There’s a common stat that’s been shared over the years about job descriptions and applications.  It goes something like this…

Men apply when they have 50% of the job qualifications, thinking it’s good enough.  Women hesitate when they have 95% and worry it’s not enough.

There’s a secret that doesn’t really get talked about.  One that might influence application rates if everyone knew.  

Job descriptions are rarely representative of the work.  And even if there’s something in the job description that IS part of the role, that doesn’t mean we have to do it.

Shocking, right?

I can’t remember the last time I did the actual job in the description.  Instead, I’ve taken a job that has a core function I’m capable of doing and turned it into a job I want to do.  By the time I’ve finished, my role rarely looks like what was in the original description.  And that’s just the way I like it.

As a leader, I do the same thing with my teams.  There’s a general need the description is trying to fill, and then the reality of the strengths and abilities each person brings to the table.  Why limit anyone to a rigid box?  The job description may be useful for evaluating candidates against a bare minimum, but the value a person brings to a team can’t possibly be predicted using a checklist like “good verbal and written communication skills.”

So how do we look beyond the job description and turn it into one we can be passionate about?

Recognize energizers and drainers

All change begins within.  Knowing ourselves is key to being able to negotiate and move towards whatever outcome we desire.

It doesn’t get written about enough, but our energy is a multiplier.  If we are energized by the work we are doing, we can put in less effort to get more results.  When we’re fully energized and engaged, we may look like we’re doing the work of 5+ people.

Years ago, I started a new role as employee #1.  My leader was very concerned about burnout and I asked “why?”  “You’re doing the work of 5 people and it’s not sustainable.”

While I appreciated the concern, I let him know I wasn’t working evenings or weekends.  I had a small son at home and made sure I was home for dinner and was a total soccer mom driving to all the practices and games.

The reason I was able to get so much done is because that role had all sorts of energizers and I had yet to find a drainer.  Drainers are the things that we may be capable of but sap our energy.  If we have to do them all day, every day, it can quickly lead to burnout.  We have to work twice as hard to get a fraction of the results of someone that’s energized.

In every role, we want to have a solid ratio of energizers to drainers.  We may not be able to eliminate all drainers, but we’ll outperform in an 80/20 ratio than a 20/80 one.  Every single time.

Read our recent article on energizers and drainers to discover your own.

Raise your hand high

Once we know what our energizers and drainers are, we can evaluate any role we want against them.  While no role is likely to be 100% energizing, we should absolutely avoid one that’s 100% draining.  If it looks like it’s got a fairly high amount of energizing work, then apply, knowing there’s an opportunity to increase the ratio over time.

Once we’re in a role, we’re more likely to do and excel at the work that energizes us.  That’s the work where we get into the flow.  It feels easy and we look like super champs.  

When that kind of work comes up, either as a stretch assignment or special project, we should raise our hands.  During development conversations or 1×1’s with our manager, we can express interest in anything tied to our energizers.  Skills-based volunteer opportunities?  Get that hand up.

Because I know my energizers, I know what to listen for when my leader brings up new opportunities.  For example, when there is something unknown that has to be figured out, I raise my hand high.  Every time.

Since this is energizing work, I’m highly engaged and driven to figure out the unfigureoutable.  For others, this work would be frustrating.  We are all different and that’s the beauty.  The thing that energizes me might drain you and vice versa.  Teams where the work is aligned to what energizes them will outperform those where everyone does the same thing.

Transition the meh

When you become that trusted person for the things that energize you, your leader will want you to do more.  Sounds good, as long as we have the capacity to do that work.  If we already have a full plate, how do we continue to say “yes” to that energizing work? 

No matter our role, the answer is simple, though affecting it not as much.  If we are leaders, we look for opportunities to delegate the work we find draining.  Not to anyone, mind you.  But to those individuals who would find the work energizing.  This lifts us up and someone else in our organization, making both of us more productive.

What if we’re not a leader?  We ask our manager if some of the draining things on our list could be transitioned.  “I’d love to do X.  I’ve got a pretty full plate though.  Any chance Y could be transitioned to someone else?”

I am really clear with my manager on what energizes and drains me.  Recently, he asked me to take ownership of our KPI’s (Key Performance Indicators) – totally my kryptonite.  Not only meh, but something I hate to do.  And he knew it.  He asked me to oversee the work and find someone on the team who would be energized to get it done.

My meh is someone else’s passion.  One of my people LOVES KPI’s as much as I hate them.  I didn’t even have to finish asking before she was whooping it up and going after the work with a hyped energy that I would never muster.

The work will get done faster and better with her hands at the wheel, and I can continue to focus on other areas that better align to my skills AND energy.

The job description is just the beginning

The next time you see a job description that looks interesting and aligns to the things that energize you, apply.  Even if you don’t have all the qualifications or skills.

During the interview, let your passion shine through.  Share what it is about the role that energizes you and make sure the examples you share align.  As a hiring manager, I’m looking for someone that can do the job, but what I really want to know is what this person will bring to the team.  Are they passionate about learning?  Do they love to dig in and figure things out?

In the age of disruption, jobs are changing regularly.  Depending on our industry, what was needed yesterday may not be needed the same way tomorrow.  The ability to flex with the work will be a differentiator.  Knowing what energizes us, and not just our skills and capabilities, helps us stand out and be top of mind.  Not just for current opportunities, but for new work on the horizon we’d be a great fit for.

Do you do more or different work than what’s in your job description?  How have you either encouraged or addressed it with your manager?  Please share your thoughts and ideas in the comments to help others on their journey.