Readers recently had a great discussion sharing tips for women interviewing at high level jobs… so we thought we'd round up some of the advice!

We've previously shared midlevel job application tips, as well as the best resources for new managers — and of course we've discussed how to step up your working wardrobe. But we haven't directly discussed this!

First, here's the reader question:

I have hit a ceiling professionally with my current company and have been aggressively applying for Director/VP level positions in my field. I’ve been with my current company a long time, so the idea of a switch is unnerving — but I am looking forward to career advancement. I’m currently interviewing at various stages for new positions. Wish me luck!

Does anyone have advice on interviewing at this level?

(It's been a few years now, but we do have “advice from the VP/Hiring Manager Level” — although not specifically on interviewing.)

The Best Tips for Women Interviewing at Director-Level Jobs

Prove You Can Do the Job on Day One

The jump from manager/sr. manager to director/VP is one of the “big filters” in most organizations. It’s the second hardest jump to make after the individual contributor to manager one. In my experience, there are very few VPs that want to move someone from manager to director unless they have big wins in their resume or a clear history of over performance at their level.

Likewise, C-suites don’t like to move directors to VP until the directors can point to their achievements but now with big dollar signs attached (how many millions did you make or save the business last year versus your peers?). Point to your achievements and not your potential at this level — you need to demonstrate that you will be a perfect fit and cause your superiors minimal headaches. They won’t train or support you much at this level so you have to prove you can do the job on day one.

One reader noted that you have to show very specific examples of moving from tactical to more strategic functions, as well as how you've helped teams achieve department-specific outcomes. She also noted that you should show that you clearly understand the difference in time frames:

As a manager, you are generally more of a 6-12 month timeframe executor. Director level is more of a 12-18 month time horizon and your VP (assuming this is the department head) is present –> 24 months.

Consider The Other Personalities and Teams Involved

Several readers noted that you have to appreciate how your job and department will interact with other teams and departments. One said:

Depending on your role/industry, you may also be expected to show a broad knowledge of your industry as opposed to your daily function. For example, if you are an operational manager, how does what your team does play into the larger issues that the client has? How does your team tie into other depts like sales, marketing, IT, whatever, strategically?

Another noted that relationships can make the job an enjoyable one — or a really bad one. For example:

If you are interviewing for a VP role, make sure you meet your counterparts in other departments and make sure they are not going to be a complete headache to work with (sometimes you can tell after one conversation). If it’s a new role being created, see if you can suss out who may feel that their toes are being stepped on. If it’s a backfill, what has been piling up for this role while the rec sat empty? What expectations are already set for the new hire’s function (did the exiting person create a product roadmap you’ll be stuck executing on?)?

Seek to Understand Why the Role Is Open (And How Much Work You'll Have)

As one reader noted above, the position may have sat open for a while by the time you're interviewing for it, so you'll want to know how much work has been piling up for the role while it hasn't been filled.

One reader noted that she's asked in interviews, “Why is this role currently open? Will I be working with the person who previously held it or have they moved on?”

Make Sure the Job is a Fit For You

A reader noted that while there usually is no “average” day at this level, you can ask your interviewer what a specific day looked like — last Thursday, for example.

This kind of gets back to our discussion about how to find out if your job is right for you, and the advice from the book  The Right — and Wrong — Stuff: How Brilliant Careers Are Made and Unmade) (affiliate link) to focus on the day-to-day aspects of the job. (The book was written by the former CEO of Walmart.com, who discovered he … didn't like being a CEO because of the daily tasks involved.)

Understand that the Higher You Go, the More the Bonus Matters

A number of readers noted that compensation can be completely role/industry specific, but that as you progress, the base level compensation may change a lot less than it did when you were lower in the organization, so increased compensation depends much more on your bonus.

One noted, “Making an all-in comp of ~200k is about right for the sort of role that is director/VP (as opposed to VP with a bunch of directors under). $250 is closer for a VP, can be higher.”

Readers, what are your best tips for interviewing for high-level jobs?

Stock photo via Deposit Photo / Syda Productions.

