It’s five answers to five questions. Here we go…
1. Coworker keeps prying into my romantic life
I’m a woman who’s not straight, and not out to anyone where I work. I’m in my mid 20s, and a coworker who has to be in at least her 60s is constantly making remarks about me having/getting a boyfriend. In one instance that happened today, I was typing something on my phone and when she saw this, asked if I was “texting my boyfriend.”
Even though it doesn’t sound as if she means anything malicious by it, her comments still make me really uncomfortable. I’m not sure how to best address this because I’m not a very confrontational person, and I don’t want to out myself accidentally. Do you have any advice for how I can respond to this coworker if she does this in the future?
Give her a weird look and ask, “Why are you always asking me about a boyfriend?” Or: “Why are you always asking me about boyfriends? It’s a weird thing to keep saying.” You said you’re not very confrontational and so you might feel rude saying this, but I want to stress that it’s not rude! It is really odd of her, and if she’s well-intentioned, she’d want to know that she’d making you uncomfortable / coming across strangely.
But if you want a softer option, let your face look visibly unhappy/uncomfortable and say, “Could you please stop making comments like that? It makes me really uncomfortable.” This is also not rude to say! This is letting someone know they’re doing something they probably don’t intend (making you uncomfortable) — and again, if she’s well-intentioned, she’ll appreciate knowing (like if you kindly tipped her off to a massive chunk of spinach in her teeth). There’s also, “I prefer not to talk about my dating life at work, thanks for respecting that.”
There’s a certain breed of person who, once out of their 20s/30s, assumes everyone in their 20s has a wild dating life or wants a wild dating life, is possibly wistful about not being in that mode anymore themselves, becomes intrusive on the topic while thinking they’re being supportive, and nearly always assumes heterosexuality. You’re allowed to correct these people’s boundaries and tell them the comments are unwelcome. (There are other explanations for the behavior too, but this one is especially common.)
2. My dad says I shouldn’t ask what kind of training I’d get as a new manager
I have applied for and received an interview for a new position. The position is manager level, and it would be my first time managing a group of people officially. Throughout my 10+ year career, I have led various projects and teams of people, so “being in charge,” delegating workloads, delivering feedback, and other various managerial tasks will not be new to me. In my opinion, not having an official people leader role on my resume is my biggest weakness on paper. I fully believe in my ability to be a manager; it does not scare me.
See AlsoFL Studio [Official] | Overview9 Best y2mate Alternatives for Download YouTube Videos in 2024Gaming Laptops - Laptop Computers for PC Gaming - Razer Blade💻 | Razer United StatesWashington Examiner’s ‘Liberal Media Scream’ With the MRC’s AssessmentI know you typically advise against taking job-searching advice from parents, but my dad works in the same industry. I was discussing with him the list of questions I had for my interviewers, which included a question about what type of training the company provides for new managers. My dad said that I should not ask that question, or any question relating to leadership training, because it will come across like I am doubting my ability to manage and would require training to be able to do it.
Part of the reason I am interested in this role is the potential for advancement beyond the manager level, so I am curious about how this company prepares their people for advancement. Is asking about manager/leadership training a terrible idea? Is there a way to frame it so it doesn’t come off like I doubt myself?
Don’t listen to your dad. When I’m interviewing someone who would be formally managing for the first time, I want to see that they have a healthy appreciation for the challenges of moving into that role and that they’re not assuming everything will be smooth sailing or that they have nothing to learn. Formally managing for the first time is a huge learning curve, and it goes far better when the new manager understands and expects that. You don’t want to seem insecure, of course, but you also don’t want to come off as co*cky or like you don’t think you’ll need any support.
And for you as a candidate, it’s far better for your first management position to be with a company that offers new managers support and doesn’t just throw you in to sink or swim.
The one tweak I’d make is that rather than just asking about training, I’d ask about what kind of support you’d get as a new manager. Formal management training is fine as far as it goes, but you can get much the same from a book or myriad YouTube videos if you’re motivated to; what you really need is ongoing support and mentorship.
