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.
_______