The Unicorn Employee

Hold on here: I’ve been working in this industry for a decade, and now you tell me that mythical creatures exist as PR professionals? I sure have a lot to learn, but I can tell you the truth about being a “unicorn employee.” I was one from about 2011-2013.

As a job-seeker myself, if I had a dollar for every time my alliances in-house and on the recruiting front asked me if I knew of said “unicorn employee,” I’d be so naturally wealthy that I’d halt my job search altogether.

Here’s the truth.

Companies cannot function without the sum of their parts working in balanced synchronicity. This comprises the following:

• The best of the best, personable top-level senior leadership (SVPs, EVPs, MDs and above);
• Connected, easy to relate to, strong, and also capable day-to-day senior leaders (VPs); and
• A cadre of rock-star junior to mid-level staff (e.g., all from AAEs to SAEs who can help learn from senior leadership and mentor the next generation of unicorns.

Enter the unicorns.

From my knowledge, these are typically strong Account Supervisor levels (or Managing Account Supervisors to Account Directors, depending on the title structure) who are vying to a VP role of the next best thing. These are indeed, the most sought-after recruits. They fit a particular mold and bear a salary range that is quite flexible.

Enter the problem.

Unicorns wield a double-edged sword: they maintain close, valuable and strong relationships with clients and staff members, and are highly admired. I could name a dozen unicorns right now, though I won’t ever disclose their names because I respect confidentiality and non-compete agreements.

They also have much to learn, and the unfortunate truth in some cases is that unicorns have their egos stroked constantly. They are led to believe that their work is the best work (and in many cases, it has the possibility to exceed what even VPs and SVPs are doing.

But, they fall into a trap that’s easy to get in and hard to get out: they get comfortable. Companies don’t want to lose them because they are so valuable. They stick to doing what they do best, without the shove that’s incumbent upon what their senior-most managers owe to them. Some grow quickly, and some stick to their annual review schedule while delivering value hidden behind a veil when they could have greater potential. If only they asked, right?

Back to the recruiting process. When a hiring manager asks me if I know of said unicorns, I always dig into my mental reservoir of mid-to-unicorn rock-stars who could be worth talking to. But, there’s a 50/50 chance that I’ll turn up blank: either because I know the candidate’s expertise doesn’t fit the bill, or because they have made the decision to pledge loyalty to their employer and won't budge. They might have teetered on the edge of going on a temporary stealth job search to ensure they are compensated fairly, but their loyalty doesn't waver. And it shouldn't; not without an opportunity to catapult their professional growth (and one that cannot be sourced within their own employer).

Here’s what I recommend to unicorns: push yourself, hard. Push yourself more than you thought you could. Get out of your comfort zone. Take on new challenges and seek advice and guidance from those you mentor and those who mentor you. Never stop learning. Of course, keep your eye on the prize (a great next level promotion/industry award/unicorn t-shirt with your face superimposed on it), but in repeating one of my favorite quotes, “Never let success get to your head, and never let failure get to your heart.” But never, ever let yourself get comfortable or feel entitled: it will come back to you.

Trust me, I’ve also been there. Though I was never gifted a unicorn t-shirt (hint, hint).

To employers: we need to redefine our “ideal” candidate and let the unicorns run free, so to say. Instead of retrofitting a person into a job description, go for the capabilities. Ask yourself theses questions:

• Can the person do the job, and are they 110% "all in" to doing right by your company, clients and employee?
• Are they personable and likable?
• Will they cause undue friction and issues among your clients, staff and partners?
• Do they express a dedication to learn and grow, acknowledging that participating in enduring yet necessary processes such as new business growth are all job prerequisites?
• Are they genuinely grateful? Ask yourself that, over and over again.See if the answer morphs from a yes to a "possibly, because he/she is employed."

If the answer is yes to everything except the third bullet point above, congratulations: you’ve created your own unicorn. 

Sasha Gruber is the President of her own start-up consulting firm, Gruber Communications Consulting. Learn more here: https://www.sashagruber.com.