Our office phones convert all our voicemails to audio clips that are emailed to us (useful for those of us who frequently work from home!), but that means that every call requires that I open the email, open the .wav file, make sure my headphones are plugged, etc. After going through this and then discovering that it’s a salesperson’s spiel, I get really annoyed.

I’d like to say something along the lines of “For any third party vendor inquiries, please note that purchasing decisions are not part of my role” but with better wordsmithing. Bonus points if I can figure out how to professionally word “…so please put me on your do not contact list.” I don’t think I have an option of setting different messages for internal/external callers, but even if I did, my boss often calls from her cell phone so that doesn’t seem like it’d be a choice in my case.

You could say “please note that this number doesn’t accept vendor inquiries” or “if you’re a vendor, please press 0 for the operator” — but I bet that won’t stop all of them. I don’t think you can get into “please put me on your do-not-contact list” without it starting to get weird for non-sales callers.

Your best bet might just be to see this as an annoying part of the job. (Although you might also rethink what number you’re putting down for white papers — maybe you can list an obviously invalid number like 555-555-5555, which is a clear “do not call me” signal.)

4. Covering the phones when my coworkers are away

I work in a small office (about 15 of us) and I’m one of three admins, supporting a dozen or so brokers. One of our admin duties is to answer the phone. Semi-frequently, my two admin colleagues will go out to lunch together, leaving me the only one to answer the phone for an hour so. I have no issue with this.

However, there are times where I want to get up to use the restroom, and there isn’t anyone else to pick up the phone if I were to do so! I’d feel funny/disrespectful asking a broker to answer the phone while I step out. At the same time, waiting for my colleagues to return from lunch means I could be sitting very uncomfortably for some time. There is always an option to put our phones on “night,” which would put up an automatic message when someone calls and calls would go into a general mailbox, but I feel like that is unprofessional in the middle of a work day. Any thoughts?

This is totally a question to ask your boss. Your boss might be absolutely fine with the phones being “on night” for a few minutes, or there might be a junior broker who she wants you to have cover the phones, or something else entirely. But this is the kind of thing that you should check with her about. (That said, if there’s a chance that her answer will be “the other two admins shouldn’t go to lunch at the same time anymore,” you’ll need to decide if that will cause more angst than you want to deal with.)

5. Listing a skill on my resume that I don’t have yet but will have by the time I start work

I am currently a student in graduate school, and I am trying to get a job during the fall semester before I graduate in May. I will be learning SQL in my graduate program, a valuable tool in my chosen profession. However, I will not be learning how to use SQL or other software until the spring semester. When I apply for jobs in the fall, I will not yet have that skill, but I will by the time I graduate and am able to start working full-time.

Would it be okay to put future skills you are guaranteed to learn on a resume when applying for a job, if you specify that you do not yet possess them yet but will be the time you start working? E.g., “Skills: Will have learned SQL by the time I graduate and am able to start working.” Everyone in my graduate program learns SQL, so unless I drop out I am guaranteed to have this skill in a few months.

Ooooh, good question. In general, you shouldn’t put skills on a resume that you don’t actually have yet. But I think you can include this if and only if you’re clear about the fact that you don’t actually have the skill yet. So that would mean listing it like this:

SQL (learning as part of grad school program; will be a focus in spring semester of 2017)

That wording actually isn’t ideal but I’m struggling with figuring out how to say it, so maybe someone can suggest something better in the comment. But the main take-away is that yes, you can list it as long as you don’t misrepresent the situation.

hiring manager seemed annoyed that I called for more information

A reader writes:

I recently found a position that I was interested in applying to on a very trade-specific website. The position is for a very large company that is headquartered on the East Coast, but the position is on the West Coast, where I live. The job ad didn’t list much information other than the basics — it was pretty sparse, and left a lot of questions open (at least in my mind).

Someone I trust advised that I should call the hiring manager to express interest, ask questions, get more information before applying, etc. So I did. This involved me looking up the name of the person listed on the job ad (she is the person who I would send my resume to directly), finding the number via Google, and calling. The contact person is the VP of the department (she is not in an HR or hiring role), and I would probably be working for her if I did end up getting the position.

The result was that …it didn’t exactly go well. The person on the line was obviously not expecting my call, and when I told her what I was calling about, she didn’t seem receptive to talking at all, and it was basically a short, terse conversation, which ended with her telling me that all of the information I needed is in the ad. I thanked her and said I would just go ahead and apply via the contact details mentioned in the ad. She wasn’t open to questions, open to elaborating about the position, etc.

