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The Advice Column:
"Dear April"
Dear April is my workplace advice column, like Dear Abby, but with less lace and more real life.
Send me the question you’ve been overthinking in the shower, ranting about in your group chat, or typing and deleting in a draft email at 11:47 p.m. I’ll give you a straight answer, a script you can actually use, and a little reassurance that you’re not “too sensitive,” you’re just paying attention.
Most Recent Column
My Best Employee Is Also My Biggest Headache
Published: September 03, 2026
Dear April I manage a sales team, and my top producer is driving everybody crazy. She brings in great numbers, never misses a deadline, and our biggest clients love her. She also talks down to co-workers, interrupts people in meetings, refuses to help unless there is something in it for her, and acts like the rules are optional because she makes the company money. I have coached her more than once. She cleans it up for about a week and then goes right back to being herself. Now other employees are asking me why she gets away with things they would be written up for. I know morale is taking a hit, but I also know exactly what happens to my numbers if she walks. How hard do I push this? Signed, Great Numbers, Bad Attitude Dear Great Numbers, Bad Attitude, Push it as hard as you would if she were an average performer. Performance is more than the number at the bottom of the spreadsheet. If one employee's behavior damages trust, collaboration, and morale, that is part of her performance, too. Gallup's research consistently shows how strongly managers influence team engagement, which means tolerating bad behavior sends a message to everyone else about what really matters. Be specific about the behaviors that must change, the impacts they have, and what happens if they continue. Document the conversation and hold her to the same standards of conduct as everyone else. Losing a strong producer hurts, but losing good employees because they are tired of working around one protected superstar can hurt even more. Thanks for the question. April
Past Columns
Give Me A Plan And A Timeline
Published: August 20, 2026
Dear April, I have been with my company for six years and have been passed over for promotion three times. They keep telling me I'm doing a great job, they appreciate everything I do, and my time will come. Well, apparently my time has a very relaxed schedule. The last promotion went to someone who has been here less than two years. I trained her on most of the job she is doing now. I don't want to sound bitter, but I am getting there. I like the company and my team, but I am tired of being told how valuable I am while watching other people move ahead of me. How many times do I keep being patient before I accept that they may never see me as leadership material? Signed, Still Waiting My Turn Dear Still Waiting My Turn, Three times is enough information to stop waiting quietly. Ask your manager for a direct conversation about what is keeping you from being promoted. Do not ask, “What can I do better?” Ask what specific skills, experience, or results you are missing, and what would need to happen for you to be considered for the next opportunity. Employers should always be clear about promotion criteria and career advancement. After you talk with them, decide whether the answer comes with an actual path or another promise. If there are measurable steps, timelines, and support, you may have something worth staying for. If all you get is more “your time is coming,” believe what the last six years are telling you and start exploring what your experience is worth somewhere else. Thank you for your question. April
Blow The Whistle
Published: July 09, 2026
Dear April, I work in construction, and my supervisor keeps pushing us to cut corners to keep a job moving. Some of it is little stuff, but some of it could cause real problems later. Every time somebody says something, he acts like we’re slowing things down or being dramatic. I have a family to feed, so I am not exactly eager to blow the whistle and become the guy nobody wants on the crew. But I don’t want my name tied to work I know ain’t right, especially if somebody gets hurt or if it comes back on us later. How do you speak up when you know there is risk either way? Signed, Trying to Do It Right Dear Trying to Do It Right, When safety is on the line, keeping quiet is not loyalty. Start by documenting what you are seeing, including dates, instructions given, and specific concerns. If there is a safe internal path to raise it, use it. If there isn’t, or if the issue is serious and ongoing, protect yourself by learning your reporting options before you act. You are not being difficult by refusing to go along with something unsafe. You are being smart. A job matters, but so does going home knowing you did not stay silent while someone pushed the crew into a bad situation. Thanks for the question. April
Business For Sale
Published: June 25, 2026
Dear April, I am at a hard point in life and business. I have owned my company for a long time, and I always assumed that when I was ready to retire, my son would take it over. In my mind, that was the plan. I built a good company, and I always hoped to keep it in the family. The problem is, he’s not interested. He’s in charge but not engaged. He doesn’t ask questions; he’s not trying to learn the business, and every conversation about the future feels like I am dragging him along. I’ll be honest, it hurts. This business has been a huge part of my life, and I don’t know how to accept that he may not want it. What do I do? Signed, Ready to Retire, Not Ready to Let Go Dear Ready to Retire, Not Ready to Let Go, What you are feeling makes sense. This is not just about a business; it is about legacy, and what you hoped the next chapter of your business would look like. But a family business is still a business, and it deserves a willing leader, not a guilted one. Have the honest conversation. Ask your son directly whether he wants it, not whether he feels bad saying no. If the answer is no, believe him and start planning accordingly. Evaluate your current team, create a comprehensive succession plan to assess leadership bench strength, and then follow it. It may not be the future you pictured, but forcing the wrong person into the right opportunity rarely ends well. Thanks for the question. April
100 Resumes Later And Still No Job
