Leave a sinking ship (or enjoy more cheese?)

Q. I joined Blue Company three months ago. Since then my department has experienced a 40% turnover. I can see why. It's disorganized and outdated. Our boss expects us to put in long hours to do meaningless work. Time to leave?

A. Maybe.

Here the key question seems to be: Are these departing employees reacting to a situation that (a) has happened recently, (b) is unlikely to change and (c) will affect you personally?

If circumstances changed a few months before you were hired (e.g., a merger or new CEO), you may be part of a new wave. You actually will benefit from these events.

Or maybe these departures have nothing to do with the company. Suddenly your field has opened up and recruiters have raided your group. If that's the case, you may be in a position to raise questions about your compensation - always a judgment call.

Or you may be seeing the beginning of the end.

For example: I once worked for an organization with a truly incompetent department head. Unfortunately for him, employees in his department were highly marketable. One by one, they took off. They were hard to replace.

We thought the situation would go on forever.

But following the departure of 2 particularly valuable employees, management asked the department head to accept a lateral transfer. They promoted a well-respected employee to be the new manager until an outside search could be completed.

Bottom Line: We've all heard the saying about rats deserting a sinking shop. But is the ship really sinking? Has a new path to dry land just opened up? And can you find a safe corner that's well-stocked with cheese -- and nobody else is around to demand a share?

To fine-tune your intuition, I recommend my very own
Intuition Ebook.

and clients tell me they like my
Job Search Guide.

How to Showcase Long Achievements in a Short Resume

Q. I want to emphasize my experience, including some significant accomplishments from 20 years ago. But I want to keep the length reasonable. And some of my best success stories might sound lame, given how much technology has changed. As a librarian and information specialist, I realize technology will be relevant to my new job.

A. Good question. Ideally your resume will be just an adjunct to your search. You'll find your next job by formal and informal networking.

But resumes can make a difference in a hiring decision. And some fields (such as academia)require formal applications and resumes, no matter what.

A few suggestions. Readers, please share your reactions and feel free to add further ideas (or disagree with mine):

(1) Focus on qualities and skills in your future job description, not on what you've already done.

After twenty-plus years, you are most likely seeking a management or senior level position. Your future employer will be looking for evidence that you can complete projects on budget, motivate others and possibly come up with new programs and plans.

So you begin as many sentences as possible with "Organized, "Developed," "Managed," and "Designed."

When you're over 15, you don't have tasks and duties. You have responsibilities and accomplishments.

(2) Focus on how you completed projects - not the nitty gritty of what.

An imaginary example: You organized a new card catalog. You asked supervisors from four departments to contribute sections, coordinated their input and created a master card file.

Card catalogs may be dinosaurs -but you can talk about coordinating 4 managers to create an interactive information resource!

If that's too far-fetched, just use the word "project." Or be specific but emphasize the "how" rather than the "what."

(3) Summarize multiple jobs from your early years, even if you worked for different companies.

For example (I'm inventing details):

Reference Librarian 1980-1991 --San Francisco Public Library 1980-1984 --San Rafael Public Libray 1985-1989 --Levi Strauss Corporate Library 1989-1991

The HR folks will be happy: you gave them dates with no gaps.

Then you have a short paragraph or two with the best stories from all the positions.

(4) Emphasize outcomes more than process in the early jobs; include both when describing later jobs.

"As a result of this project, satisfaction ratings increased from X percent to Y percent." "The new system saved five thousand dollars and allowed us to reduce staff by two." "The new system allowed us to serve three times as many customers while increasing our budget by twenty percent."

(5) Apply for positions where your skills will be appreciated and welcomed.

If your future employer feels threatened by your resume, I would see a red flag warning.

Many articles and books target midlife professionals and retirees with the message, "Don't worry about being overqualified."

They're wrong.

Some folks happily take a step back in their careers. I once met a branch manager of a major corporation who returned to the sales force rather than accept a move. She seemed happy. I've also met former corporate executives who found new joy as coffee shop baristas, sales clerks and restaurant staff.

But in my experience, most professionals find themselves more stressed when they take a job where their experience appears to be devalued. That's why so many end up starting their own businesses.

And often you get tapped to accept extra responsibility, with no extra reward, because "you know so much."

Of course, if you need a job, you won't be fussy. But keep your job search open till you find a place where you will be recognized (and rewarded) for what you can bring to the table.

Promotion as stressor?