Was it wrong of me to find her contact information and reach out the way that I did? Is it overreaching? Part of me thinks (hopes?) that she won’t remember that I called, since it was not a pleasant experience. Does it pay to call and reach out for positions in companies that are in such high demand? Or is cold calling always a bad idea? Also, given that I received such a cold reception, should I take that as a sign that the work environment may be unpleasant?

Yeah, it’s generally a bad idea.

First and foremost, calling to express interest is just going to be annoying. You express interest by applying for the job — that’s as clear an expression of interest as it gets. There’s no reason to call, and it’s likely to interrupt the person and take them away from higher priorities (which sounds like exactly what happened here). It comes across as trying to circumvent their hiring process or stand out in some way, but it’s attempting to serve your own interests with no thought as to theirs.

Now, if you truly have questions and aren’t just calling to make contact for contact’s sake, the calculation is a little different. In most cases, the information they’ve put in the ad is what they intend to share at this stage, and you can get into questions at later stages of the process if they reach out to express interest in talking. The vast, vast majority of the time that candidates call with questions, the questions are either (a) something that’s already answered in the job posting (like “what are the biggest things you’re looking for in candidates?”) or (b) questions that really don’t need to be addressed at this stage and could wait for the interview (like “I have a client base I could bring with me — would that be a plus for the position?”). From the hiring manager’s standpoint, that ends up coming across like you’re just calling to try to build a connection and get special attention in their process, rather than because there’s a genuine question that needs to be answered before you apply.

You might think it shouldn’t be a big deal to spend a few minutes on the phone with a candidate — but most employers are fielding hundreds of applicants for each role, and at least 80% are probably going to be screened out in the initial resume review. So most hiring managers would rather take a look at your resume first before deciding if it makes sense to spend time talking further. If you do move forward, most will be happy to spend time at that stage talking and answering questions, but they’d rather have the chance to decide if you’re a plausible candidate first.

There are some exceptions to this, like when the role is particularly senior or hard-to-fill. Even then, though, calling ahead of time still tends to falls into the “things that won’t get you rejected but which strong candidates never do” category, which isn’t a category you benefit from associating yourself with.

Ultimately, I’d say to reach out only if you truly have to — for example, the application instructions are genuinely unclear, or you’re having a technical problem submitting your application. But if you’re just interested in learning more, apply and trust you’ll be able to learn more if they reach out to talk further.

For all these reasons, I wouldn’t assume that the hiring manager’s terseness is a red flag. I’d assume she’s frustrated to keep getting these calls, interprets them as “I’m saying I want more info but really I’m hoping to get a leg up, at the expense of your time,” and simply wants to shut that down.

who you sit next to can impact your performance, what happens when you give up multi-tasking for a week, and more

Over at QuickBase’s Fast Track blog today, I take a look at several interesting work-related stories in the news right now, including how the person you sit next to at work can impact your performance, what happens when you give up multi-tasking for a week, and more. You can read it here.

ask the readers: our volunteer group wants to get rid of a problem member

I’m throwing this one out to readers to weigh in on. Here’s the letter:

I have a question about a situation I’ve got. It’s not actually in my workplace; rather, it involves an online community of which I am an administrator. The community isn’t incredibly large, it just has over 800 members, but despite that we currently have nine administrators working together as a council of sorts in order to run and maintain this place. Admins are elected every six months after a round of nominations. (It’s not really an approach I agree with using in this case, but that’s neither here nor there.)

We only began using this system a little over a year ago; I was in the first group of seven who were elected, and I was re-elected for this second group. Our first team, while we did struggle to get some things done at times, was very cohesive and differences in opinion within our own team were dealt with in an adult fashion, and I felt comfortable openly disagreeing with ideas or proposed moderating actions as a result (I’d say everyone else did too). However, in our next team (which carried over five of the previous team and added four new people), this has almost been totally reversed due to one very divisive individual who I’ll call Reginald. Reginald, despite always having been a known troublemaker in the community, was nominated (nominated himself?) and elected after swearing up and down that he had learned to be more of a reasonable person.

Obviously, that’s not at all what went down.

He has continued to operate in a very snide, adversarial manner with both community members and other admins; he has shown a penchant for contrarianism whenever we try to discuss any action to take, which grinds things to a halt and stokes negative emotions; he is often making offensive statements and jokes in the community itself (example: jokingly suggesting someone go kill a blogger whose post most everyone in the community took offense to); and worst of all, he cannot/will not take feedback. (That’s basically our job as admins!) The fits he throws while shifting blame or totally diverting the topic are spectacular. It’s caused some of us to avoid using our admin chat unless absolutely necessary (such as when a post gets reported or someone receives a direct complaint) because we want to avoid the time bomb with a hair trigger that is Reginald. All his behavior stops us from doing anything productive, and I have had anxiety attacks just from trying to deal with him.