3. Career opportunity vs. marital sacrifices
For over 20 years, my wife has dedicated herself to the same company, now serving as an executive who genuinely loves her job. Since 2015, she has been able to work remotely, which allowed us to move three times to accommodate my career. Throughout this journey, her patience and accommodation have been remarkable – I am truly fortunate.
We’re currently residing on the east coast, but our situation could change yet again. A year ago, I experienced a mental health crisis that led me to leave my job. Since then, I have taken a dead-end role in a field outside my expertise. Not only is the work unfulfilling, but the pay is also inadequate. An incredible opportunity has now presented itself – an amazing role that aligns with my experience. However, accepting this position would necessitate yet another move across the country.
The prospect of constantly restarting in new communities at our age (in our 40s) is daunting. Moreover, the time difference between the potential location and the east coast would strain my wife’s remote work situation with her colleagues. I am torn – I don’t want to remain in this dead-end job or settle for any available position just to stay put. Yet, I also cannot fathom negatively impacting my wife’s health, happiness, or career, for she has been more accommodating than any spouse should ever be expected to be.
We are at a crossroads, weighing our options. We could stay on the east coast, where I would either continue searching for a new job or potentially not work at all. Alternatively, we could relocate across the country, which would mean my wife working 2-3 hours behind her colleagues and the arduous task of building a new local support network. A third option would be for me to move alone, leaving us to navigate the challenges of residing apart while finding ways to visit one another regularly. None of these scenarios seem ideal, as they all present significant sacrifices. The question that weighs heavily is, how can we strike a balance, pursuing our respective careers while nurturing the profound commitment of our marriage?
You’re putting an awful lot of weight on this one single job. If it’s not right for your family (because it would strain your wife’s work situation, ask something grueling that she’s already done quite a lot at this point, or require you to live apart), it’s okay to decide it’s not right for your family and keep looking. That doesn’t mean that you’re dooming yourself to the job you’re in now. It just means that one across the country isn’t right for you.
But this is also very specific to your marriage, and to your wife. Maybe your wife is the rare person who enjoys moving around and starting over socially. Maybe she’s not daunted by the prospect and is encouraging you to do it. But since you’re citing the work challenges for her and considering living separately, I’m guessing that’s not the case. So where does she stand on this? If she’s anything other than wholeheartedly enthusiastic — this person who has already uprooted herself three separate times for your career in the past — then I think you’ve got to decline the west coast job and keep looking locally. That’s a sacrifice, yes, but she’s already made a bunch of them and it may simply be your turn.
4. How do I tell my team member to be less uptight?
I am the manager of a new marketing writer, “Adam.” Adam joined my team six weeks ago and I am finding his uptight nature at odds with company culture and the work that we do.
Adam is very reserved and incredibly polite. All his interactions on chat and email are formal: hope you’re well, etc. In meetings, he is very scripted, reeling off actions and status updates. There is no banter, light-heartedness, “how was your weekend?” or joking about.
When we interviewed him, I really warmed to him as someone who was quiet, but pleasant and cared about doing well. Now in employment, that has translated into awkwardness and a reluctance to say when he is finding things hard and needs help.
My company is in a classically traditional, corporate space but we are actively about not being like that, and being creative and conversational and interesting instead. I have found Adam’s uptight nature filters through into his writing, which is dry and corporate—even after he has made efforts to make it less so. Adam is unlikely to pass his probation period at this stage.
As a manager, I am casual and friendly, swear like a sailor and like to have a chat as well as talking shop. This is the same for other team members, so the cues are there that it’s okay to be more informal. How do I get Adam to lighten up? I want to tell him to relax, but I know that will only make him self-conscious.
