I vividly remember interviewing for my very first professional job. I started it immediately after graduating college, and, I must confess, I took that job under the “whatever job I can get” umbrella. I admit I didn’t fully understand the position. I didn’t notice I wasn’t asked questions directly related to the position or even the company’s mission. I know you can already sniff out the recipe for disaster that ensued. But, these didn’t turn out to be the biggest problems.

Looking back, it is clear the hiring manager doing the initial screening of candidates thought all the company needed for that position was a warm body possessing a semblance of communication skills. That the hiring department was so completely off-base with their own vetting process is a discussion for another time. The waters running so shallow my direction continued when I was brought on site. The cursory investigation of what I had to offer not only continued but also worked against me in that I got to know people in the company as well as they got to know me — which was not at all. My gut screamed at me through this first professional process, but I didn’t know what it was saying. And, that is why the very worst aspect of that job turned out to be something not even on my radar during the interview: my supervisor and I simply did not match.

She was cordial during my interview, but she asked nothing in terms of problem solving real issues the person in my soon-to-be position faced. And, I certainly didn’t consider probing her about her supervisory style, expectations or vision. I needed the job, after all. While I learned very little about her or the job, I accepted the offer assuming I’d do a good job doing whatever it was I was going to do, and she’d be happy with me. To me, it was going to be that simple.

I soon learned that her idea of supervising and mine were entirely different. Philosophically, we weren’t even close about how our roles should interact. We had expectations of each other not even remotely in the same ballpark. In the aftermath of what turned out to be a disastrous relationship, I reflected and realized I missed a key opportunity during the interview process: I needed to vet her.

As job seekers, evaluating the potential boss does not always make the short list of considerations. When you need a job or are very desperate to leave the one you are in, you don’t always see the many variables needing your honest evaluation. I’ve certainly since learned that no matter the reason for the job search, the relationship with the potential supervisor is one to closely examine to determine if you are on a mutual foundation. Jo Eismont’s article, “3 Questions That’ll Help You Figure Out What Kind of Boss You Need Next” outlines what to consider to help predict if one of the primary relationships you will have in your next company is going to be a productive, positive one. She says to ask yourself:

What values matter to you the most? Consider an array of possibilities from feeling respected, having fun in the workplace, receiving a lot of direction or being allowed autonomy. These values must be personal and valuable to you, so be honest with yourself about what you want and need in your next job.

Then, Eismont proposes the following question to ask your prospective supervisor in your next interview: “What values do you think are most important to being successful on this team and in this role?” The answer to this question will certainly help identify where you are a match or if you simply don’t line up.

What kind of boss do you want? This can be answered by identifying the kind of boss you think you need. Do you need one who is relatively hands-on in your professional development? Or, do you prefer and desire a supervisor who makes sure you have the tools for the job and is then rarely seen until you approach with a question or an update? Do you want someone who outwardly praises your efforts and accomplishments? Or, is the satisfaction of a job well done enough? There are a number of leadership styles, and not all of them work for all of us.

To investigate this question, Eismont says to ask, “Are you looking for someone who can take this role on from day one, or are you looking to help develop someone into to his or her full potential at this company?” The answer to that question will speak volumes in terms of the interaction you can expect.

What inspires me most to perform my best at work? There are as many answers to this as there are people, so introspection is important here. If you know you need a “thank you” when you finish a project, but you get the vibe that that’s not going to be the case, be honest with yourself that even that kind of situation is going to frustrate you. If you want the opportunity for flex time to accommodate the occasional personal conflict, but your prospective boss has made it clear it’s important to see everyone active and available in the office during business hours, you need to evaluate how this will play out for you.

Eismont’s suggestion to delve into this particular mindset of a prospective boss is to ask, “How do you like to recognize and reward successful employees?” Some supervisors will be quick to respond with a slew of annual awards, quarterly recognition and other motivating gestures while others might look puzzled at the question because they assume continued employment is reward enough. By already knowing what motivates you, the answer to this question should make it relatively easy to determine if you will be inspired or frustrated in this environment working for this person.

That feeling of desperation to accept “whatever” job can permeate a lifetime of job searching. Don’t get so caught up hoping you are noticed that you forget your own due diligence for all important aspects of a position. The same as you need to investigate the culture of the company and evaluate your fit within it, you also need to pay close attention to the supervising relationship that comes with the position. A great match will translate into an inspired, productive experience, so be sure to professionally and thoroughly vet this very important relationship!

Eismont, Jo. “3 Questions That’ll Help You Figure Out What Kind of Boss You Need Next.” The Muse. The Daily Muse, Inc. 2016. Web. (22 May 2016)

Nancy Stoker is a Senior Client Services Representative and Research Associate with ExecSearches.com.

For more information about our career coaching and resume review writing services, email review@execsearches.com.

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Last updated on February 3rd, 2017 at 03:47 pm