We forget that good events cause stress as much as negative experiences. Today's paper had an article about promotions. Lots of executives find themselves in positions that call for a whole new way of viewing their careers. They spend more time in meetings. They supervise others instead of doing what they love to do.

The same principle holds in starting a business. Success comes from creating repeatable processes and marketing- not doing what you love.

Taking a step backward is rarely the answer. I find my clients get even more stressed when they take a step back. You have to get used to moving up...or consider jumping ship.

Talk back to Sue Shellenbarger: Online MBA Programs

One of my favorite Wall Street Journal columnists, Sue Shellenbargar,just answered a question today about online MBA programs. See the WSJ for Thursday June 14, p. D2.

Shellenbarger recommends some good sites that profile and rank online MBA programs:

www.geteducated.com
www.businessweek.com
www.aacsb.com

She's got some good points: find out about the faculty and talk to some alumni. If your acceptance seems to depend solely on possession of an active credit card, be suspicious. And if they won't answer questions when you apply, what
will they do later?

I would add:

Even in the top notch gold-standard programs, your primary contact will probably be an Admissions Rep or Enrollment Manager. These folks are rewarded for making sales. Their job is to get applications, rarely to help you make the best decision about your career and your education.

In most programs, interaction with others and networking will be a real plus. But group projects present unique challenges in the online world. Inevitably students get frustrated because their work schedules, computer platforms, browsers and time zones create conflicts.

I wouldn't ask about "teacher training" unless you're prepared to go into detail (and they're prepared to share). Experienced, qualified professors will not accept appointments to programs that require extensive training. Typically this training requires many hours, yields little benefit and requires participation without compensation. A busy, experienced professor will refuse.

Instead, find out the credentials of the professors. If many faculty members graduated from the same university, raise a red flag. If they hold degrees from "independent" schools, you have to dig deeper, especially if you're seeking a PhD and/or have to write a dissertation.

You should also be aware that professors who are paid by the course will be required to earn high student evaluations in order to keep their jobs. Therefore they may resist making demands on students so everyone coasts through with easy A's. Nice - but your degree probably won't have much value, you won't be challenged and you probably won't make good connections. Students who struggle together tend to form bonds. Those who coast will pass like ships in the night.

If you must write a dissertation, ask if you will be prepared through rigorous research courses. Find out if your first paper in the program will be your dissertation.

In some programs, students coast through the courses with easy A's, only to stumble at the dissertation which is an abrupt disconnect. I've seen this pattern in both MBA and non-traditional doctoral programs.

Most important: Thank the admissions officers and enrollment managers politely but don't rely on them for information. Insist on talking to alumni. Target folks who have graduated over a range of 6 months to 2 years. Don't ask for advice. Ask for their experiences.

Compare yourself to the alums you meet.

For example: Suppose most of the alums seem to be settled into a safe corporate job but needed their ticket punched for promotion. If you're looking for a credential to change careers or be attractive to recruiters, you probably need to look elsewhere.

More: My book on Returning to School as a Mature Student .

5 Steps to Avoid the Twin Work-at-Home Killjoys

Recently, I was going through my email when I found the
following question.

Q. After a long period of unemployment, I was offered
a telecommute job. I've never worked from home before!
Any suggestions?

A. This question has come up a lot lately. The twin
challenges seem to be either (a) too much time alone
or (b) too many interruptions.

A New York Times author plans a return to a "real
job" after realizing she looked forward to the voice
on her answering machine.
http://www.nytimes.com/2007/06/03/business/yourmoney/0
3pre.html

Another article (can't remember where) described
interruptions from spouses, cats who slept on the
laptop, and neighbors who needed rides to the airport.

(1) Be firm about boundaries.

Many people -- neighbors, friends, telemarketers --
assume you're available 24/7 because you're home. If
you're over 45, they think you're retired.

When someone calls, I recommend saying, "You know,
I'm right in the middle of something. Can you call
later?"

Even better: stop picking up the phone unless
you're expecting a client call. Leave a strong "not
available" message with a promise to call back later.
(You can have a special line or secret signal for
family emergencies.)

Practice telling the UPS driver,
"I cannot accept packages for anyone except myself and
my family." Even better: Rent a mail drop and send
all your packages there.

No matter how politely you decline, some friends will
never understand. And they won't hear you the first,
second or third time.

Setting boundaries with family? Too sensitive for an
ezine column: ask an expert.

(2)Have a reason to get up and go out each and every
morning.

Several years ago, I was working from home to write a
book in Philadelphia. I'd begin each day by
visiting the Tuscany Coffee shop and editing pages
I'd written the night before.

