On the Shoulders of Giants

I recently came across an article about someone who was rejected for a consultancy position because the hiring director saw them as a threat.

This situation is not uncommon in my experience, but it's based on flawed reasoning. If a business needs external expertise, it's likely because this capability isn't available internally. So, why reject someone who has the necessary skills and experience? The fact that they work as a freelancer usually indicates they aren't looking for a full-time position, so there's no real threat.

The underlying issue often comes down to insecurity. Some hiring managers aren't confident enough in their own positions to bring in someone who might outshine them. Whether it's a case of "imposter syndrome" or simply a lack of confidence, this mindset ultimately hurts the business.

It's important to remember that hiring a specialist is an act of good judgment and courage, and the managers are the ones defining the objectives and parameters.

For example, I once worked for an energy company in a highly competitive market. The managing director realized the need for a new revenue stream and hired me to find one. After conducting research, I discovered a significant opportunity within the company that had been overlooked. I even secured a deal with a major UK fashion retailer as a proof of concept.

I proposed setting up a new division, complete with a full business model, a detailed organizational structure, and a recommendation for the division leader. Despite presenting an almost turnkey business solution requiring minimal investment, the managing director's reaction was only lukewarm. It turned out he felt exposed because the opportunity was so obvious in hindsight, yet unnoticed until I pointed it out.

The real issue became clear when he rejected my recommendation for the division head without initially providing a reason. When pressed, he admitted it was because the recommended person was a woman, and he did not want women on his board.

He then decided to terminate my contract early, though he agreed to pay me through the end of the contract. This was actually a relief, as I was not willing to continue working under such discriminatory conditions.

For anyone considering hiring an external specialist, my advice is to hire the best person you can afford, ensure they have the expertise you need, and be open to their insights. Take pride in your ability to recognize the need for outside help and the courage to act on it.