If he were a direct report of mine in an employment situation, I’d have pushed him out long, long ago. Sadly, that’s not the case; we are elected, of course, and we have to govern ourselves under our barebones rules that are as young as this moderation system is. And at present, there are no bylaws or rules surrounding removing an admin from power. (I know…believe me, I’m doing all I can to get this done!). We do have elections occurring next month, but I don’t feel at all comfortable with just hoping that Reginald won’t be voted back in. I think we need to figure out how to move about this in what’s uncharted territory for us, but I have no idea what that would look like. I’m almost willing to say we (I’m mostly certain that we have consensus about Reginald) should just boot him out yesterday and deal with the inevitable stink, but I worry about what kind of damage he could cause in the community’s well-being if we did that. Anything, ANYTHING at all that you’ve got would be valued; we’re at our wits’ end.

Readers, what say you?

Read an update to this letter here.

should I move into my boss’s spare bedroom, I told a coworker I was disgusted with her, and more

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

1. Should I temporarily live in my boss’s spare bedroom?

I’m in a bit of a housing bind, and dealing with some pretty serious anxiety to boot. I mentioned my anxiety issues to my boss to explain any lapses she may be seeing in my performance at work, and mentioned that my apartment search in NYC was a big contributing factor to the anxiety. She very graciously offered me her spare bedroom rent-free, where I could stay while I hunt for something that’s a better fit than the places I’m seeing now. (She was quite serious, and mentioned her offer again in a follow-up email later that day.)

Am I crazy to consider this? I definitely see the problems living with one’s boss, but I think we could handle it okay. She was my mentor for about a year before she came to work at my company and became my boss, so we have a fairly close relationship, though still professional. It would definitely be only temporary, but I’m not sure if taking my boss up on her offer would end up causing trouble?

The only way I’d do this is if you’d otherwise be homeless. It’s just too fraught with the potential for problems.

Yes, it might work out fine. But it could also cause huge problems. If she has to give you really serious critical feedback at work, do you really want to see her in the living room that evening? What if she has to tell you that your job is in jeopardy? What if she loses her job while you’re living with her and wants to complain to you every evening about your company? What if she wants to talk about work when you want to collapse in front of a movie and you feel pressured to let her? What if there’s a weird issue over money — will that really not bleed into work? What if she changes her mind and wants to kick you out early and you feel screwed over? And most importantly, what about the power dynamic? Are you going to feel comfortable telling your boss things you need to be able to tell a roommate, like “I really don’t want to spend a third hour listening to you talk about your ex?” or “Stop walking into my bedroom without knocking” or “Could you not blast Sia at 5 a.m.”?  (And you can find more potential issues with it in this old letter.) Particularly if you’re dealing with anxiety issues, this all seems like an unnecessary additional source of stress.

It’s also a really bad idea for your boss herself, for all the reasons above. The fact that she’s offering says there’s a good chance she’s not super thoughtful about boundaries (again, unless you’re truly about to be homeless) and that’s a flag to be really cautious too.

Read an update to this letter here.

2. I told a coworker I was “disgusted” with how she handled something

I recently had an encounter at work when I forgot about a payment, was notified a month later, and rectified it immediately. Someone not involved in the rectification told my indirect supervisor that the issue had not been resolved and actually got me in a lot of trouble. I sent an email to this person and used the words “I am disgusted with the way this was handled,” as this all happened on a Friday night and actually had significant implications on the work I needed to do over the weekend.

I was in the wrong and let emotions get to me. All 20 previous emails were definitely kind and rational, but then I snapped and got emotional. On Monday, I was called into my indirect supervisor’s office, where I was given an extremely patronizing lecture on how I am young and don’t know everything, and based on this one line I was told that I am lovely in person but my email dialogue was that of a complainer.

I admit my email was wrong — 100% — and apologized profusely. I am now just dealing with my own pride and how to shake this impression I left with this supervisor. I have never had a critique like this before. I am definitely taking it on and will be super careful with emails going forwards, but do you have any advice on what I can do now? While I do feel like this has been blown out of proportion, I am honestly just embarrassed and I pride myself on being kind and rational. Is there anyway I can try and change this opinion and move on?

