My company keeps pushing me to talk at conferences. Why should I?Why should you, indeed!?
My company encourages conference attendance and reimburses expenses/travel. Previously I purchased a hotel stay for an event and was reimbursed immediately. More recently, I purchased a prepaid hotel stay and conference ticket for an event 2 months out, but my company has said that I can't be reimbursed the cost of the hotel because I haven't stayed there yet. Once the stay is complete, then I can add it with my other expenses for reimbursement. While I should have been aware of this rule change and I'm thankfully financially stable, but how much could I push back? Should I take the risk or is this even really a point of concern?
What is the worst job you've ever had (not starter jobs like fast food)? I keep hearing about servant leadership...what's that? It's easy to find tech conferences, what are good conferences for leadership? Is college necessary? If so, how much?Note: I kept referring to "Carnegie Mellon" courses when what I meant to say was "Dale Carnegie" courses. One of those is much more "bullshitty" than the other. I'll leave which is which as an exercise for the reader. Download this episode
Can you please discuss your thoughts on what constitutes a good resume and, more importantly, what constitutes a terrible resume? As a hiring manager, I'm subjected to a wide range of resume formatting, some of which is clearly performed by the recruiter or agency presenting the candidate. A recent trend separates a candidates job history from their skills or accomplishments, making it impossible to determine the candidate's career growth, for example. Can you discuss what an individual can do to clearly present themselves in writing to clear HR hurdles for a phone screen or in-person interview? Also, please share your all-time "worst resume" stories.Download this episode Upcoming Events:
When you're interviewing, when should you talk about salary? And how?Some events for your consideration: Download this episode Discarded titles: Talking Tenners, Discussing Dollars, Discussing Dead Presidents, Chatting About Cash, Chatting Cheddar, Jabbering About Jacksons, Questioning Quid, Wondering About Your Wad (eww), Speaking Sawbucks, Speaking Shekels, Speaking About Stacks...and so many more. See what we do for you?
I've been fired from my last 5 jobs, 3 of which have been in the last 9 months. Now I'm getting to the last point in interviews (3rd and at the end they really want to give me an offer letter) and not heard anything from potential offers since. Including silence when I've tried contacting them via email. The reasons for my firings were as follows:Fun facts from this episode:
None of these companies will tell me what's going on or give me anything to work on and improve upon. Do you have any advice? Please.....I don't know what to do or how to improve.
- In the role of a Software Engineer: I got fired after 3 months for not learning fast enough.
- In my next role as a Software Engineer at a small business: I got fired after my 30 day review in which my manager gave me glowing praise
- In my next role as a Software Engineer: I got fired after working there close to 3 years. When asked why I was told, verbatim, "We are exercising our right as an at-will employer not to tell you"
- In my next role, as a Lead Software Engineer and Project Manager at another small business: I got fired . This one I know why, I didn't get along with the CEO's micromanagement and working remote. I was set up for failure too many times
- In my most recent role as a Scrum Master at a medium sized company: I got fired close to my 3 months. I was again given glowing praise and minor feedback on my 30 day review.
I have a person working with me that is a friend. She's a great friend but a terrible employee that is hurting my business. My question is this: how do you fire a friend while maintaining the friendship?And boy do we have a treat for you...Dawn's daughter in a turkey hat! Love you, T! :)
My current position has a manager title, but I have no direct reports. However, I am expected to lead others who do not report to me. What's the best way to lead people that you don't have direct authority over?This seemed appropriate!
At a previous job, I had an employee transfer from another group to mine. In chatting with her it became clear that the reason that she moved groups was because she'd been sexually harassed by her previous manager. She'd reported it to HR and their solution was a warning to the manager and moving the engineer to another group (mine). I'm really bothered by this, both by my peer and the company's reaction. How do I continue to work and collaborate with a peer that I've not only lost respect for, but that has done something I'm pretty disgusted by and angry with (and gotten away with it)?With special guest Mike Eaton helping us answer questions and talking about Kalamazoo X (Saturday, April 21 in Kalamazoo, MI. Be there!)
