I Couldn’t Care Less About Your Years of Experience

You read that right.

We place too much importance on the years of experience in someone’s resume. We also place too much weight on the person having experience in different areas of the professional world. This is all an attempt to have someone well-rounded.

What does that mean? Why do you think we now use behavioral based questions in our interview process?

It’s not about what the person worked on or experienced but how he operated, his thought process, the actions taken, and the results obtained.

It’s very important that you remember this because there’s something I know very well:



No. 1 – Responsibilities Don’t Foster Objective Discussions

We have a bad habit of using tasks, roles and responsibilities to describe a person’s potential and contribution to the company.

What’s the problem with this approach? Unless everyone is fully familiar with what’s required to perform all those responsibilities, they are left with their own assumptions of the needs.

It is very common to hear the following phrases:

  • I don’t know what that role entails so I can’t ask something sensible.
  • I don’t interact with that person so I have to trust what the manager says.
  • That role sounds very complex so he must be good.

The potential for success doesn’t come from the volume of activity performed but from the behaviors and mindset developed when performing those activities._

No. 2 – Past success doesn’t guarantee current or future success.

I was very successful at pricing Medicare plans. In turn, I was given the opportunity to manage a team and I sucked at managing and leading for at least the first 2 years.

Just because a person came with great references from the analytics team, doesn’t mean they will be great in the strategic planning team.

I’m not saying prior experience and success is irrelevant. I am saying that we can’t assume it applies to the current or future situation.

Juan…What’s a better approach?

Discover Thinking and Behavioral Patterns

You probably know this one. But I wonder how much time you spend actually doing it?

An example for this concept is a C.E.O. The fact is that the head of the company most likely doesn’t know how to do most of the operational activity of the company. She is not paid to know everything; she is paid to chart the vision for the company. The latter doesn’t need subject matter expertise but it does need a certain mindset and character traits.

The only thing that transfers from job to job is the way we think and the behaviors we use to problem solve.

What helps you have a more fruitful conversation, telling you how Jenny owned a specific process or the actions and thought process she used to execute it?




What is your experience with this concept?

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