Yeah, telling a coworker that you’re disgusted with her isn’t great, even if you were in the right to be annoyed. I’m also wondering about the 20 emails — that seems like a lot, although of course I don’t know the context.

I can’t tell if your indirect manager’s reaction was over the top or not (if this was more than a five-minute conversation, it probably was, unless this was part of a larger pattern she was concerned about), but in any case, the best thing to do from here is just to be scrupulous about controlling your emotions and not showing anger at coworkers. If you’re feeling heated about something, take that as a sign that you should walk away from the situation and come back to it later when you’re feeling more calm. And avoid using email at all when something feels emotional to you — there’s just too much opportunity for emails to get out of control in situations like this.

When something like this happens, it’s easy to feel like it has forever altered how people see you — but if you replace this impression with lots of impressions of you being professional and pleasant, people will see it as a one-off, not something defining about you. You can get past it!

3. Playing Cards Against Humanity at a work event

We had a team building event and people brought board games. Everyone rallied around Cards Against Humanity, which I politely refused to play. One other employee and the manager also did not play, but we didn’t really have much else to do, and instead spent the rest of the event (another half hour), awkwardly making small talk and pretending to ignore people saying things like “jerking off into a swimming pool” and “badly timed Holocaust jokes.”

I thought my manager should have put a stop to it before it started, saying it wasn’t appropriate for work, but the manager tends to be super nonconfrontational, to the point of causing problems, so all I could do was not participate. Any ideas?

Cards Against Humanity is awesome, and it is also 100% inappropriate for a work event (let alone a team-building one — good lord). It’s full of sexual and, as your examples show, other potentially offensive humor. It’s pretty much the definition of what a manager shouldn’t be sanctioning at a work event because there’s too much chance that even a reasonable person could feel uncomfortable, offended, or even harassed.

Your manager absolutely should have said something like, “This one isn’t work-appropriate; let’s pick a different game.” If she didn’t realize ahead of time what the game was, once she started figuring out, she should have stepped in and said something like, “Oh whoops, I didn’t realize what this was — we really need to stick to PG games, y’all.”

It also would have been okay for you to speak up if you wanted to, by saying something similar.

4. When a coworker in a very large organization dies

I work for a very large organization, and getting information about anything is often difficult. Earlier this week, my manager casually informed me that a coworker whom I’d spoken to Friday had passed away. Someone had seen I had invited him to a teleconference and emailed her, so she told me over instant message.

This was a guy who was not only helping me save a smoldering account, but was also someone with whom I had bonded. Times have been stressful at the company and this news really put me off-kilter. There has been no email or Intranet announcement. I’d really appreciate knowing what happened, so I can at least send condolences to his wife and focus better. But I work remotely, and no one seems to know or be willing to find out anything.

What should I do? How should the company handle these situations? When they let several thousand go a few months ago, they of course gave us no info, but this seems different.

It’s possible that they announced it to his department but not more widely — which wouldn’t necessarily be unreasonable if your company is enormous, but is still going to be unsettling for people who knew him and didn’t get informed.

I think it would be fine for you to write to his manager and say, “I was so sorry to hear about Fergus. I worked closely with him at times and really liked him. I would like to send condolences to his family — is there a way for us to do that or get any other information about the situation?”

(I debated the “other information” part of that. I think some people would argue that you shouldn’t ask what happened in case his family wants to maintain his privacy, but I think as long as you’re polite and sensitive about the wording — the wording above makes it easy for the manager to not answer that part of the question if they prefer not to — it should be okay.)

5. My student paper is being published — should that go on my resume?

I’m a relatively recent grad who’s worked one year. Some very unexpected but fun happened to me today. I got a message today from my old thesis supervisor in grad school who wanted to ask my permission to publish a version of a paper I wrote (and that he’s since expanded on) as a case study in a major textbook in my field (along the lines of Gray’s Anatomy but in a completely different subject). I will get some money and credit in the book.

My supervisor suggested putting this on my resume, even if I’m not interested in an academic career. What do you think? I think it’s a cool thing but it’s not a major scientific study — just a case in a textbook albeit a fairly famous textbook.

You definitely can put it on your resume; it won’t look weird or out of place to do that. But whether you should put it there depends on whether it will strengthen your candidacy (it might if you’re applying for a job that values academic writing, for instance) and whether it would be taking up space would otherwise be used for something more relevant. So I’d look at how it fits in with the whole picture of your resume and the types of jobs you’re applying for before deciding. But all else being equal, sure, go for it!

how can I get my staff to sign up to work after-hours events?

