I grew up as a Math nerd. Math and related topics such as computer science were my favorite subjects. I loved logic puzzles. I was convinced that whatever I did in the futute would be Math-related.
So what did I do?
I went into Actuarial work – a great practical application of Math, and consistently rated one of the top professions.
Eventually I reached a stage where I wasn’t as excited about the detailed, technical parts of my work, and it was time for a shift. And eventually I went in non-Math-related direction, and opened my Job Search Strategy practice. (I describe my complete career journey here.)
What I see all the time in job seekers and those seeking to build consulting practices is that they present in their messaging all of the things they are good at, irrespective of whether those are still their passion.
Here’s a concrete example:
During my actuarial years I did a lot of compliance and policy language related. I oversaw a compliance unit for a decade along with my actuarial responsibilities, even going on periodic trips to the NY Insurance Department to negotiate with regulators on product and policy issues. Throughout that time and for many years before, I was deeply involved in drafting and then negotiating with contract lawyers over the nuances of policy language. Compliance, regulatory analysis and policy language are clearly areas of expertise for me.
When I went out on my own, did I promote that as part of what I was seeking? Or as a core competency I brought to the table?
No.
While I was fully capable of doing work in those areas, they weren’t my passion. If I had promoted them front and center, that would have established a filter on my search that would have attracted opportunities where those areas were a critical component.
Instead, I promoted the systems expertise that I was passionate about, and ended up landing a gig that was exactly the sort of project I wanted to work on. During the course of the assignment, I did find ways to tap into those other areas of expertise when relevant, and those certainly added additional value for my clients, but the core of my work was what I had set out to do.
- Definitely do that retrospective analysis of what you have done and come up with that comprehensive view of your areas of expertise.
- Then think carefully about which areas you most want to be part of your next role or your ideal consulting assignment, and which you aren’t particularly excited about.
- For the latter, either don’t present them at all unless they happen to come up in the conversation, or else downplay them in your presentation.
- Don’t highlight the outstanding result you created with, say, the compliance work that you really aren’t very excited about doing again.
Don’t let what you are good at serve as an albatross around your neck that holds you back from doing what you really want to.
If you’re struggling with this, perhaps we should talk.