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

Three habits of effective leaders

It doesn’t matter how old you are or what industry you work in, but over the years the chances are that you will have worked with and for many bosses/leaders/managers, some of whom were awful and had possibly been promoted above their ability, whilst others appear to have taken to leadership like a duck to water. There are natural leaders, but many, if not most, have to work at it and are given ‘management training’ or simply work out from previous experiences of past managers the good and bad of leadership.

Which begs the question; Are you a leader? It doesn’t matter if you’re a Director or a Graduate entry-level employee, leadership is an essential skill that can propel you and your career to bigger, better things. There are countless books and on-line forums dedicated to the subject, but here are a few of our thoughts.

What are three habits a competent leader practices regularly?
The first habit is asking different questions. This is about expanding your curiosity. The second habit is taking multiple perspectives. This habit is about listening well and understanding the perspectives of others. The third habit is looking at systems, and that one reminds us that while the human brain likes to break things down into manageable parts, it is the unwieldy combination of those unmanageable systems that opens us up to new possibilities.

Do even the best leaders make mistakes?
Yes of course. They'll get mad and make mistakes, and sometimes they won't even recognise that they've done that. But the best leaders, like entrepreneurs, never stop learning, never become so arrogant or complacent that they stop believing they have room to grow. John F. Kennedy wrote that "leadership and learning are indispensable to each other." The good leaders (almost) never forget this.

What else separates great leaders from everyone else?
They create environments where people can thrive. We all have the experience of people who make us feel small and less capable than our colleagues versus those who make us more capable in their presence than we are without them. Good leaders remember that their perspective isn't the only truth, and they welcome entire human beings into the workplace -- inconvenient emotions, vague hunches, thoughtless mistakes and all.

If I want to become more of a leader today, how should I start?
Believe that you can change and begin to look for the ways you might need to by asking for feedback from others. Forgive yourself for your limitations (rather than denying them or beating yourself up about them), and then seek to grow beyond the way you understand the world today.

Nothing above is groundbreaking or revolutionary but hopefully a few common sense thoughts.

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