This post was written by Alison Green and published on Ask a Manager.
It’s four answers to four questions. Here we go…
1. How to handle chronic interrupters/ramblers at meetings
I’m on a team at work with a coworker who always jumps in with personal anecdotes or non sequiturs whenever we’re in a meeting. Our team lead (not her supervisor but the person who assigns the team work) will be leading a meeting, telling a story to make a point, and she’ll jump in with her own experience. It basically triples the length of our meetings. The lead doesn’t do anything to turn it down, but I don’t know if he’s just being polite or what. He’s also pretty new so I think he doesn’t want to make waves. I currently just ignore her and vent to anyone who will listen (not the best strategy, I know, but she’s SO ANNOYING).
My concern is I just got a promotion and I’m about to go to another team to be the team lead, and I have no clue what I should do as a leader if I’m faced with someone like her. I realize I can’t just shout “shut up!” but I’m not sure what I could do to politely shut it down. My ideal scenario is I won’t have someone like her, but just in case I want to be ready.
You have to be willing to assertively manage the flow of the meetings — and to see that as just as much your job as, say, meeting deadlines is. That means things things like:
* Saying in response to rambling or off-topic tangents: “I’m going to interject because we have a lot to get through today and I want to stick to our agenda.”
* Or: “Let’s hold that for the end of the meeting if we have time remaining. Right now I want to stay focused on X.”
* Making it clear your meetings will start and end on time (and sticking to that).
* Saying things at the start like, “We have one hour to cover A, B, and C and I’m going to try to keep us really focused so we get through all of that.”
* Talking privately to repeat offenders and asking them to share the air time and stay focused on the agenda.
Side note that may or may not work for your context: someone I know who runs extremely effective meetings will often use the last five minutes of a meeting to ask everyone say one thing that worked well about the meeting and one thing that could have been improved. (This is only for significant/longer meetings, not at quick half-hour ones.) It opens the door for people to say “we spent too long on X” or “we got sidetracked by Y and never got to talk about Z” or “we need to be better about sticking to the agenda and not having side tangents” or “it would have been helpful to be able to review X ahead of time” or so forth.
Related:
why meetings suck and how to make them useful for your team
2. How to hire someone who can roll with changes
I run a small growing company. I recently had an employee quit because she was frustrated and angry about changes to our processes. Most of the time, the things that set her off were small glitches that I was available to help her work through. To be clear, maybe three days a month would be impacted by a glitch — the day she found it, the day we fixed it, and the day we double-checked that it was fixed. About once a year, it might take a week to resolve it, but we provide support, so she wasn’t dealing with it alone. From my perspective, dealing with this is part of the job, but it’s not constant.
But because I didn’t know the glitch was going to happen ahead of time, I couldn’t warn her (her main complaint) — we are a “building the plane in the air” kind of company. I understand that’s not for everyone, and I want to do a better job of hiring someone who won’t find this quite so upsetting to replace her.
Do you have any suggestions for how to describe this situation to prospective employees and filter for people who will be able to roll with things being broken from time to time?
Be really straightforward about it! Say something like, “I want to tell you about the primary frustration the last person in this role had,” describe what you explained here, and then say, “Dealing with this is part of the job, but it’s not for everyone, so I want to be transparent about it so you can decide if you’d be okay with that or not.”
In addition, you could ask about times candidates have had their work thrown off by something unexpected and how they responded to that, and you could ask references about how they rolled with unanticipated changes. But I think just laying it out really openly is your best bet. Plus, people are often a lot less frustrated by this kind of thing when it was disclosed ahead of time and they knew they were signing up for it.
3. Can my reference be someone who works in the department where I’m applying?
I landed an interview for an open position in a different branch of my organization, and I’m pretty sure I’ll be asked for references at some point soon. I’ve actually worked in this branch before, in a temporary entry-level position that ended months before the pandemic hit. I was able to land my current job roughly a year after the temporary one ended. Can I use my supervisor from that temporary job as a reference for the job I’m trying to get? My other choices are internship supervisors from five years ago who aren’t as familiar with my current work, or managers from food service jobs I picked up in between who definitely aren’t familiar with my work. It feels weird to use people as references who are already in the department that I’m trying to get into, and I’m not sure if I’m overthinking it.
People already in the department you’re applying to are ideal references! From the perspective of the reference-checker, they’re more likely to be candid and more likely to know what is and isn’t important to succeed there, and they know the nuances of the work and the culture in a way an outside reference won’t. The reference-checker is also more likely to trust their judgment if she already knows them. So these are the best references; definitely use them!
(To be clear, they’re highly likely to talk to that person anyway once they realized you worked for her, whether you list her as a reference or not. But she’s a great person to put on your official list.)
4. Will it hurt my career to quit after taking lots of FMLA?
For personal reasons, I’m considering spending a few months outside of the workforce (and am in a position where this is a financially feasible thing to do). But I wanted a second opinion on if doing this would have inadvertent consequences, either with my current company’s willingness to give a decent reference (they’re the only Real Job I’ve ever had, so their opinion counts for a lot) or if the gap in employment would cause future employers to give me side-eye. Specifically, I’m particularly worried about my current company’s reaction, given this would follow me taking a sizable amount of leave.
Some context, because I suspect the situation is meaningfully different from me quitting after, say, a long vacation: I’ve gone through two rounds of continuous FMLA and accompanying bereavement leave this year. Both were in regards to people who were my only immediate family members — the second relative’s health started worsening a few weeks after the first one passed away. Even when I was at work between these leaves, I wasn’t particularly functioning, since things like unexpected late night emergency room trips still happened. I don’t think I want to come back to my job after my current bereavement leave is done, but I worry leaving now/soon would make my employer feel like I was taking advantage of their good will, especially because they paid my full salary during my continuous leave and offered more than the industry standard of bereavement. And to be frank, I admittedly did stick around mainly because switching jobs would have jeopardized my FMLA protection.
Is it likely to cause problems if I submit a two-week notice when I get back? Or is there anything I can do to protect my reference if it does? Are future employers going to worry about me not having a job for a bit, and if so is there a way to offer context that doesn’t sound too “oh poor me”-ish in tone? (When I tried to explain to a recruiter what was going on earlier in this process, I suspect he heard “for family reasons” as “I’m pregnant.” Not that there’s anything wrong with being pregnant, but there’s still amount of institutional bias against pregnant people so I’d rather not give recruiters or employers that impression when it’s not true.)
If you frame it to your employer as having realized that you’ve been through a lot and need some time away before you return to work, that’s likely to make a lot of sense to them! It logically follows what you’ve been through. You can thank them for how flexible they’ve been, then say you’ve realized you need more time off than you can reasonably ask of them. (Do be prepared, though, for them to offer you long-term leave where you’d return at the end of it. If that happens, you could say, “I’m honestly not sure what I”ll want to do when I’m ready to work again, but I really appreciate you offering that.”)
As for future interviewers wondering about the gap, it’s perfectly fine to say, “I was dealing with some family health issues that have since been resolved.” A few months out of the workforce is not a big deal at all.