Published: June 11, 2026
Dear April, I’m getting really frustrated with this job search. I’m an administrative assistant with solid experience, and I feel like I’m doing everything people say to do. I’m applying for jobs constantly, updating my resume, networking, following up, and letting people know I’m looking. And still, nothing is landing. At best, I get ignored. At worst, I get an interview and never hear back. I’m trying not to take it personally, but that’s getting harder to do. What can I do to get hired? Signed, Still Looking Dear Still Looking, This isn’t about your worth, it’s about your approach. Keep applying online, but for every 10 online applications, drop off 1 resume in person if the setting allows. Statistically, about 75% of jobs are filled through the hidden job market, meaning the position is never publicly advertised, or recruiting hasn’t started. This proactive approach gets your resume on someone’s desk rather than buried in their inbox. And make sure your network knows exactly what you want. “Keep me in mind” is easy to forget. “I’m looking for an admin role supporting a busy team, handling scheduling, calendars, and client communication,” gives people something they can actually help with. Thanks for the question. April
It's Too Quiet To Work
Published: May 28, 2026
Dear April, I have ADHD, and I need white noise to focus at work. Without it, every little sound pulls my attention in ten different directions. My boss acts like I’m being difficult and keeps saying I should just deal with it like everyone else. I’m neurodivergent, I’m trying to do my job well, and I’m tired of feeling like I have to defend what helps me function. What are my rights? Signed, Trying to Focus Dear Trying to Focus, Your boss does not get to dismiss an accommodation request simply because he doesn’t personally relate to it. If your ADHD substantially limits major life activities such as concentrating, the ADA may require your employer to engage in the interactive process and consider reasonable accommodations that help you perform your job, absent undue hardship. The EEOC says employers must respond to accommodation requests and assess them on a case-by-case basis, and the Job Accommodation Network (JAN) specifically lists white noise, noise-canceling tools, and quieter workspaces as possible ADHD accommodations. Ask in writing, explain the limitation, and tie the request to improved performance rather than personal preference. Thanks for the question. April
No, Three Days Is Not Enough
Published: May 14, 2026
Dear April, My mother passed away, and I am struggling with how to ask my boss for more time off. My company gives three days for bereavement leave, but three days is not nearly enough for everything I need to do. I’m grieving, but I am also the one handling most of the arrangements. I have to find a burial plot, reserve the church, meet with the funeral home, put together the service, deal with family coming in from out of town, and manage a hundred other details that seem to be falling on me all at once. I don’t want to seem like I’m asking for special treatment, but I also know I am in no shape to come back to work pretending like I am fine. How do I ask for more time without sounding like I need a favor or special treatment? Signed, Grieving and Guilty Dear Grieving and Guilty, Say it plainly and early. Let your boss know you appreciate the bereavement policy, but that three days isn't enough time to make the arrangements, and that you'd like to discuss options for additional time away. One important factor in advocating for yourself is to balance your needs with business continuity. Tell your boss what you need and how your work responsibilities will be handled in your absence. This includes scheduled meetings, project deadlines, etc. If there’s someone at your work who can help with this, even better. Federal law generally does not require private employers to offer bereavement leave, and FMLA typically does not cover time off after a parent has died. There are instances when grief and loss can have a detrimental impact on your mental health, which might qualify you for time off under the Americans with Disabilities Act (ADA). Your request for additional time will likely depend on company policy, PTO, unpaid leave, or state law protections. Ask for what you need, suggest a plan, and focus on returning able to function, not just able to show up. My condolences to you. Thanks for the question. April
Pay Me What I'm Worth
Published: April 30, 2026
Dear April, I had a call with a potential funder from a project. They’re based in Europe and I’m based in the *Global South. They went through the budget with me and felt my hourly rate was too high for someone working in the global south. However, my work is global, I travel internationally constantly, I’m globally connected, and the work is to promote an international organisation and community build in my country, which essentially means I would be working harder to establish and grow the org’s presence in my country. The workload would be higher for me and the rate I chose was actually lower than the typical rate of similar roles in Europe and the US. I also am not entry level and have worked for a decade so I bring transferable skills. The funder eventually did not fund my project; they used a benchmark of a very low unlivable wage in my country as evidence that I had chosen an amount that is too high. I felt maybe **COLAs might be problematic and that the situation might have some racist undertones. It feels like this creates a scenario where the global south is systematically underpaid while still expected to show up in international spaces. I do not feel my salary for global work should be an opportunity for a discount. What do you think?? Signed, Overqualified And Underpaid *Global South - Alternative Label for 3rd World Country **COLA - Acronym for Cost Of Living Adjustment Dear Overqualified And Underpaid, You are right to question it. Whether this was bias, ignorance, or just plain unfair math, the result is the same: your value was being measured by location instead of impact. To protect yourself, do not stay stuck defending your rate like it is just a number on a spreadsheet. Sell the value of using you. Make it clear that they are not simply hiring a person in a country; they are hiring your experience, your relationships, your credibility, your ability to move quickly, and your understanding of how to get things done in that market. That includes your contact list, your turnaround on prior projects, your local trust, and the fact that your connections may open doors faster than someone without that standing. In other words, make yourself hard to compare and even harder to discount. When people can only see cost, help them see value and results. Thanks for the question. April
