Resumes and LinkedIn humblebrags are bullshit

Don't be fooled by empty buzzwords and misleading phrases

I used to get impressed by candidates’ résumés and professional pedigree. If someone claimed they had perfect skills, took credit for X% ROI, or bragged about improving vague metrics like “engagement,” they must know something I didn’t.

Most of the time, it was posturing dressed up as substance. I’ve learned the hard way that buzzwords are almost always smokescreens and deception.

Disciplined systems, consistent internal and external assessments, and the right people in the right seats keep an agency alive. Forecasting is a perfect example. Some leaders want to pat themselves on the back for it, but if you’re forecasting and consistently missing targets, or worse, losing money, forecasting isn't enough. Action is needed, along with a plan to get back on track. Then, execute the plan and take responsibility for the outcome.

I’ve seen agencies crash because the so-called “leaders” couldn’t string together a coherent plan, let alone execute one. Meanwhile, the quiet operators, the ones who put systems in place, reviewed them monthly, made hard decisions based on data, and treated their team respectfully, are the people who kept the business moving forward.

At my agencies today, we don’t settle for résumé bullet points. We look at outcomes and how those outcomes affected the people involved. In short, we look for a cultural fit.

You cannot blindly trust résumés, LinkedIn profiles, or the stories candidates tell you in an interview. Everyone can make themselves look like a superstar on paper or in an interview. Your job as the agency owner is to cut through the bullshit and get to the truth.

That means asking the difficult questions. As an example, don’t just accept the references they give you. Anyone can line up a buddy to say good things. Simply refuse to play that game.

You need to talk to their actual boss, the one who lived with the results of their work and the consequences of their behavior. In interviews, I make it clear that transparency is one of our core values, and I will call your last boss. Who was it? What’s their name? How do I reach them?

If they hesitate, dodge, or refuse to give me the contact, or for any reason won't do it, that’s a red flag you cannot ignore. Then I ask them to contact that boss themselves to let them know I’ll be reaching out and to take my call. If they won’t, that’s another red flag.

What usually happens then is they realize I’m serious, and they start to share the truth. Or at least, some of it.

Don’t stop there. Make the call. Don’t settle for talking to their HR. HR is there to protect their company, not yours. You won’t get much out of their HR except for name and rank.

Call their immediate supervisor, the person who actually managed them. Tell them you want to speak in confidence. That’s where you’ll learn the truth about whether this person really had the skills they claim, or if their “achievements” were just LinkedIn humblebrags.

Do this every time, and you’ll save yourself months or years of frustration, tens of thousands of dollars, and even your reputation. Hiring the wrong person can drag your agency backward. Hiring the right one, vetted properly, will propel you forward faster than you thought possible. And when you make a mistake, and you will, don't be too lenient in your response. We've all heard the saying to hire slow and fire fast. There's a reason it's repeated so often.

At my agencies, we’ve built a process around this level of transparency. It’s not about résumés or buzzwords. It’s about finding the people who will execute, who will tell the truth, and who will stand behind their work. That’s how you build an agency that grows and scales with confidence.

I hope that helps.

~ Erik

P.S. This is exactly what I teach agency owners through The Business of Agency newsletter and one-on-one coaching. If you want to run a profitable agency that gives you more time and the ability to scale, subscribe today. Visit businessofagency.com to learn more.