London

In 2005, I received a phone call from a former student. He had returned to Saudi Arabia after receiving his doctorate, and was now running an Islamic school in west London. He needed someone he could trust to come help him with the academic programs at the school. It had once been a premier school, but had fallen on hard times.
A consultant had replaced almost sixty percent of the school's personnel the year before, and there was a great deal of confusion amongst the staff and students when my friend inherited the school. To make matters worse, the school was facing a national inspection, an arduous task for a well run institution. I was intrigued by the challenge.
I was working at a large university when I got the call. We negotiated a visit, as I would not commit to the job blindly. I went over for a two week visit. When I got to the school, I wasn't very impressed. The physical state of the school was depressing, and the building itself was large and sprawling, and not very clean. I met the new teachers on my third day, and the few returning veteran teachers a week later. They were an amazing group of people from at least twenty different countries. It was a good thing too, for the tasks they faced were very difficult.
The school had three main goals: 1) to change from the British curriculum to the IB (International Baccalaureate) curriculum, 2) to stabilize the deterioration of the school (both physical and administrative), and 3) to pass an impending, very strenuous national inspection. To make matters worse, the Saudi embassy wanted accomplish all three tasks simultaneously.
During that first visit, I watched the teachers work together during their two-week professional development program. Most were very enthusiastic, and they were taking in a great deal of information - particularly the large group of new teachers. Towards the end of the week, I did some training on study skills, and they appreciated the sessions. I left on a high note, to return the USA and consider the position.
I returned to my job in September, and didn't hear back from the UK for a month or so. In the meantime, my department at the university was moving to a different college in the school, and I was negotiating a new contract with my new boss. It was the classic case of approach-approach conflict: two very attractive possibilities were brewing. On the one hand, I was reworking my current job with all sorts of creative possibilities, and on the other, I was considering a brand new position with some very attractive challenges. In the end, one school stepped up, and the other showed its true colors.
As I was trying to chose between the two jobs, I realized that I did not have enough information about the cost of living in London. I had consulted a tax accountant, and I knew the tax burden. I just had no idea about the rest of my expenses. I also needed more insight into the workings of the school, and to see how the initial changes were settling in. I proposed a second visit, and my friend gladly complied. Before I left, I conveniently let my new boss know about my second option, and gently challenged him to finish his proposal for my new role and salary. He also agreed. I had one week to see what would happen before I crossed the Atlantic again.
My boss came back to me with an offer two days before I was scheduled to leave, but there was a catch. If I accepted, I had to turn the London folks down at the end of my trip. He offered me $65,000, a new office, and expanded space for my staff and programs. It was a good increase, and I accepted. I went to London to tell my friend I couldn't take the position, but I was also scheduled to do some more training for him, so I didn't feel bad - I was still helping him. During my second two-week stay, I conducted an extensive needs assessment, interviewing almost all of the 100+ staff. I talked to parents and students, and did some more training for staff. In addition, I did a few workshops for the community. It was a very productive trip, and my friend was pleased with information I provided. I told him at the end of the two weeks that I had decided to stay in Akron, and he graciously accepted, telling me that if I changed my mind, there would be a place for me. I stayed an extra day to do and additional workshop on communication, then jumped on a plane. When I got home, I had a few interesting surprises.
A few days after my return, I went to a reception for a visiting scientist on campus. I met my boss for the first time since I had been back, and he had a funny look on his face. He pulled me aside and told me there were a few new wrinkles in his offer. I reminded him that I had turned down the other offer as promised, and he broke eye contact. He stammered on and told me that he could get me $50,000 in salary and maybe $15,000 more in stipends. That meant that my subsequent salary increases would be based on the $50,000 and that the other $15,000 was in no way guaranteed year to year. He then advised that I get friendly with the new Vice President (a political creature I did not respect) to help grease the wheels. I smiled at him, turned on my heel, went home and waited patiently until it was 8am in London. I called my friend and asked him if the job was still open. He said yes, and we negotiated my salary - he not only met my needs, he exceeded them. Sometimes the jobs decide for you.
I gave my one-month notice, and prepared to leave the place I had called home for the past 15 years. It was the right decision.