Hello:
I have 15 years of experience in IT. I'm a software developer who over the past few years has been heavily involved in leading teams and business development.
Of course, I have taken credit for this experience on my resume.
I've been on a couple of interviews lately; both internal and external to the org. The problem I'm running into is two-fold. People on the other side of the table are either confused by my experience. They don't seem to understand that a technical person has been involved in other aspects of a business. Or that I'm a tech-savvy business person.
In the instances where this becomes a problem, a couple of things happen. The people on the other end of the table think I'm a micromanager -- they assume I have an unhealthy need to be a part of too many things or aspects of the organization. Which is the furthest thing from the truth. I have no desire to micromanage (I don't have the time and I hate when that is done to me). I've only done the things I've been asked to do.
Another thing which happens is the interviewers try to push me in a single direction. Regarding my career, they think I should either pick a technical track or a business track but not do both.
I'm stuck because I really have enjoyed a lot of my experiences. When someone tells me to pick one direction, that's frustrating. Especially considering that so much business is technology enabled these days regardless of industry. It's been nice when I've been able to win a contract or proposal and then be able to work on my "baby".
What are some strategies I can use to persuade people to see my experience as a benefit and not a hindrance or barrier, a lack of focus or vision, or micromanaging? Suggestions are greatly appreciated.
Thanks!
Use your skills
In your BD activities you've learned to identify the benefits of various product features and highlight them to the trusting customers you believe would gain from those benefits. Now consider yourself, and your skills as the product and apply the same approach.
Executives frequently hold the perception that a person needs to decide between tech or mgmt. Generally this is true over time. As one rises in the ranks of management it becomes increasingly difficult to maintain ones technical capabilities and be an effective executive. This is the reason for specialization of labor. Alan Mulally is a brilliant CEO for Ford... his value doesn't lie in turning a wrench to attach a bumper. Perhaps you're one of the few brilliant people out there that won't need to do this. Regardless of whether you do or you don't, we're talking about an interview situation. I recommend you give your interviewer the impression that when the time comes you'll do what's necessary to support the organization, If that means delegating technical work, so be it.
Good luck!
--Michael