When you've outgrown your CV

I continually encounter executives who are frustrated by the limitations of their CVs.
They are aware that they do not do them justice, and that they outgrew them long ago. This scenario does, however, point to a far deeper limitation that is self-imposed. It is indicative of a lack of understanding as regards self-actualisation. Self-actualisation is the season one ideally enters into when the typical pre-defined steps and stages through which one progresses have come to an end. Unfortunately, in the absence of both an understanding of this season and an awareness of how to best leverage this time, self-limitation and frustration is the result.
It seems to me that, in general, our view and navigation of the corporate world has not grown or evolved much since our high school and college years. We still seem to assume that we are limited to our field and level of formal qualification and technical expertise, reflected as a rule in our CVs. For this to be true would be to assume that there has been no growth, development, evolution, or vision beyond what took place at what we limit ourselves to as the defining season of our lives. That is crazy thinking – more accurately, it is toxic thinking. In truth, the most exciting and dynamic seasons of our lives take place well beyond the years of our formal education, which are characterised by clearly defined guidelines and strict rules. In fact, those are really the most boring and limiting times of our lives, given the restricting and limiting space for expression and movement. Though essential as a foundation and starting point, it is dangerous in its implication of self-definition if it is seen as an end rather than as a beginning.
If all you are is what you were when you graduated, no matter how lofty your qualifications, with a few additions of work experience here and there, then you stopped living some time ago.
There has been much talk with regards to personal branding. I like the idea. It suggests that we are more than our job title suggests, and certainly implies that defining ourselves in terms of the old-fashioned CV layout does not suffice. Allow me to rant a bit here, and please catch the spirit of what I am saying, rather than make it a rule: Personally, I refuse to submit a CV to anybody or any organisation. In fact, anyone who requests one from me I lose interest in doing business with. They don’t get me, and they didn’t do their homework. They had me wrong from the start, and were presumptuous in the assumption that I would desire to engage with them, yet still needed to qualify to do so. I outgrew my CV. They, however, never outgrew the need for one.
I am talking here about a particular level of individual, having reached a particular season in their lives. Of course CV’s are a necessity in business, but at senior executive levels, leadership is the key component. Leadership is influence, far better outlined in a personal profile. This may be the leadership of people, thought, strategy, processes, vision, and the like.
Self-actualisation
I have, on many occasions, in my written about the importance of and benefits in self-actualisation. The personal branding trend has, at least, allowed people in business to give more thought to the notion as a value-add. Unfortunately, this is a subject that is far too often only alluded to and not intentionally pursued as critical, which it is for those characteristically (but not exclusively) in senior management type roles.
Here are some of the reasons why:
1.       It is the season in one’s life to which all those before it served as preparation, and finally get to count. In the absence of it being intentionally engaged, the years leading up to it are not sufficiently leveraged as being meaningful.
2.       Stagnation is the result of not identifying and capitalising on this time in one’s life. This includes the loss of both passion and a sense of purpose.
3.       Personal redundancy, fear, and insecurity set in if there is no progression in terms of self-actualisation in the upper ranks of organisations. This can result in malicious behaviour and sabotaging the best interests of others and the organisation.
4.       A lack of understanding with regard to the onset of this time causes the questioning of personal career choices and the vocational route chosen thus far.
5.       In the absence of a framework that takes self-actualisation into account, one undermines and self-limits future prospects and opportunities.
6.       With an inadequate understanding of self-actualisation, the context for decision making can become dangerous in terms of perspective. For example, switching jobs and resigning may be a leap in the dark that does not deliver the desired results.
With self-actualisation being a critical issue for the key individuals in organisations (I speak in general here), the expertise and tools available for accessing it should, in the least, be made available, and the importance of it being accessed emphasised.