On a crisp morning, a young man entered an office, eyes glued to his phone. He didn’t acknowledge the three customers or his four colleagues in the room. He went straight to his desk, turned on his laptop, and began working. Moments later, the firm’s owner, an older man in his early 70s but in great shape, walked in. He greeted everyone warmly, even reaching out to squeeze my shoulder and say, “Good to see you again.” This was the rental office for my apartment, and I was there to renew my lease. The young man was his son, destined to inherit the business one day. The older man, a wealthy patriarch with properties all over Dubai, demonstrated the importance of personal connections. His son, however, seemed to have a lot to learn.
This scene made me ponder the dynamics of people and relationships. My father always said you could learn a lot by observing quietly. My apartment is in a historic part of Dubai, across from a building housing airline stewards. Despite living and working together, they rarely spoke to each other. I shared this observation with a senior airline executive, who admitted that employee engagement was low. This revelation was a “bingo” moment for me.
The secret to success lies in people, not just strategy. If you get the “people thing” right, no challenge is insurmountable. Many leaders have learned the hard way that neglecting their people leads to organizational failure. All the time spent on strategy is wasted if talent isn’t part of the process. Are we developing a culture that values employees as much as customers? A friend, a CEO of a major hospital in Dubai, once told me his role was to “take care of the people who take care of the people.” This simple yet profound principle can transform any organization.
Empathy, authenticity, and consistency are the secret sauce. Without these, both employees and customers lose their sense of value. The young man in my story eventually engaged with me as a client but never acknowledged his coworkers. This likely happens daily. In contrast, the older man understood the importance of taking care of his people. He greeted everyone, setting an example that can’t be taught in a leadership class. It’s about mastering the basics and building from there. Know your people, respect them, and the customer experience will naturally improve.
In today’s job market, especially with recent layoffs from companies like Meta, many talented individuals are searching for work. Early career professionals face a tough landscape. The key to standing out is to identify what makes you unique—your “special sauce.” Your CV and portfolio should highlight this distinctiveness to attract better job opportunities.
Most portfolios are generic, filled with buzzwords but lacking personality. Recruiters and hiring managers don’t have time to dig through generic profiles. You need to make your unique value proposition clear from the start. Your “special sauce” should reflect your experiences, passions, and interests. It should be something that sets you apart from others in your field.
For example, a UX designer with a background in architectural drafting has a unique perspective on how physical and digital spaces interact. A researcher who has volunteered for youth empowerment organizations can offer valuable insights into engaging underserved communities. These unique qualities should be evident in your portfolio and CV.
Many people fear identifying their “special sauce” because they worry about their lack of experience, changing their minds, or not being attractive to employers. However, your special sauce will evolve with your career. It’s not a lifelong commitment but a way to make yourself more marketable. Even if companies don’t want your specific sauce, it gives them an anchor to understand you better.
Your portfolio should be organized around your special sauce. Instead of listing projects, nest them under themes that reflect your unique value. This makes it easier for recruiters to see what sets you apart. Your CV should also highlight your special sauce, even if it’s just in the opening sentences and the way you describe your work experience.
This approach works because it makes you stand out, appeals specifically to roles related to your sauce, and demonstrates your ability to sell ideas. However, avoid overstating your experience, boxing yourself in, or abandoning traditional templates. Your special sauce should be a balance of real and aspirational qualities that make you unique.
In the end, the secret sauce is about people. Whether it’s in a business setting or a job search, understanding and valuing people is the key to success. The older man in the rental office knew this, and it’s a lesson we can all learn from. Take care of your people, and everything else will fall into place.
