Missed Opportunities

The thing about a missed opportunity is that you typically only figure out that it was missed in hindsight, and many times, there is no going back. The following are a few examples of what can happen from a job seeker’s perspective and from a sales perspective when assumptions are made and not investigated. I’ve co-mingled examples of both because the aspects of an employment opportunity are very much the same as with sales opportunities.

1. Know who you are dealing with. One of the easiest mistakes made by people is to rely on a title to reflect value or power, (or lack thereof) without fully investigating that assumption. An opportunity to speak with the real decision maker can be missed because the title of the person you communicating with doesn’t reflect a position of power, but may actually be a huge influence in the decision making process.

A background in sales taught me to be respectful of gatekeepers, and to never underestimate the power they hold when it comes to recommending a vendor or cutting off all access to the final decision maker. A caller can be stopped because the person on the receiving end either didn’t perceive value, or were simply put off by a sales approach. To succeed, I was also prompted to dig a little deeper to learn about a company’s needs beyond what was visible on the surface. In a similar vein, I watch as job seekers ruin their chances for getting in the door with a company because they were disrespectful of the lower level employees they had contact with. Either way, the scenario typically begins with an assumption and may end without gaining traction unless the assumption is thoroughly researched.

2. Know what you are dealing with. It is also possible to mistakenly overlook an employment opportunity because the title of the position you learn about sounds too junior. I have seen job seekers miss out on prime opportunities to get their foot in the door with a company that could lead to a great future. They thumbed their noses at lower level roles because they felt the roles were “beneath” them. Before you ask: “won’t the company perceive a candidate with a recognizably higher current/former title as being overqualified?” I’ll respond by answering “not necessarily”.

Sometimes the “fit” with the organization is so highly regarded by an employer they will follow up with a candidate based on a referral, even when they are not an exact match with a posted position. They may even adjust the role to fit the candidate’s full qualifications after meeting and discussing their needs.

Researching the culture and hiring practices of an organization through current/past employees prior to applying can give a candidate a leg up. Many companies can and will create a new role, at a different compensation level, based on a referral, the candidate’s willingness to break in at the lower role, and their enthusiasm about the organization. If the candidate is called in for an interview, you can bet the company was interested in what they saw on paper. What comes next depends on how well the candidate leverages the company’s interest and parlays the opportunity to speak to them.

Interviewing for a lesser position can lead to a referral for an impending higher level role a candidate was unaware of. Or, another outcome can be that a new position opens up in the same department because someone else moves on within a brief time of the new employee coming on board. Mind you, an immediate or quick promotion can’t be assumed or counted on, but if the candidate shows the willingness to contribute in any way the company needs them to in the beginning, you can bet they will be regarded highly when that next opportunity opens up.

Similarly, a salesperson that researches the needs and buying practices of an organization before calling on them, and subsequently impresses the person influencing the decision maker, can help identify an expanded need for products/services beyond what had originally been anticipated.

3. Know what is needed. After an interview, when a candidate reports “they thought I was over qualified”, I immediately wonder what was said to lessen the company’s interest. Certainly something caused them to change their minds about considering the candidate after their initial interest was piqued with the receipt of the resume. During an interview, prematurely speaking beyond the position can lead an employer to believe the candidate is not interested in the role at hand at all, and that can be a turn off. Boasting about experiences that are beyond the needs of the role is not productive, and may cause the employer to immediately lose interest. The fear is that the candidate will bail when a more interesting position pops up, or will get bored or become too impatient to wait for the right opportunity within the company. It is the candidate’s responsibility to convince the employer they really have a strong interest in the organization, not just a great job.

To do that, it is critical to satisfy the organization’s immediate need first. Once this need is clearly satisfied, then it is possible for the candidate to address questions about growth by inquiring about their business plans and future challenges. This is very different from asking straightforward questions about “growth opportunities” from an employment perspective. By understanding their current status and needs now, it is possible to segue into how you can help down the road. Show a clear understanding of the need for the current role right now, and then connect it to how it naturally relates to their future needs.

Not dealing with or resolving the immediate need is like trying to sell a fleet of cars when only one car is needed. At this point, regardless of the fact that more will be needed later, the sales opportunity will be gone with the wind if a salesperson hasn’t met and confirmed a company’s immediate need first. Talking too much about the wrong points or being too “self-assured” can also lead to a very misdirected sales effort.

4. Go in prepared to have a productive conversation. The key take away from this blog is not to make assumptions. Get your facts straight about what the company really needs, where they are headed and what level of influence your contact has before you make a decision to pursue or discard a lead, or engage in a conversation. Researching a company in advance to thoroughly understand its culture, needs and reasons for making buying decisions, whether it is for team members, products or services, will ultimately lead to a much more productive outcome.

If you have learned enough about an organization prior to applying for a position or presenting a product that changed your approach and ultimately led to a different opportunity than anticipated, please share your experience.