How many times have you replied to a job ad via e-mail by shooting them a copy of your resume and cover letter? I’m going to venture a guess and say at least 20 (but more likely hundreds of times) if you’ve been searching for any significant length of time. Here are some of the most notorious mistakes —and what you can do to greatly improve your chances of being noticed.

Attaching the cover letter to the e-mail.

What’s wrong with that, you ask? Most hiring managers aren’t going to open the cover letter and read it. They’ll go straight to the resume instead. Want to ensure your cover letter gets read? Copy and paste it into the body of the e-mail. Whoever received the e-mail will be much more likely to read it if it’s already right there in front of their face.

Writing your whole life story in the body of the e-mail.

Don’t go overboard with details; keep it short. The hiring manager won’t be willing to invest a lot of time reading your e-mail. Keep it short and to the point.

Providing information not relevant to the position.

Here is a great example. If I want to bring an additional resume/cover letter writer on staff, I’m not looking for someone with technical writing expertise, article writing skills, or journalism savvy. Those forms of writing aren’t relevant to what I need. I want a writer who has extensive expertise and certification in resume writing. If someone goes on and on in their cover letter (or in the body of the e-mail) about all their other writing experience, they will lose my interest.  Instead, I want them to tell me about their most relevant experience as it relates to my needs.  I want them to tell me about any resume writing experience they have. Give the hiring manager a brief overview of the most relevant experience you have, appropriate to the position they are trying to fill. This will pique their interest—rather than lose it.

Excluding information they’ve specifically asked you to include.

Depending on the position, the employer may ask you to submit a sample of your work, portfolio, hours of availability, or even salary requirements. Whatever it is they’ve asked you to include, make sure you include it in your cover letter. If not, you will most certainly be removed from consideration for failing to follow instructions. Following instructions and acknowledging everything the employer has asked you to address in the job ad not only saves the employer time but makes you look good. I can tell you this from experience because 9 out of 10 applicants will fail to address every stipulation the employer has listed. It happens to us all the time.

Not using a cover letter at all.

You are selling yourself short by not including at least a brief introduction. Especially if the employer outlines specific requirements. Take the time to write, “I see you need someone with availability to work nights and weekends; I would enjoy working these hours and am available to do so.” Or, “I have included a sample of my work for your consideration along with my resume. If you have any questions, please do not hesitate to contact me.”

Forgetting to tell them why you’re the best fit.

Let me tell you about one of  THE BEST cover letters I’ve ever seen: I could tell this person put effort into it—and she took the time to specifically and meticulously review our job requirements. She scrutinized the requirements and detailed in her cover letter how she had experience meeting those needs. It was applicable, relevant, and attention getting. It was probably one of the only cover letters that actually made us want to read the corresponding resume.

Using a boring closing statement.

Instead of using the same old boring line, spice it up a bit. One of the more daring cover letter closings I have read closed with, “Call today, don’t delay.” I applauded her boldness and had to call her. The closing was confident, feisty, and it certainly grabbed my attention. Not to mention the entire cover letter addressed everything she brought to the table as a potential employee and how these elements were relevant to meeting our needs.

What I am trying to get you to see is boring the hiring manager with details  not relevant to the opening—or not making the most of the space and time you’re getting is really to your detriment. Instead, take the time to write something catchy, relevant, and targeted to the position for which you are applying. Sure, it may take a few extra minutes—but in the end, if you get the interview, won’t it be worth it?

Is a micromanager the boss of you?

Join the crowd.

A recent workplace survey revealed that four out of five people-managers and workers alike-know firsthand the woes of being micromanaged. Micromanagers hurt productivity and morale-and often drive others away. In fact, one out of three people has changed jobs because of a micromanager.

The good news?

You’re neither hopeless nor helpless.

There’s a lot you can do to survive and succeed with a “my way” boss. But, first, you’ve got to understand his behavior-and exactly how he manages to disrupt people and performance.

Defining the behaviors

Micromanagers get a bad wrap-most often as “control freaks.” Yet, to really understand and deal with a “micro” boss, it’s important to know the five specific behaviors that define micromanagers.

• They exercise raw power — Micromanagers love to flex their muscles-asserting their power and authority just because they can. While unable to subordinate themselves, they control others with an uncompromising sense of entitlement and self-interest.
• They dictate time — Micromanagers like to control and manipulate others’ time. They don’t trust people to assess their own workload, so they routinely dictate priorities and distort deadlines. And while they guard their own time with an iron fist, they’re notorious for interrupting others, misusing and mismanaging meetings, and perpetuating crises.
• They control how work gets done — Micromanagers want everything to be done their way. After all, the boss knows best-or so they think. They dismiss others’ knowledge, experience, and ideas-no matter how good-then hover over them to make sure they’re doing things “right.”
• They require undue approvals — Micromanagers share responsibility, but not authority. As the bottlenecks of the workplace, they allow no one to move forward without their approval-even on routine or time-sensitive matters.
• They demand frequent and unnecessary reports — Micromanagers are driven to know what’s going on. They monitor others to death-requiring a stream of needless reports that focus on activity over outcomes.

Getting real

Taking personal responsibility is where the rubber hits the road. If you’re really serious about succeeding with a micromanager, it’s essential to understand the realities.

• You are not a victim — Victims have no options. You’ve got plenty of them. While the most extreme option is to quit, why not try to improve the situation before you pack up and go? Besides, micromanagers are everywhere!
• It’s not about fixing him — You can’t “fix” a micromanager or force him to change on his own. You can, however, find your own influence to defuse his disruptive behaviors.
• Your situation is what it is — Focusing on what your situation “should” be saps energy and creativity. Instead, deal in the real world by looking at your situation for what it really is.
• You can’t change everything — Some factors are well beyond your control, so get over them and focus your energy and influence where it will really pay off.

Defusing the disruptive behaviors

There are a variety of strategies for dealing with a micromanager. Again, none of them are about “fixing” him. Instead, they’re about working to defuse his disruptive behaviors-starting with some practical, sure-fire tips.

• Find out his agenda — Everyone has an agenda, especially the micromanager. Figure out what’s really important to him, then work with him-not against him.
• Take the information initiative — The micromanager is driven to know what’s going on. Don’t wait to be asked for information. Find out what he needs to feel confident and comfortable, then get it to him-ahead of time.
• Practice the “art” of communication — No one fears inertia more than the micromanager. Show that you’re in motion on priority projects by communicating in three specific terms- awareness, reassurance, and timelines.
• Stay clear on expectations — Confusion runs high with the micromanager-turning expectations into a fast-moving target. Clarify your conversations and agreements in a trail of memos and e-mails.
• Renegotiate priorities — The micromanager is notorious for piling it on. Come up with a simple, straightforward method-such as a numerical or color-coded system- for renegotiating the ever-shifting priorities.
• Be preemptive on deadlines — The micromanager loves to impose and even distort deadlines. Be the first to talk-offering a timeline for when you can do a task (not when you can’t).
• Play by the rules — The micromanager enjoys catching people in the act. Avoid being an easy target and play by the rules-particularly on policies regarding time and technology.
• Learn from the “best practices” of others — The micromanager backs off with some more than others. Watch them closely to learn the secrets of their success.
• Pick your battles — The micromanager will go to war on every issue. Don’t try to match him. Instead, pick the battles that are most important to you.

Taking the “I” out of micromanager

And what if you are a micromanager? You can overcome your own “micro” tendencies if you’re willing to confront and change them-before they compromise your career. Figure out what you’re afraid of. Seek 360 feedback. And get a coach to develop some new “replacement” behaviors.