They Rejected Me but Used My Idea
“As an experienced professional in the tech industry, I’ve been navigating the challenges of job hunting later in life. I get that younger recruiters might view me as out of touch, jokingly imagining my cover letters starting with “Greetings from Jurassic Park.” Despite this, I’m determined to continue contributing. I’m a respected angel investor, frequently collaborating with high-level tech executives who value my insights and experience.
Recently, I had a troubling encounter with a well-known tech company. I’m a big fan of their product and noticed they were hiring for a head of events role. In my cover letter, I proposed that beyond the event-related tasks, they could benefit from someone to handle public relations and establish a speaker’s bureau. Unfortunately, they rejected me for the position.
Ten days later, I noticed a new job posting on their website for a “product communications lead.” The role’s description seemed heavily influenced by the ideas I had outlined in my application. While I reached out to express my interest in this new role, I don’t expect a response. I’d really appreciate your perspective on this situation.”
— Anonymous
I completely understand your frustration and share your anger. Honestly, though, I can’t say I’m surprised.
Situations like this crop up all too often, which is why I’ve found it’s usually better to avoid offering free advice or insights to a potential employer unless they specifically ask for it. Whether it’s in a cover letter, an informational meeting, or even a formal interview, I’d suggest focusing on your achievements and how your skills and experience align with the company’s needs. Highlight the value you can bring to the table and the lessons you’ve gained throughout your career. Save any detailed advice for later, ideally in a written memo, and even then, keep it broad. You can hint that you have more to offer as discussions progress.
This isn’t about being evasive—it’s about being strategic. You’ve put in the effort and built your expertise, so there’s no need to give away valuable insights for free. And please don’t take this as criticism or a suggestion that you’ve done anything “wrong.” My goal is to encourage you to protect your competitive edge, especially in an industry that often prioritizes younger candidates. Sometimes, saying less can be more powerful.
The Allure of Revenge
“After leaving my role in marketing communications, I discovered that a colleague removed my name from the publications I created and claimed them as her own. While the copyright legally belongs to the company since the work was done during my employment, I’m concerned about protecting my professional reputation. Should I take any steps to address this situation?”
— Anonymous
What do you mean exactly by “preserve your reputation”? Are you concerned that your colleague’s actions could harm your professional standing? Do you feel that by not being properly credited, your contributions are being overlooked or diminished? Or perhaps that your former employer might undervalue your work as a result?
Let me be clear—I’m not minimizing what your colleague has done. It’s unfair, dishonest, and shows a lack of both professional and personal integrity. That said, based on the information you’ve shared, I don’t see a direct reason for concern about your reputation. Of course, I don’t have all the details. For instance, what does it mean that your colleague “promoted” your work as her own? Was this within the company to supervisors? To external clients or partners? Both? And do you feel you were not given proper credit from the start?
I know I’m asking a lot of questions, but that’s because there’s no one-size-fits-all answer here. However, I can reassure you that from what you’ve described, your reputation is likely intact. Since the copyright belongs to the company, you don’t have the right to ongoing public credit for work done in your previous role. My advice? Don’t dwell on taking action now—or later. Instead, when speaking to new or potential employers, confidently highlight your contributions to those projects.
If you have copies of the marketing publications with your name on them, use them as part of your professional portfolio to showcase your skills and accomplishments. If you don’t, see if you can track some down. As for confronting your former colleague, I’d recommend against it. Not because she doesn’t deserve to be called out—she does—but because it could create unnecessary conflict that won’t benefit you professionally and could even backfire. Focus on moving forward with your achievements in hand and your head held high.
Warning Your Replacement
“After more than 20 years in a small municipal department, I’m preparing to retire. Over the years, I’ve managed over 30 direct reports—some exceptional, others less so. A replacement hasn’t been hired yet, but once they are, I’ve been asked to provide an orientation, which I’m happy to do since I’ll be compensated for my time.
Here’s my dilemma: How much should I disclose about the performance of the less effective employees? Is it even ethical to do so? Throughout my career, I’ve reviewed their work, offered corrections, and suggested improvements, but they often revert to old habits. Since they work in satellite offices, keeping a close eye on their performance has always been a challenge.”
— Anonymous
This is a tricky situation. My initial thought is to encourage you to share your observations about the performance — or lack thereof — of the “subpar employees” you mentioned. It could make your successor’s transition smoother and help them succeed in the role. However, it’s important to approach this delicately. You can provide valuable insights without creating bias or mistrust toward the team.
Here’s a way to handle it thoughtfully: Share that there are areas where certain employees could improve and specify the types of issues to watch out for. This allows your replacement to focus on the work itself rather than starting with preconceived notions about individuals. As they settle into the role, the underperformers will likely stand out on their own, and your comments will serve as helpful context rather than direct accusations.
Focus on discussing broader patterns of issues, like work quality or missed deadlines, framing it as something to monitor rather than naming specific individuals. If your replacement directly asks for names, trust your instincts. The fact that you’re questioning the ethics of identifying them suggests you may feel uncomfortable with doing so—and that’s okay. If it doesn’t sit right with you, don’t do it.
You might also offer to be available for follow-up conversations once they’ve had time to acclimate. After they’ve gotten a clearer picture of the dynamics, you might feel more comfortable sharing additional details if necessary. This approach balances transparency with fairness and helps set your replacement up for success without unnecessarily singling anyone out.