Riding The Clock To A Pink Slip
Published: April. 13, 2026
Dear April, I own a body shop, and I’ve started noticing something that isn’t sitting right with me. My office assistant leaves at 6:00 on the dot every day. I mean, right at 6. But somehow, her timesheets keep showing a little overtime here and there. It may not sound like much, but it adds up, and there’s just no way she’s working past 6 if she’s walking out the door at 6 sharp. I want to ask her about it, but the truth is, I can’t afford to lose her. How do I deal with this without making a mess of it? Signed, Watching the Clock Dear Watching the Clock, Your instincts may be on to something, but let’s not jump to conclusions just yet. First, review the schedule and compare it to the actual hours recorded on her timesheet. Since we’re focusing on the days when she logged overtime, we can narrow our questions to those specific days. Under federal wage and hour laws, employers must keep accurate records, and employees are entitled to be paid for all the time they actually work. I don’t know her job duties, but if she took work home those days and did some “catching up” at her kitchen table, she would be entitled to compensation for that time. If you have a policy requiring employees to get pre-approval for overtime, the policy violation will be the focus of the conversation. Meet with her privately, ask direct yet open-ended questions, and clearly communicate your expectations moving forward. If she did, in fact, pad her time card, she would need to make the correction and expect an adjustment to her next paycheck. Any corrections need to be handled carefully and documented properly. If she is taking work home, review your overtime policy with her, discuss her workload, and remind her that she needs preapproval to work overtime. Thanks for the question. April
Remote Work Trust Issues
Published: April 2, 2026
Dear April, I manage a remote team, and I’m trying not to overreact, but I’m getting frustrated. Everyone says they’re busy, yet basic emails aren’t being returned until the next day. When I ask for updates on messages i get the standard “I didn’t see that.” The bigger issue is that it’s causing everything to slow down. Decisions get delayed, follow-up becomes inconsistent, and I’m left trying to explain to clients why simple things are taking so long. I don’t want to micromanage people, but I also don’t want to swing so far in the other direction that accountability disappears. How do I set expectations without turning into the remote work police? Signed, Not The Remote Police Dear Not The Remote Police, You’re not wrong for being frustrated. When emails sit overnight, messages go unanswered, and the standard response is “I didn’t see that,” it can be a problem for the team and clients. Remote work should be focused on outcomes, deadlines, timelines, and whether progress is actually being achieved. There are a few ways to improve efficiency, starting with communication. If people miss emails and Slack is treated like background noise, set clearer guidelines. Your team should understand which communication channels are for what, what requires a same-day response, and what qualifies as urgent. Remote teams need structure, not guesswork. It’s not about control, it’s about clarity. Also, use purpose-driven check-ins to clarify priorities, identify roadblocks, and stay aware of deadlines. Check-ins can be formal or informal. Regardless, they should not feel like digital surveillance; keep them conversational. Finally, don’t forget the policy aspect. Remote work needs clear expectations for response times and communication. Thanks for the question. April
When "For Now" Turns Into Forever
Published: March 16, 2026
Dear April, Someone on our team was fired, and now my supervisor wants me to take over a chunk of their work “for now.” Except “for now” is starting to look like “forever,” and it’s not what I was hired to do. I want to be a team player, but I also don’t want to take on a bunch more work for the same pay and then get told I’m not being “a team player” if I push back. How do I set a boundary without coming across as difficult? Signed, That’s Not My Job Dear That’s Not My Job, You’re not wrong for feeling some kind of way about this. “For now” has a funny way of turning into “Congratulations, this is your life now,” and somehow nobody remembers discussing it. Here’s how you handle it without sounding difficult, emotional, or like you’re refusing to help. 1.Get very clear on what you’re actually being asked to take on. Write the tasks down, then confirm. even if it’s a simple email or Teams message. Something like: “Just to make sure we’re aligned, here’s what I’m covering while we work through the transition: _____. Let me know if I missed anything or if priorities should shift.” 2.Talk about trade-offs like an adult, not a martyr. If they’re adding work, something may have to move, and you need to talk through that before it turns into missed deadlines and errors that land on you. Say: “I can cover these items, but to do that well, I’ll need to pause or deprioritize A and B. Which should take priority over the next few weeks?” That one question protects you and forces leadership to prioritize. 3.Confirm a timeline. “How long” is not a rude question; it’s basic project management. Ask: “What’s the expected timeline for me covering this, and what’s the plan for longer-term coverage?” Get a clear deadline. “Are we thinking two weeks, 30 days, until the role is filled, or a permanent shift?” 4.Keep receipts. I’m not saying be petty; I’m saying be smart. If your performance is still being measured on your original job, plus the extra job, you want a paper trail showing what changed and when, in case it becomes necessary to renegotiate your wages. 5.Don’t skip the training piece. If you’re being asked to absorb tasks you’ve never owned, you need to know what “good” looks like and how you’re expected to do it. Ask: “Will there be training, a handoff document, or someone I can shadow to make sure I’m doing it correctly?” Thanks for the question. April