A reader writes:

I’m a department manager for a small public entity that specializes in education and recreation. We have a small staff (less than 20, and most are part-time). My department coordinates our outreach efforts. This often involves having a presence at local community events that typically fall on weekends or evenings. Weekend/evening hours are not uncommon in my line of work, although some of these events may fall outside our normal operating hours. Any time worked at one of these events is paid time for hourly staff, and salaried staff get to take another day off in exchange. Hourly staff also have the option of keeping the extra hours or taking an equivalent amount of unpaid time off during the week if they prefer it. These events are scheduled well in advance, and I always post requests for coverage as soon as I know that we will need additional staff.

There are only a handful of people (myself included) who regularly sign up to work these events. Recently, we have run into a perfect storm of changes with our staffing levels and more limited availability from staff who usually help out. I am a manager, so finding coverage for these events usually falls to me, and I am always willing to step in to cover if no one offers to do so. However, it is becoming increasingly difficult to find coverage. Recently, we had a shortage on a day that I was scheduled to leave for a vacation that had been planned for months. I found myself saying, “I need someone to help out with this or I’m going to have to delay and shorten my vacation” and had colleagues tell me that they’d love to be able to help out, but they couldn’t cancel their lunch plans. This would have been the second time in the past year that I’d have had to change travel plans to accommodate a last-minute work situation. Luckily, my boss was very supportive and we were able to work something out at the last minute.

Let me first clarify: I am not a monster. I understand that people have commitments and personal lives outside of work, and I fully support their right to pursue those commitments. I understand that filling in for last-minute coverage is one of the less glamorous parts of management. I also do not want to get into the business of scrutinizing what people do in their time off, nor do I want to start putting values on whose time is more important. However, this arrangement results in a lot of Monday through Saturday weeks and 10-12 hours days for me (I am salaried exempt) and it’s starting to take a toll on my enthusiasm and energy for a job that I genuinely enjoy.

My problem is that I am not sure how to go about addressing this. I am hesitant to turn this into a formal requirement (x number of events per year, for example). We are representing the organization at these events—the last thing that I want is to have an employee who is resentful about being required to be there. I am reevaluating our commitments to some of these events to better reflect staff resources—the current calendar was set several months in advance and we had the bad luck of having some major unanticipated changes between our original commitment and the event itself. However, outreach was identified by our upper management as a priority and it’s been included in our strategic planning documents. There’s definitely an organizational push to do more–I am forever hearing iterations of “I heard that there’s going to be a Teapot Fest, are we planning on having a booth?” or “I was at Kettle Center and saw that they offer instruction in tea brewing. I spoke with the director there and they are interested in partnering with us in the fall.”

I would appreciate any insight you may have. Am I being too demanding? How do I balance the responsibilities of being a manager without completely forfeiting the right my own personal time and commitments?

It’s very kind of you to take all the events that no one else will volunteer for, but it’s not actually something you’re obligated to do just because you’re the manager.

The problem is that you’re treating this as purely voluntary for everyone else but mandatory for you, to the point of canceling your own travel at the last minute, which isn’t reasonable or fair.

To be clear, I don’t blame your staff at all. You’ve told them that it’s voluntary, and they believe you. But it doesn’t sound like it should be voluntary, and that’s where the issue lies.

If these events are a priority for your department, then they should be treated like any other work priority — meaning that it’s reasonable to assign people to work at them. You can certainly continue asking for volunteers first, but it sounds like you need a rotating schedule or, yes, a “sign up for X events per quarter” policy, or a willingness to assign coverage.

You should of course make it clear up-front when you hire people that occasional weekend and evening work is part of the deal so that people can opt out if they’re not up for a job that requires that. And you should do everything possible to avoid pulling people in at the last-minute, since that’s more of an inconvenience for people (although at times it may be unavoidable, like if the person who was supposed to work the event gets sick). But if your department’s work includes after-hours events, there’s no reason that the majority of that burden should fall to you.

Just be direct with people — “this is a priority for the department, relying solely on volunteers hasn’t been working, and I want to ensure it’s divided fairly rather than only falling on the people who get guilted into it, and so we’re going to handle it in X way” — and believe that it’s reasonable to do this, because it is.

It’s also probably worth taking a critical look at all these events and making sure that they’re really producing the pay-off you want from them. You might find that they’re not, or that 90% of the value comes from 20% of the events and you could just focus on those, or that you need to be more strategic about selecting a more limited number to participate in. Or who knows, maybe they’re all hugely valuable. But this is a good time to revisit that.

Read updates to this letter here and here.