Just thought that I would add my two cents worth to this thread. On August 27, Heather May wrote: "We have all worked with people who are expert at promoting their own abilities and many have gone a long way with these skills but are they always the best ones for the job? Isn't it the role of the employer to be able to sort the 'sellers' from the 'doers'? Aside from sales, marketing and promotional jobs where selling skills are the paramount requirement, it seems to me that the focus should not be exclusively on the saleability of the applicant but their ability to perform the tasks you have outlined in your job description." As I see it, cover letters and resumes are certainly important, but they are the FIRST STEP in the process. I would hope as an employer that I would have the skill to separate image from substance. There are phone interviews and personal interviews along the way that should help to separate the "pretenders" from the "contenders." After all, it is my job to make certain that the museum is staffed by the best availale personnel. And frankly, I don't think there is a Director in the museum world who would not agree that a good staff makes his or her job a whole lot easier. And just one other thought. We have a tendency to be hard on P.R., marketing and development people. They aren't all flash and dazzle, with no substance. Some (probably most actually,) are just as dedicated and hard working as museum directors and curators. I would love to have a marketing person my staff.... Jay Smith Executive Director Reno County Museum Hutchinson, Kansas _______ The opinions expressed here are mine and do not necessrily reflect those of the folks who authorize my paychecks. _______