Q: How can you tell good managers from bad ones? What sets them apart?
A: No one deliberately sets out to be a “bad” manager. Therefore, I would reframe the question as one that focuses on a leader’s effectiveness.
Q: About 10 years, ago, I came to the United States from a country overseas. I earned my first degree in accounting followed by a second degree in business organization from solid colleges. I know I am highly qualified, competent and have excellent references. Despite these attributes, I have circulated my resume with very little response. A colleague told me she thinks my name is causing problems. What do you think?
Q: I have a feeling one of my references is not giving me a good evaluation. In my last set of interviews, the prospective employer seemed very enthusiastic about hiring me. But, after conducting reference checks, he refused to return my phone calls. What can I do to correct this? Is there any strategy for making a bad reference good?
I am redrafting my resume, and I want to know whether I should include my address. What is the protocol?
Q: We are a group of entrepreneurs excited about making our socially responsible start-up a success. Part of that success is bringing the right kind of Executive Director on board. In our discussions, we are struggling with how to draft a compelling position description to get the right person in the door. One of our biggest issues is, in our searching, should we highlight our need for results, or should we talk more about our desire to have a strong work culture that emphasizes professional development and personal satisfaction?
Q: I left my last position in a hurry. I was so eager to get out that I resigned without giving my supervisors much explanation or time to organize and fill my role. I thought I was leaving to take on the “Dream Job,” but, I am two weeks into it and realize this is the position from hell. My interviewers misrepresented everything from the size of my staff to my compensation and budget. They are also requiring me to take on additional responsibilities, and this is not the half of it. What can I do?
Candor wins over canned responses. While this has always been at least somewhat true, honesty is highly sought particularly in an environment where the number of start-ups and smaller, leaner organizations is on the rise. Interviewers are more focused than ever on really getting to know how you function – particularly under stress. Some organizations go as far as to have their most senior leaders take rigorous behavioral tests to ensure they have the right stamina, skills, aptitude and attitude to succeed.
I would like to expand and become a more rounded leader perhaps in the not-for-profit sector. My spouse transfers to Chicago in six months, and I want to take advantage of the opportunity to launch a whole new career when we move. I feel like resigning immediately and getting on with new opportunities. Any ideas?