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Here's kind of an amorphous topic for today: When you look back over your life, what are the big periods or phases you've experienced? I read an article a while ago (I'm SO annoyed I can't find it) that theorized that most people enter a new phase of life every 7 years. (Or maybe that there were 12 total phases that everyone entered in life? Hmn.) We discussed it in the parenting context last week at CorporetteMoms — I'm doing a lot of thinking about “how to reinvent myself as a mom” as we head into the golden years of parenting when the kids still like us but don't need 100% supervision on nights and weekends — but this idea of phases/cycles is so true in general with life.

For my own $.02, my big phases of life have been:

• (all the K-12 phases)
• College and law school – focused on school, learning, big philosophical questions about “who I'll be,” lots of very, very, very close friendships
• Post-college, pre-grad school — Baby phase since I was only out for about two years between undergrad/grad, but one that made an impact! Lots of “whoa” moments with adulting-type things, money, cooking, etc.
• Post-law school and early marriage (I'd say 25-34 or so!) — focused on my career and dating, a few close friendships, figuring out lifestyle questions like fitting exercise into life
• Early parenting – This phase was absolutely dominated by the kids and babies and being pregnant — but friendships changed so much around this time too because many of my friends were having kids and becoming less available for non-family things. I've always been close with my family, but in general I saw a huge resurgence of family in my friends' lives around this time period. Because the kids needed so much supervision and energy, there really wasn't a lot of time for hobbies beyond sleep/exercise/cooking.
• (Now we're entering a new phase when the kids are Little People — some of the mom friends I made are falling away and I'm trying to reinvigorate older friendships — thinking about what hobbies I want for myself, how I want to define myself now.)
• (I can see how things will change hugely when we get to the Empty Nester phase, but my husband and I are still young(ish). I'm dreading the elder care issues that will probably be in full swing around this period, but maybe earlier.)
• (Retirement — maybe grandparenthood)
• (Declining health)

It's not a strict “7 years,” but you can see how there are definitely huge periods when you're on one path before a new path starts to come into view (or an old path disappears entirely).

In any event, I thought this would be an interesting topic to discuss, both because a) everyone's life phases are going to be a bit different (particularly if you don't have kids, or if grad school/new career came at a different place in your life, or if divorce/remarriage is part of your path) and b) we're all at different points along the path.

What life phases can you see if you look at your life? For those of you who've been through many phases and now have the benefit of hindsight, what do you wish you'd learned in each phase of life?

(Aside, of course, from the usual lessons one learns through life, like the importance of flossing and wearing sunscreen and not putting up with people who treat you less than you deserve.)

Stock photo via Stencil.

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Hunting for the best resources for new managers? Whether you’ve been recently promoted to management status or are hoping to get to a supervisor level in the near future, there are many good resources for new managers that are worth checking out, including blogs, videos, books, and podcasts. 

We’ve rounded up some of our favorites (as well as reader suggestions) for first-time managers below, but we'd love to hear from you! What do you think are the best resources for new managers? If you've recently been promoted to manager level, what resources have been the most helpful? What would you recommend to younger women looking to make it to management? 

(Of course, don't forget to check out our previous posts with advice for new managers, including how to become a better manager, online women’s management training, how to become a better communicator, must-read business books, and how to become a leader. We've also talked about executive presence for women leaders, and you may want to check out our tips on how to step up your working wardrobe to get that promotion.)

1. Ask a Manager: Alison Green has been sharing wisdom with managers (and the rest of us!) on her blog since 2007. She has also written a book, she hosts a weekly podcast, and her advice has been published by national publications. A search for “first-time manager” on her site resulted in several results, including her article in U.S. News and World Report with advice for new managers, and a list of the five most important things she says a first-time manager should know, but a Corporette reader suggested putting time aside every week or so to catch up on her posts. As a bonus, the reader comments on Ask a Manager can be helpful as well. Green's list of her favorite posts of all time will get you started.

2. Harvard Business Review: While HBR is known in the business world for providing results of studies about leadership, their online articles, as well as videos (both on the site and on their YouTube channel), are also valuable to new managers. HBR also offers books about management skills, plus advice for new managers, including a two-book offer for a “New Manager's Collection” that includes 10 Must Reads for New Managers and Harvard Business Review Manager’s Handbook. In 2018, they launched the Women at Work podcast — the third episode is focused on leading with authenticity.

