The Most Important Hiring Document is Not Your CV

It’s the JTBD

We talk endlessly about optimizing CVs—using action verbs, tightening descriptions, showcasing impact, and generally tweaking every last detail to perfection. And to be fair, this approach works if you’re aiming for roles in large organizations, where a CV acts as the primary filter. A well-crafted resume can open doors.

But if you’re looking for something more dynamic, more aligned with your ambitions—where you are shaping the narrative—there’s a different document you should have in your toolbox. It might even become your new best friend: the Jobs To Be Done list, or JTBD.

For those unfamiliar, JTBDs are typically internal project documents. They’re used to streamline complex, time-bound projects that involve multiple stakeholders. Once you’ve got all the variables on one page, you can allocate ownership, set priorities, and establish timelines. JTBDs exist to create clarity and ensure everyone knows who’s responsible for what, by when.

But here’s the twist—you need a JTBD for your career, too.

Think about it. Starting a new role is essentially a project, one that involves lots of moving parts. You have to wriggle into an existing structure, fit into a new environment, and hit targets—most of which won’t be perfectly clear on day one. You need to make sense of the chaos and figure out not just what your job is but how you’ll succeed at it. That’s where a JTBD shines.

Beware of the Honeymoon Phase

Here’s the thing: whenever I’m in conversation with a hiring manager or founder and our ~*vibes match*~, there’s always palpable excitement. You know the feeling. There’s chemistry, a spark, and you start thinking, Hey, we could do something amazing together! It’s the professional equivalent of a honeymoon phase—everything feels exciting, and you’re already imagining the joy of executing brilliant ideas with this person.

But over time, I’ve learned a valuable lesson: never trust that initial rush of excitement. As thrilling as it is, it can cloud your judgment and hide the tough realities of the role. That’s the point at which I know I need to step back, take a breath, and open a fresh document.

That’s when I make my JTBD list.

I start by thinking about how the founder or hiring manager described the role, and I begin breaking it down. What are the main components of the job? What are the key deliverables? But more importantly, I ask myself a critical question:

“What are the gnarly bits of this job that will inevitably bore the hell out of me, but I’ll still have to excel at?”

This one question brings me crashing back to earth. Every job, no matter how exciting it seems at first, has its less glamorous side. For me, it’s things like managing CRMs or handling social media communications—tasks I’m good at but don’t enjoy. But I can’t ignore these elements just because they’re not as fun. They’re essential, and they’ll likely take up a significant portion of the role.

Balancing the Ratios

Once I’ve got that clear-eyed perspective, I start thinking about ratios. I break down the job into different buckets, comparing things I enjoy with things I don’t, and so on. Here are the four key ratios I look at:

1. Things I enjoy : Things I don’t enjoy

2. Things that will be a priority : Things I enjoy

3. Things that will be a priority : Things I don’t enjoy

4. Things that lean into my existing skills : Things I will need to develop new skills for

These ratios are my grounding mechanism. They stop me from getting lost in the honeymoon phase and help me assess whether this role is truly a good fit. If I find that the balance isn’t where I want it to be—if the job involves too many things I don’t enjoy or too many things I’m not great at—I know it’s probably not the right opportunity for me. That’s when I take a deep breath and politely say, “Thanks for your consideration, but at this point, this role doesn’t align with my future goals.”

And trust me, this is easier said than done. Walking away from an exciting opportunity, especially when there’s great chemistry, is hard. But it’s essential.

The JTBD Conversation

On the flip side, if the ratios do balance out—if the job feels aligned with both my skills and my future goals—I take the next step. I share my JTBD with the hiring manager or founder and set up a call. I walk them through the document, talking through my expectations of what the role will involve and how I’d like to allocate my time. It’s an honest conversation about how I envision success in the role.

My rule of thumb here is simple: if we’re in about 80% alignment on how the role will shape up and how I’ll approach it, it’s worth continuing the conversation. If not, I step back again and say, “Thank you for your consideration, but this isn’t the right fit for me.” It’s not about burning bridges; it’s about finding the right opportunity where I can truly thrive.

The Discipline of JTBD

Now, I know what you’re thinking: This sounds like a ton of work for every new opportunity that comes my way. And yes, at first, it is a lot of work. When I first started doing JTBDs for new roles, the process took me nearly a month. But with practice, it gets faster. Now, it takes me about three hours to map out a JTBD for any potential role.

Here’s the beautiful thing about this discipline: it allows you to have more meaningful conversations. You walk into every discussion with a clear sense of what you want, what you’re good at, and where you can add value. And that confidence translates into better opportunities. You’re no longer just a candidate hoping for a role—you’re a professional looking for the right project to apply your talents to.

This process has saved me from burnout, allowed me to avoid roles where I would have been miserable, and, most importantly, it has helped me build a career that I’m proud of.

So, next time you’re considering a new opportunity, ask yourself: What are my Jobs To Be Done?

And if the answer doesn’t feel right, don’t be afraid to walk away.