Separate out the work issues from the social ones. If Adam were doing great work, wouldn’t it matter much less that he’s formal in emails and meetings and doesn’t banter or relax? Those things aren’t — or shouldn’t be — the reason he’s unlikely to pass his probation period. But the work issues very much are, so focus there. Right now, he’s not writing the way the job requires, so give him clear and direct feedback about where his writing isn’t hitting the mark and what needs to change. Give that feedback on individual projects, but also talk to him about the pattern — be clear that this is a broad issue with how he’s approaching the work in general, not just small tweaks to individual pieces of writing. And if you haven’t been up-front with him that you can’t keep him in the job if this doesn’t get fixed, be honest about that; he deserves to know so he can make good decisions for himself (like starting to look around at other options now rather than being blindsided when he’s fired one day).
But try to separate out the social stuff. You’re seeing it all as part of the same problem — and perhaps it is — but the really relevant and actionable pieces are the ones about his actual work.
5. Did my old company own the rolodex I created while working there?
Years ago, I worked as a paralegal at a law firm. When I started working there, I had come from a much larger firm where one of my tasks was to request medical records. At the new firm, it turned out that this task was the bulk of my job and I quickly noticed that many of my colleagues used Google to locate contact information each time they needed to call a facility. I decided to create a rolodex for myself to keep track of contact info for the places we routinely requested records from. It just seemed silly and inefficient that I would request information from ABC Medical Center three times a week and would have to google their number every time I needed to follow up with them.
At first, the rolodex was hardly useful and only had a few names and numbers. But by the time I left, it was full with almost every single medical facility you could think of, their main telephone number, their direct line to the medical records department, and the name of the person handling the records, plus a supervisor’s name. At my desk I even had taped up lists for entire medical systems with all the hospitals/clinics in the system and all their contact info. People often came to my desk to browse the rolodex and would sometimes leave post-it notes or email me asking for contact info. All that to say, if you needed to get a real person on the phone, I knew who that was and how to reach them.
About a year before I left, they hired Jane. She was inexperienced and had a rough time getting used to the job. Eventually I moved on and when I did I took my rolodex with me. I heard through the grapevine that Jane did not improve and soon after an old coworker told me that when management pressed Jane about some of her issues, she blamed me for not having the proper contact information. That same week I got a call from my boss practically breathing fire and threatening legal action because I had taken my rolodex. She said that my rolodex was the firm’s intellectual property and I had no right to it and was keeping Jane from doing her job well. I was confused and initially refused to “return” it because in my opinion it never belonged to them. It was something that I created for myself to make my job easier, that no one else at the firm had seen fit to do, and that everyone else benefited from while I worked there. After my boss spent 10 minutes speaking legalese at me, I offered to make her a copy but told her that I needed the rolodex in my new role. She was less than nice about that suggestion, and I got upset and flat out told her that it wasn’t my fault that people relied entirely on me for something that I didn’t have to do — something that anyone else could have done, that anyone else could still do if they felt like it (or, ya know, they could go back to googling like they were doing before I got there). We were at a stalemate and as I was young I got the “this is how the real world works” lecture with veiled threats about how this could impact me and my future career. I thanked her for her “concern” and hung up.
My old coworker recently joked about it but framed it as if I was in the wrong. Something along the lines of, “Remember when you told Old Boss to shove it and they couldn’t have their rolodex back? Haha.” That mildly annoyed me but got me thinking. Was it “their” rolodex and not mine? Should I have just handed it over? Again, I was more than happy to make a copy but old boss wasn’t just upset that they didn’t have it. She seemed more upset that I was using it to “thrive elsewhere.” Quotes as those were the exact words she used. How should I have handled it?
Yeah, legally they owned it. It was your idea to create it and your work putting it together, but that was done as part of your work for that company, so it falls under their legal ownership. (Just like if you had the idea to create any other new initiative while you were there; if it’s done as part of your work for them, legally they own it.)
Your boss handled it really terribly, but she wasn’t wrong on the fundamental ownership question.
You may also like:
- my coworkers think I'm flirting with them
- is it a bad idea to work with my boyfriend?
- my boyfriend's manager told me I could date someone better