3. The First 90 Days:Proven Strategies for Getting Up to Speed Faster and Smarter, by Michael Watkins (2013) (affiliate link): A reader suggested this book, and the title says it all. It also has a ranking of 4.4 stars on Amazon and is no. 7 in the Kindle Store for “management skills.” The Economist has called it “the on-boarding bible.” Genesis Advisors, which Watkins co-founded with Shawna Slack, also has training programs, including a complementary online program for all management levels.

4. First Round Review’s Management Magazine: Another reader suggested the “Management” tab on First Round Review's website. While the site provides resources aimed at new businesses, the information can be applied to various industries. Recent posts have included their six must-reads for first-time managers to hit the ground running, how to build and maintain employee motivation, and creating and accelerating trust on teams.

5. Manager Tools: This reader-recommended podcast was started by two former managers and West Point graduates in 2005. The company also offers online trainings, conferences for managers, downloadable forms that complement the podcasts, and other manager resources. First-time managers may want to start with Manager Tools “Basics,” which includes podcasts about how to be effective at one-on-one meetings, feedback, coaching, and delegation.

6. The Balance Careers: Management and Leadership: This site offers helpful advice to managers at all levels. This post for new managers offers 15 tips, including why you should be prepared even before you are promoted, and how to be an effective leader in your new role in the office.

7. Forbes: Forbes‘ Leadership tab shares several helpful resources for managers, including a recent article, “4 Ways to Master Your First-Time Manager Role.” Forbes also offers podcasts, including interviews with leaders; “Mentoring Moments,” which features advice from successful women; and business news to help you stay on top of your game when it comes to your industry.

Are there any blogs, videos, books, or podcasts we missed? Any other resources you'd add to this list that you would recommend to first-time managers or those looking to take on management positions at some point? Any general advice that goes beyond these resources? Let us know!

Some must-read business books for women — update coming soon!

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Ladies, have you ever considered going gray intentionally? I've known a lot of darker-haired women who went blonde when their grays started to bother them, but recently I noticed one of my Facebook friends consciously deciding to go gray, despite only being around age 40.

I totally understand it, don't get me wrong — gray hairs can be a pain if you want to cover them up. (Right now I'm not doing anything with my gray hair, which I've had since I was 26 — I used to pluck them but then I read that this was a Very Bad Idea, and noticed that yes, tiny new growth (wispies) of gray hair ARE a lot more noticeable than long gray hairs, so… now I do nothing. I think they bug me less since I started getting keratin treatments, though.)

{related: here's a reader threadjack about going gray}

Back to my friend, though — I've been amazed by what a process it's been over the months to intentionally go gray! First she added gray highlights so her grays looked intentional — then finally it all got dyed a dark gray (with a brief stop in “blue hair” territory) — I'm assuming she'll end up with a silvery gray.

Stock photo image: Deposit Photos / photography 33. 

(Just to be totally clear — one of my favorite bosses had beautiful salt and pepper hair that looked fabulous on her — so I'm not saying gray hair is unprofessional or you have to choose to have colored or gray hair — I'm just saying it was an interesting move by my FB friend.)

How about you, ladies — have you considered helping yourself go gray, either by dying your hair gray or blonde? If your gray hairs bug you, when did you start to really get bugged by the hair, and what (if anything) do you do about your gray hairs?

If you've gone gray intentionally, do you have any tips for women who want to make as smooth a transition as possible — what are your best tips on how to go gray intentionally? Do you think gray hair has more gravitas than other colors of hair?

2019 Update: Here's a great resource if you want to get ideas for how to go gray intentionally: Grombre. 

Psst: we've talked about gray hair care before, as well as corporate women and gray hair — you may also want to check out some of our posts on aging gracefully. 

Further Reading From Elsewhere:

• How to Go Gray [Real Simple]
• Going Gray Intentionally: The New Hair Trend [Birchbox]
• 10 Experts on How to Take the Leap and Go Gray [HuffPost]
• Transitioning From Color to Gray Hair [Good Housekeeping]
• Ditching Dye: How to Go Gray, Gracefully [Chicago Tribune]

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Here's a question, ladies: do you apply for a job if you don't meet the listed job requirements? For those of you who do, is there a general number of percentage that you use as a goal (“if I meet at least 50% of the requirements, I'll apply!”)?