I was awake and dressed (though not for success).
They had great coffee and the best "everything bagels"
on the planet.

Now, of course, I'm forced out the door at a
ridiculously early hour by a demanding dog who
frequently makes secret alliances with a grumpy old tabby
cat.

(3) Schedule around your own productivity pattern.

People who work best in long spurts need to clear their
calendars. They might schedule client consultations
all together in one day, go to the gym after hours,
hire a dog-walker and arrange for reminders so they
won't miss important meetings (and lunch).

Those who work in short bursts (which is my pattern)
will be tempted by breaks and interruptions. I get
more done when I break up my day with dog walks, lunch
meetings and exercise class.

(4) Cut back on chores and interruptions.

Sure the grocery store will be empty on Tuesday
morning -- but should you be there? These days you can
order groceries online. In Seattle, you can get
healthy food delivered in a cooler box right to your
door. Pay your dog-walker to take Fido and Fluffy to
the vet (yes, there's a story of how I figured this
one out).

(5) Ask the Magic Question.

Tim Ferriss (author of of The Four Hour Workweek) asks:
"What is the one thing you can do that would make you
feel the day was productive and successful?" Ask the
question early, he says, so you'll have time to get it
done.

Read Tim's book.

Readers: What are your work-at-home challenges and
solutions? Please post a comment.

Q. Hi Cathy. I was laid off sixteen months ago with a great severance package. Since my spouse was working, I really didn't need to search for a job right away. How do I explain my time off?

A. Gaps can be challenging to navigate -- and even more challenging to explain. But when a company really wants to hire you, they won't spend a lot of time obsessing about gaps. So...

(1)Aim your job search on finding someone who can say "yes."

Focus on reaching a manager who appreciates your talents - not a screener looking for ways to place your resume in the "reject" pile.

(2) Use extreme care when omitting a job.

If your last (or current) job lasted just a few months, some advisors say, "Leave it off, especially if you were earning a below-market salary or working in a totally different field."

Maybe. But I recommend preparing an answer in case you get caught on a background check.

And some employers would rather see even short-term employment than no employment. It's always a judgment call.

(3) Create a one-sentence explanation to explain the gap.

Practice talking in sound bites -- you don't want to seem evasive, but a short matter-of-fact answer will discourage curiosity.

(4) Stick to business.

Explain your gap accurately but professionally. Refer to health and family only as a last resort.

Note: If you've got a really sensitive situation (e.g., you were in a drug rehab program), get lots of professional advice.

(5) Consider changing direction if you're blocked.

A few years ago, "Hortense" called me eight months after leaving a high-powered job. She had spent that recovering from shock and enjoying her leisure. She sent out resumes and collected a series of rejections. "Overqualified," they said.

I encouraged her to continue pursuing her job search, but also consider a new business. We talked for a few hours over a couple of months. I suggested she attend a few networking meetings just to test the waters.

She went to one breakfast meeting. She said, "I'm thinking of starting a specialized coaching company."

To her amazement, people started handing her business cards and saying, "Call me when you're ready for business. We like your style."

And she was off and running.

You may not want a business...but returning to school for a new career might make sense. Often a shift in strategy will open doors you never anticipated.

Money Management: sometimes a latte is an investment

In a recent New York Times article, Damon Darlin advises graduates to save money by skipping the lattes at Starbucks. Make your own coffee, he says. You'll save about $2000 a year.

To read the article, you have to register (free):
New York Times site

I would tend to agree...except...

Freud famously said, "Sometimes a cigar is just a cigar."

I would say, "Sometimes a latte is not just a latte. Why are you drinking that latte? Who's with you?"

Depending on your answer, those $3 drinks may be an investment in your future. For example:

(1)You're sipping with the stars.

If your industry or company group hangs out at the local coffee shop, you're not just drinking coffee: you're gathering intelligence that you can use to advance your career.

Of course, if you get together to gripe and you're drained by negative energy, gossip and whining, you're losing a lot more than the price of coffee.

One small town business owner invested over $200 a month in coffee at two espresso hangouts. He was one of the few business owners who came by regularly to chat with the regulars and stay informed. His business was one of the few that demonstrated explosive growth in the downtown area.

(2) You're forcing yourself to get some work done.

Those who work at home know all too well: sometimes you gotta get out of Dodge. You're feeling enclosed by four walls. The refrigerator is way too tempting. And frankly, you're just plain lonely.

