Aviation geek? Steel through and through? Car guy? That can be a trap.
Self-descriptions like these show a deep, often emotional attachment to the subject.
An example from our work: our client wants to know what the candidate stands for. He wants a “mechanical engineer”. But that also reveals a dilemma.
On the one hand, people are expected to have a clear professional profile: “I’m a techie” or “I’m a pharma expert”. On the other, the boundaries between industries are blurring fast. Retail is merging with e-commerce, pharma with data analytics, and the car industry is dominated by software. Commit too firmly to a narrow self-image, and you risk being completely out of step when the wind changes.
Just look at what’s happening in the car industry right now.
A clear, industry-specific profile used to be a definite advantage. It:
1. builds trust through a defined profile. Stakeholders know what a leader stands for and what expertise they bring. That clarity makes decisions on hiring and project allocation easier.
2. allows depth through specialisation. People who see themselves as experts in an industry build solid knowledge of regulation, market dynamics and established best practice.
3. gives orientation in a crisis through a firm sense of self. It acts as a compass for decisions and stops you heading off in too many directions.
But there are serious drawbacks too.
1. Fixation on a single industry suggests limited problem-solving skills. The car industry is mass production: how does someone cope with make-to-order manufacturing, say, or small series with high variability?
2. A one-dimensional self-image signals a lack of adaptability. At a time when business models are changing fundamentally, someone who defines themselves solely by a traditional industry doesn’t look ready for the future.
3. It limits career options. Organisations today want leaders who can see the parallels between seemingly different fields, such as pharmaceutical approval processes and software quality assurance.
Nobody can rewrite their CV after the fact. But you have plenty of room in how you define yourself, which aspects you emphasise and which you consider less relevant. We can broaden how we see ourselves. Dare to step sideways. Know your core strengths, but see yourself as a bridge between industries and disciplines.
For employers: be bolder with less conventional candidates. Trust that core skills transfer.
We’ve seen the most unlikely combinations succeed for years. Have you?
What’s your experience?
