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Dear J.T. & DALE: For the better part of a year, I’ve been looking to move on from the military. Visiting job fairs and meeting with recruiters, I’ve been told that I should be getting jobs in the $85,000-$100,000 range. However, when companies call me up for a preliminary interview, they ask my price range, and I get reactions like, “We had a feeling it would be that, based on your resume.” That’s the last I hear from them. The only jobs where I’m getting real consideration are the ones lower than my asking salary range. Advice? – Dave

J.T.: If you are repeatedly told that your range is too high, it’s time to lower your range.

DALE: Maybe, but not just yet. If you keep hearing from companies that they can’t afford you, you’re asking the wrong companies.

J.T.: Not necessarily. A lower salary is a temporary fix, but often a necessary one in order to move into the private sector. The lower pay is a form of a working education. Get hired, then knock it out of the park – all while you continue to look for work. You don’t have to stay at the new position long-term. This is where the military and the private sector differ. If you get hired and soon receive a better offer, you’ll have the freedom to stay or move on. That’s the free market at its best.

DALE: I might agree if Dave were overreaching. However, he didn’t just conjure up his salary range; he deduced it from conversations with those doing hiring. Clearly, the people at job fairs aren’t hiring at his level. Who is? The same folks who’ll truly understand and appreciate his military expertise: his old military colleagues. He needs to seek out every retired military person in his field and ask for introductions. THAT’S when Dave will see the free market at its best – when he is paid what he’s worth, and now.

Dear J.T. & Dale: For several years, I served as director of a major museum. Late in my tenure, one of my assistant directors mentioned that she was being considered for a job at another museum. At our next meeting of the board of trustees, I mentioned that possibility. The president of the board replied: “Do you like her? If you do, then give her a bad reference so you can keep her. If you don’t like her, give her a good reference.” I have since moved on myself, but I’m curious how you two would overcome such a situation and how you’d avoid being stuck in one. – Christine

DALE: Just when you think you’ve heard every form of executive misbehavior, along comes this story. What I’ve often heard is how Manager A learned that Manager B wanted to hire away a star employee, and then Manager A maneuvers to block the promotion. This isn’t just a backhanded compliment, it’s a knife-in-the-back compliment. That’s bad, but what you relate, Christine, is even more disheartening: Not only were you being instructed to inhibit the progress of a colleague, but to do so in a way that could derail her reputation and thus her career.

J.T.: Going forward, I have a suggestion for avoiding such a situation: You should seek to get recommendations on social-media platforms like LinkedIn. Get your references to commit to their praise of you in a public forum and then, should they say privately something that contradicts what they said publicly, they lose credibility.

DALE: There’s another lesson for your future, one involving board selection and inclusion: Most members of nonprofit boards are chosen for their status, money and exploitable connections. Too often, this results in self-important members who offer terrible management advice, often trying to impress other members with displays of vile behavior that they justify as “tough-minded.”

Go to all your board members for fundraising help, but get your leadership advice from the ones who have built an admirable team, not just an admirable pile of money.
Workplace consultant and career coach J.T. O’Donnell has coached, trained and mentored employees and managers on a wide variety of career-related subjects since 1994. Her book, “CAREEREALISM: The Smart Approach to A Satisfying Career” is available at JTODonnell.com.

– Management guru Dale Dauten has written six books and is an authority on innovation in the workplace. His latest book, “Great Employees Only: How Gifted Bossess Hire & Dehire Their Way to Success” is available at Dauten.com. copyright 2013 King Features.