Drop the dog into day care and head for Uptown Espresso, Java Joint, Bean City...whatever your locale has to offer. Nurse a drink and work with the wi-fi. Cheaper than renting an office...and if you meet with a client, you deduct the coffee from your taxes (if your accountant approves - I'm not an expert).

Bonus: I've met several business owners who made better connections over laptops at Starbucks than at those $50-a-pop networking meetings.

I've also spotted corporate executives hiding out in the corner, ducking yet another dreary meeting.

(3)You absolutely, positively hate your job and your latte gives you a break.

When people hate their jobs, I advise them to find something to enjoy, even if it's just a picture on an office wall. Of course, I also advise them to get proactive about making some change. See
my free article on Ten Things To Do When You Really, Really Hate Your Job.

Sometimes you need to hang on because you need credibility, experience, time in grade, or basic survival funds. Looking forward to that latte may get you through the day and the week...and it's a lot cheaper than therapy. I'd also recommend that you join a gym: exercise is a natural mood-enhancer.

If you need the prescription version of anti-depressants, you get to discuss the meaning of lattes, cappuccinos and decaf with your therapist. Not me.

And if you choose the coffee shop for the taste, or you get your coffee in takeout containers, then I'm with Darlin, the New York Times writer. You're not investing in anything: you're buying coffee.

Talking Back to Barbara Ehrenreich

I'm a great fan of Barbara Ehrenreich. I loved Nickel and Dimed and enjoyed reading Bait and Switch.

One of my ezine readers sent me a link to Ehrenreich's blog, which recently discussed the gap within professions: those at the top make mega-bucks, those on the bottom hover at the poverty level. See
the blog entry .

While I applaud Ehrenreich's attention to these pay discrepancies, let's face it: salaries are set by the market, not by turf-protecting executives.

For example, Ehrenreich observes that elite-level professors make six-figure salaries, while many adjuncts scrape by on $5000 or less a semester.

True. But what's the economic reality?

Large numbers of the "best and brightest" graduates are willing (if not eager) to join the ranks of low-paid adjuncts. Therefore supply remains high. As long as universities can fill positions at minimal cost, they will do so.

Meanwhile universities pay star professors handsomely for the same reason CBS offered Katie Couric a few million bucks to read a teleprompter: they believe these individuals will attract revenue in amounts that exceed their salaries. Big Name is perceived an investment. Little Unknown is considered an expense.

You can be forgiven for making bad investments. You're criticized for running up expenses.

Many low-paid adjunct professors are far less qualified than full-time faculty. The demands on their time make scholarly research impossible. Interaction with students is necessarily limited.

Adjuncts have little incentive to demand high levels of student performance or seek out evidence of plagiarism. They keep their jobs based on student evaluations. As a result, many become "edu-tainers," a word I learned from a real life adjunct.

Therefore, adding more adjuncts will lower the quality of education for many students. But universities will not feel an economic impact. Students choose to enroll based on reputation, which will enhanced by the stars, not lowered by the adjuncts.

Therefore universities have no financial incentive to change, unless adjuncts decide to become more marketable and/or leave the field, thus cutting off supply. I doubt that we'll see a major shift in this direction. I've met too many adjuncts who have what a friend calls "wife-of" jobs: the spouse earns a good living so the "wife-of" (who can be male or female) becomes an adjunct professor, art museum employee, career volunteer, flight attendant or...you name it.

Incidentally, Gloria Steinem, who I admire immensely, made the same mistake. She was angry because janitors could earn more money than teachers.

Whose fault? Well, I bet most of my readers would rather be teachers than janitors. When X says, "I wouldn't do that for any amount of money..." you'll hear Y saying, "Well, for enough money, I will!"

This market principle works in other fields mentioned in Ehrenreich's blog. College students think, "Lawyers earn big salaries." So they enter law school in great numbers, creating an available supply of trained labor, willing to work at menial tasks in horrendous conditions just to be able to say, "I'm a lawyer."

Unless governments move in to subsidize salaries, we'll continue to experience negative consequences of market forces, just as we see open land turned into factories. In her remarkable memoirs of prison life, former headmistress Jean Harris frequently lamented the discrepancy between salaries of highly-trained teachers and thug-like prison guards. That's just one example.

You probably have some power over your own career. "Think marketable!" is my rallying cry. Choose a field where you'll be valued, not where you're excess baggage, unless you're willing to accept adverse employment conditions.

It's what I share with my own clients, although a little more quietly.