How to spot a bad boss before it's too late

Although the six week build up to the Christmas holiday can be quieter in terms of clients starting recruiting – setting next year’s budgets & forecasts seems to take priority – there is always something going on. For us it’s a good time to start research on an assignment, for candidates it’s a good time to brush up the CV for when the market kicks off again in January.

However, your career isn’t all down to your CV. There is the human element to it as well. You’re leaving people who you might have known for a number of years or quite possibly even for decades and potentially moving to a company where you know no-one.

That’s scary. As can be the interview process, but providing that you’ve prepared it should go smoothly. On the day of your interview, you have answered all their questions and then there's that inevitable moment: do you have any questions for us? This is your moment to find out whether you want the job and, in particular, what kind of person your putative boss might be. After all, you might be working for them for decades. Now is the time to ask a few questions that will reveal his or her true colours?

1. Of all the people who have worked for you, who are you proudest of - and why? You want to work for someone who will help you grow, develop and advance. If this boss hasn't helped people progress, this could indicate a fear of rivals -- in which case, you'll be held back. It may also suggest that no significant mentoring or coaching will occur, in which case: what, apart from salary, will you gain from the position? On the other hand, if the director/manager can cite a number of people who've gone on to a wide range of opportunities, you could be onto a winner.

2. Can you describe a disagreement within the project, job or department and how it was resolved? All healthy departments argue: that’s how organisations think. If there's no debate, there's no thinking. What you want to glean from the answer is whether there is a professional level of confidence around healthy disagreement. If there isn't, then your own views won't be welcome -- a sure sign that politics trump intelligence. Probably best to pass on this job.

3. Are there formal opportunities to mentor or coach rising stars in the firm? If you can't be a mentor, it's highly likely you won't get one either. Many job candidates hesitate to ask if they'll get mentoring or coaching (they think it looks weak), so this can be a good way to find out without appearing to ask.

4. What did the last person in this position go onto do - and what were they like? The background to a vacant position is always interesting. If the past incumbent left under a cloud, some of that opprobrium may attach to the position - in which case, beware. If they've advanced inside the firm, it means you could too. If no one really knows - they're lying and you should have a serious rethink. It's helpful to know how the job was done before, if only because it is far easier to follow someone who is different; if they're too similar, you may find it difficult to assert your own identity.

5. How far have the expectations and requirements of the position changed since it was first created? If it hasn't changed at all, there's a high likelihood that this is a pretty stable - but possibly rigid - organisation. Whether that is to your taste or not is a personal choice. But you want to know before you go any further whether you're jumping into a torrid or a stagnant pond.

By asking these questions you will almost certainly be asking questions that most candidates won’t, and questions that will quite probably surprise the interviewer. None of these questions will get you into trouble - but they may stop you jumping into it.

As ever we’re keen to hear from you, let us know your thoughts at blog@chestertongray.com or tweet us at @chestertongray