“Tormala, Jia, and Norton found the same pattern when they looked at evaluations of job candidates. In this case, they compared perceptions of someone with two years of relevant experience who scored highly on a test of leadership achievement, versus someone with no relevant experience who scored highly on a test of leadership potential. (Both candidates had equally impressive backgrounds in every other way). Evaluators believed the candidate with leadership potential would be more successful at the new company than the candidate with a proven record of leadership ability. (Incidentally, if you ask the evaluators to tell you whose resume is more impressive, they agree that it’s the one with experience. They still prefer the other guy anyway.)
All this suggests that you need a very different approach to selling yourself than the one you intuitively take, because your intuitions are probably wrong. People are much more impressed, whether they realize it or not, by your potential than by your track record. It would be wise to start focusing your pitch on your future, as an individual or as a company, rather than on your past — even if that past is very impressive indeed. It’s what you could be that makes people sit up and take notice — learn to use the power of potential to your advantage.”
It’s not what you know, it’s what you might know..?