Whether or not we’re about to enter an economic recession in a matter of weeks, one thing is clear: the holidays are on. Technology Industry—and many Big Tech employees—are finding themselves back on the job market for the first time in a long time.
In December, Spotify announced it was cutting its workforce by 17 percent and reportedly Raven laid off A remarkable number of employees, the latest in a huge list of 2023 casualties. This was followed by a hiring freeze at Salesforce and news of massive layoffs at Amazon in the new year.
Many of these people who have done great things in big companies have a lot to offer small companies. But bridging the cultural gap between big tech and startups can be difficult. As someone who has been through this transition a few times, I have come to learn some hard truths that I know would have served me well before.
In my early career, as chief of staff to the CEO of SAP, I saw the inner workings of a 75,000-person, multibillion-dollar company in a role that allowed me to manage employees far more experienced than myself. Challenged. Eventually, I became President of SAP’s Ariba Vertical, where I went from managing a small but senior team to running an organization of thousands. Then, in 2019, after spending nearly 15 years working with the likes of legendary CEO Bill McDermott to transform SAP, I joined my current organization and quickly asked for my day-to-day input. Had to get used to the very few.
These changes have tested my adaptability. From partner to leader, from being part of an organizational structure to restructuring teams, I’ve learned that adaptability is only partially related to the size of a role or the depth of your experience and mindset. And a lot has to do with implementation. .
No one cares about the size of your previous effects.
While it may be impressive to say that you managed hundreds of people or billions of dollars in revenue at a large company, those metrics are often meaningless for a startup or small to medium-sized business.
Impact on small companies is measured in terms of hands-on execution and tangible results: deals closed, operations, and projects completed that have measurable results.
This is important because of how things are done in small companies. To be successful, you must be able to get into the details. The things you take for granted in big companies only happen if you do them directly. Sometimes that means being supportive and encouraging, but mostly it means rolling up your sleeves and doing things yourself.
Your inflated title from a big company can work against you.
Global VPs and other frequently coined titles speak to a systemic sense of entitlement and misplaced priorities in large companies. You may have fought hard to earn that title, but in the job market, it can actually mask your true accomplishments or specific abilities.
In smaller organizations, there is less time to work on topics. And the truth is, they don’t matter. More importantly, you demonstrate direct skills in team performance and contribution as well as working. In startups and small to medium-sized businesses, your title won’t help you gather the resources to do anything. For companies in growth mode, there is an expectation that everyone will do only what needs to be done, regardless of their title.
So in a job interview, it’s always important to emphasize what direct results you can deliver in both the long and short term, and what kind of work you can do without the resources of a large corporation behind you. can.
Consider whether each job title on your resume or LinkedIn reflects the blurb beneath it. It can be tempting to just list all the responsibilities associated with your big, previous title. Instead, list what you’ve actually done.
Taking that extra step can be the difference between landing a job or continuing to look for your next opportunity.
Don’t cite popular business books to impress interviewers.
While Ben Horowitz The hard thing about hard things Well-known and respected you may be, citing this in an interview will not be enough to convince the leadership team that you have the required skills and experience. They really care if you’ve done the really hard things.
Difficult decisions such as cutting programs, moving jobs, or letting people go are real work experiences that may be necessary in small companies where conditions can change quickly. The economic ups and downs of the past three years have shown that agility is what everyone needs. A growth mindset alone will not suffice. You have to get reps involved in these tough tasks.
Despite the challenges of the past several months, I believe there is still tremendous potential for growth and fulfillment in the tech industry.
Finding a role at a small tech company or private equity-owned business can help you grow in your career and as a person. But don’t underestimate how much work it will take to make this progress happen. And this work starts not on the first day of your new job, but before the interview process begins. If that bothers you, the world of startups and small-to-medium tech companies may not be for you.
Alex is the CEO of Etzberger. In a good way.
Be sure to read more comments posted by good fortune:
The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect their views and beliefs. good fortune.
Credit : fortune.com
