We had just gotten off a call with a client in Europe, and we’d received a bit of an earful. “Philip,” the client pressed, “what can this candidate bring to us? We know what he does, but what has he achieved?”
I looked down at the resume again. The candidate had all the right experience. An impressive list of past roles at major multinational companies and a solid career progression. But a familiar frustration set in. It was the same problem I see time and again: the resume described what the person has done, not what they have achieved.
This candidate “managed a team of 10.” Did they increase the team’s efficiency? By how much? Did they improve employee retention? They “launched a new product.” Was it successful? Did it meet or exceed sales targets? They “developed a new marketing strategy.” Did it lead to an increase in market share?
As the CEO of Morunda, an executive search firm in Tokyo specializing in the pharmaceutical and medical device industries, my clients are top-tier multinational corporations from the U.S. and Europe. They’re looking for leaders, not just managers. They want to hire individuals who can drive growth, solve complex problems, and create tangible value. And they can’t find that in a resume that’s essentially a list of job descriptions.
The Resume as a Mirror
Think of your resume as a mirror. Does it reflect a professional who merely performed their duties, or one who created impactful results? For most senior-level professionals, especially in Japan, the standard resume is a humble recount of responsibilities. It’s a cultural nuance, perhaps—a reluctance to boast or highlight individual success. But in the global market, this can be a serious disadvantage.
When my team and I present a candidate to a client, we’re not just selling a resume. We’re telling a story of achievement. We’re highlighting the candidate’s ability to navigate challenges, seize opportunities, and deliver measurable results. But when a resume is filled with generic, non-quantifiable statements, it makes our job—and your career progression—infinitely harder.
The Hidden Forces Holding You Back
This isn’t just about poor resume writing; it’s a symptom of a deeper issue. Many executives and senior professionals are so focused on the day-to-day tasks that they don’t take a step back to evaluate their own impact.
- The “To-Do” List Mindset: We’re all conditioned to complete tasks. But at an executive level, your value isn’t in completing the tasks—it’s in the outcomes you generate. Moving from a “to-do” list mindset to a “results-driven” one is a fundamental shift that is critical for career advancement.
- The “We” vs. “I” Problem: It’s great to be a team player, and no one succeeds alone. But on a resume, you need to articulate your specific contribution to the team’s success. How did your leadership, your decision-making, or your strategy enable the team to reach its goals?
- Fear of Quantification: Many people are hesitant to use numbers, perhaps because they fear they don’t have enough data or the results weren’t dramatic enough. But even small, incremental improvements can be significant. Quantify what you can, even if it’s a percentage, a number of new accounts, or a reduction in time to market.
My clients are looking for people who can demonstrate a return on investment. They’re hiring you to solve a problem or achieve a goal, and they want to see a track record of you doing exactly that.
So, the next time you look at your resume, don’t just ask yourself, “What did I do?” Instead, ask, “What did I achieve? How did I make the company better? And can I prove it with data?” This shift in perspective is the first step toward unlocking your next career opportunity and getting noticed for the leader you truly are.