For those of you who've already gone ahead and gotten the job that you weren't qualified for — share your success! How'd it go? Was there a learning curve, or did you hit the ground running?

I think often about The Confidence Code and their conclusion that “[u]nderqualified and underprepared men don’t think twice about leaning in. Overqualified and overprepared, too many women still hold back. . . . Women applied for a promotion only when they met 100 percent of the qualifications. Men applied when they met 50 percent.”

I mean, yow.

I just recently passed a job listing along to a friend that, we both agreed, was a bit of a stretch for her — she joked that she'd like to work for whoever was hired for the position, and decided not to apply for other reasons.

But the job posting itself seemed a bit absurd to me — like someone just wrote down The Perfect Candidate — and I wondered, really, how many of the listed requirements, the ultimately-hired candidate would meet.

Alison at Ask a Manager even notes that “[t]hose qualifications are a composite of someone’s idea of the ideal candidate. Believe me, they will look at people who don’t perfectly match it.”

I agree with her that you have to do a bit of extra prep before applying, such as rewording your resume to better match some of the skill sets, or even signing up to take other courses or certifications so you can at least show that forward movement is planned.

Ladies, what are your thoughts — do you apply to jobs where you don't meet the job requirements? Do you think imposter syndrome is behind this, or something else?

(Fun challenge idea (maybe): let's all apply to one job (or volunteer position) for which we're only 50% qualified sometime in the next 6 months, and all report back on how it goes.)

Further reading:

• How to Get Hired If You're Under-qualified [Ask A Manager]
• Should You Apply for a Job You're Not Qualified For? [The Muse]
• 3 Steps to Applying for a Job When You Don't Meet the Requirements [Newsweek]
• Why Women Don't Apply for Jobs Unless They’re 100% Qualified [Harvard Business Review]
• Study: Women Do Not Apply To ‘Male-Sounding' Jobs [TIME]

Updated images (2021; “Help Wanted” sign) via Stencil. Originally pictured.

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What should you do if you're feeling envious of a colleague who's younger than you, seemingly unappreciative of the opportunity you're giving her, and also — in your opinion — inappropriately flirty at networking events? Reader J wonders:

I'm a 40 yr old business development manager at an engineering firm. I've formed a group of female colleagues that helps with networking and business that's getting notice in my city (like a Stiletto Mafia). A few months ago one of the key ladies in my group invited my junior engineer in my firm to join.

This engineer is funny and smart but also a gorgeous 24 yr old. Now I am torn between wanting to be a mentor and jealousy. I am jealous that she has access to this group of high powered ladies that are my friends and doesn't seem to grateful that I'm including her. This engineer also occasionally helps with networking. It's frustrating to attend a business event while these men are flirting with her. She isn't overt, but she is aware of her looks and plays them up.

I'd like to drop her from the group and ask her to focus on current clients vs networking. Am I being a hypocrite?

I think you're being honest, Reader J — a lot more than most people would be in person. I don't think this is unusual, though; I think a lot of younger women alienate good mentors by being too entitled (like the reader who expected her boss to help her network) or arrogant at work, or, here, too focused on other parts of life like flirting. (We have offered some tips in the past on how to network with older women that may help younger readers here!)

I suspect you're stuck with her in your group, as I think others will think you're being petty if you drop her without solid reasons. I would also caution you to be polite and professional with her, both in her presence and when she's not there. Don't be short, don't make fun of her, don't make backhanded compliments about her clothes — just focus on networking with the others. You don't have to be her mentor or her friend — although I hope you'd be open to it, since you do say she's funny and smart — but I think it is professional (and mature!) to take the high road.

However, I would suggest talking with your fellow group founders about the direction of the group. Do you want to admit new members but keep the group small? There should be a formal process of some sort — at least a cursory email to the group or something like that. If your fellow members resist a formal process, I would suggest opening group activities to everyone — but forming a steering group of founders who will be the folks who determine what/when the next event is, whether there is a membership fee, and who will “represent” the group for any outreach purposes.

Readers, I have a feeling this one will be polarizing — what are your thoughts? Can you see it from Reader V's perspective, or do you feel more for her younger colleague? 

(Pictured at top: handshake II, originally uploaded to Flickr by Álvaro Canivell.)

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