Page 204 - James Caan - Get the Job you Really Want

And I have had a number of examples where at the end of
the probationary period I have had to let people go, because
I felt I was misled. They had pitched themselves to be so much
better than their actual competence. If they had agreed the
package on o≠er, everything would have been fine. By squeez-

ing every last drop out of me, they had set themselves up for
disappointment all round.
The same applies to job titles. Both sides can get hung up

on the wording of a job title, and end up creating problems
in the future. Candidates obviously pitch to be given the
most senior position they can achieve, because there is status
involved – but if they don’t deliver at that level, if they don’t
perform, it will backfire. Smaller organizations are often too

relaxed about the title they give people, and use it as a perk
in the job negotiation. But a job title carries a perceived level
of responsibility. Unless the person in the job delivers against

it, the title doesn’t work. Say a company gives a job function
which is really that of a sales manager the title ‘Sales Director’
because it suits the candidate to have that on their business
card; they can’t then bring in somebody else to do that job.
If the company grows and they do now need a proper sales

director, they’re stuck because there’s a wrongly titled sales
manager sitting in the way. Job titles need clear definitions
and responsibilities. They have a specific purpose. They are

not there to stroke your ego.

192 get the job you really want