At what point is it appropriate to interrupt a manager's meeting and inform him that he's wasting everybody's time? Right now, I am sitting with 18 people gathered in a big conference room and the manager is going through his spreadsheet of projects to get updates from each person. He's spending about 10-15 min per person. First, we are NOT going to get through this list today. Second, this is a colossal waste of everybody's time. How do you go about giving that sort of feedback to your manager and how do you deal with time-waste meetings?As promised...Zoey...
I'm a leader and my manager isn't helping us get better. He keeps having leaders under him stop being leader because they can't learn how. I'm new. I want to learn. How do I learn if my leader can't teach?Also mentioned during this podcast: Kalamazoo X conference on April 21st, 2018...go to there! Download this episode
How do you guys handle being on the receiving end of a performance review where you weren't able to achieve the goals that were set at the beginning of the year? Setting aside the idea of whether the annual goal setting thing has any merit, what do you do to ensure that not having hit those goals doesn't have an impact on your raise, bonus, or promotion?Also, we mentioned The Power of Habit and Smarter, Faster, Better, both by Charles Duhigg.
Should a manager be focused on execution or on the team? Should they be focused on both?We also mentioned Waltzing with Bears during this episode. Great book, worth a read!
When it comes to hiring, are social media accounts an assets or a liability? From a management perspective, would you ever reference an employee's social media account when evaluating an employee's performance or recommending them for a promotion? If you don't normally have a social media presence, is it worthwhile to create one for potential employers to find and reference?
This episode's question is:
As a team lead, what do you look for when interviewing developers, or perhaps other roles as well. I feel like resumes can be BS-ish, it's easier to have actual things to show. Do open source contributions appeal to you? Or just personal projects? Current apps/scripts/whatever in the field the developer is interviewing for? Do you care if they go to conferences or if they speak at them? Personal hobbies?
Quote of the episode: "I'm the motherfucker with feelings up in this motherfucker" -Jer
You both talked about doing things in the past to help your employees improve, but how do you do that with fellow managers or with your manager?
What are your favorite interview questions? What are you looking for in good answers, and what would concern you to hear?
How do you lead teams that do a job you know nothing about or don't know a lot about? Can you?
I'm starting a position soon as a senior engineer at a company, where my new leadership and I have discussed a potential track where I come on board as a senior engineer and then, if things are working well, moving me into more of a team lead and leadership track. As a result, I'm wondering if I should approach this differently than other jobs where I've come in before as senior member of a team. I know what I'd do, and it has generally worked well with me in the past, but I would be really interested to know how both of you approach this, as some of this is new territory for me.What is your process when you start as a leader or as a senior member of a new-to-you but already established team? More specifically: 1. What sorts of things do you ask your leadership when you're coming into a new team? 2. What do you ask the outgoing leader if they're still available? 3. How do you approach and start to build rapport with your team members, especially if they're tightly knit and may be wary of outsiders?Archaic references from old people: Download this episode
At work, I have been interviewing internally for management positions, but I haven't been getting them. I get feedback that I show promise or I have some ideas that are good or whatever. They say I don't have enough experience actually doing leadership, but how do I get experience leading until I get the job?
Why does it feel personal when you get laid off or fired? How do you deal with laying off or firing someone when you actually do have a bias against them?The shirts we mention...again... Download this episode
My boss at a financial institution seemed friendly at first, but then began tearing me down and saying inappropriate things about me both to just me and when others were around. For instance, at the time I was struggling with my weight, and this manager would say "Oh don't ask (question asker) to come to lunch, she doesn't eat!" It got so bad, I went to HR and complained. Their response was less than helpful. They actually said to me "Well, what do you want us to do about it?" My question is, if you have an HR situation, and HR won't help, what do you do?Links: