In the Workplace: Experience Doesn't Always Mean Proficiency

“Just because you’ve done something for a long time, doesn’t mean you’re good at it.”

That phrase helped me land my first sales job. No joke. And, if you’re a jobseeker, it’s one of the most important concepts you need to get your head around if you lack the required “on-paper” experience but do have a track record of knocking the ball out of the park when given the opportunity.

As a technical recruiter, I can’t count the number of conversations I’ve had with people who were frustrated by not getting the attention of hiring managers because of what they felt was a technicality – not enough experience, experience with the wrong industry, experience with the wrong tools, etc.

And from their perspective, they have a point; it is a technicality. Because they know what they’re capable of. I’m not talking about false bravado or wishful thinking. I’m talking about that honest-with-yourself deep-seated certainty, that if given the chance, that employer wouldn’t regret it.

It’s the same certainty my dad had (while I was growing up) with any mechanical problem in the house or garage. There’s nothing my dad couldn’t fix – and he knew it. Why? Because his experience told him so. If the refrigerator broke – fixed. If the washing machine broke – fixed. If the car broke – fixed. If the sliding glass door broke – fixed. It’s a good thing there was no one there to say, “Hey, you’ve not fixed a washing machine before. I don’t think you’re the right person for the job.” He would have absolutely proven them wrong. Why?

Because time and again he’d already displayed the qualities and skills necessary to be successful at such a thing – mechanical aptitude, intelligence, methodical troubleshooting ability and a bulldogged refusal to quit.

But here’s the problem for you in a job search: that hiring manager doesn’t look at it like you do. So, for you to have a chance in these types of circumstances, you have to separate the idea that experience equals proficiency. That’s because the “right” experience is what you lack, whether that experience be number of years, industry, tools used or whatever.

Take me, for example. I first picked up a golf club 26 years ago. Though I’ve never established my handicap, I’m sure it’s well over 20. So, I could say that I have 26 years of golf experience, which may sound impressive. But in reality, all it truly means is I’ve sucked at golf for a really long time. So, on paper, I have a lot of golf experience; but, in reality, I stink.

Isn’t this the distinction you’re trying to make then in your own job hunt? That your experience “on-paper” doesn’t accurately reflect your real ability to perform the job in question?

Wasn’t there a time when even those hiring managers didn’t have experience in what they’re doing now? Well, how did they get it? At one point, someone saw something in them, and someone took a chance on them. And really, when you boil it all down, all you’re asking for is the same opportunity that at one point someone gave to them. Because at one point, they were starting from scratch; they were unproven.

So, here’s how I used this idea of experience not necessarily equaling proficiency to get that sales job.

I had a good talk with the hiring manager, but things were wrapping up, and he said, “Well, Jeremy, you have a very interesting background and I like you, but we’re really looking to hire someone with sales experience.”

Stupid catch-22!

So, I replied, “I understand, and I’m sure I’d say the same thing if I were in your shoes, but can I ask you a question?”

The manager said, “Sure.”

And here’s the first part of my zinger (which I’m really proud of, by the way), “Are you looking for someone with sales experience or aren’t you really more looking for someone who can sell?”

The manager gave me a weird look, but I could tell the wheels were turning upstairs. So, this was my chance to quickly follow up, “My point is this: every sales team has a bottom 10% – who aren’t really selling anything – though on paper they have more experience than me.”

I continued, “But I know what sales is. It’s building relationships, it’s persuasive communication (which I would probably say a little differently today) and it’s customer service. I have documented success in all three of these areas, and I have references who will absolutely back me up on that.”

And the finale, “So, I’ve succeeded at selling. I’ve just not been given the opportunity to do it in a sales position yet. So, again I ask you, are you interested in sales experience, or are you really more interested in someone who can sell?”

The manager’s assumption was that the experience was what he needed. But, it’s not the experience that mattered to him. What mattered was what he assumed came with experience – and that is proficiency. I had to drive a wedge in there and separate those two concepts. I had to show him that one doesn’t necessarily equal the other, and further show him that I’ve demonstrated proficiencies in the areas he needs, and that I’d just not been given to opportunity to apply them under that job title.

I'm more than aware that this entire concept is easier said than done. I get that. And, you’re not always going to get the opportunity to plead your case the way I did. But, what you can do is start with a change in perspective. First, understand that the hiring manager doesn’t look at you the same way you look at yourself. That manager pictures that only a certain type of experience will solve her problem and that anything outside that picture won't. If your experience doesn’t fit that exact mold, it’s assumed you won’t be proficient in the areas that manager needs you to be. Your only shot is to then build a compelling case, with conviction, that shows her otherwise.