PDF Summary:Be the Unicorn, by William Vanderbloemen

The job market has changed dramatically in recent years. The pandemic prompted workers to reconsider what they want from their careers, while AI continues to reshape which skills employers value most. In this environment, standing out requires more than technical ability—it requires becoming what William Vanderbloemen calls a "unicorn."

In Be the Unicorn, Vanderbloemen identifies the qualities that make certain professionals exceptional in the eyes of hiring managers. You'll learn what drives the current demand for standout employees, discover the traits that distinguish unicorns from average workers, and find out how to develop a purpose-driven approach to your career. This guide offers practical advice for aligning your personal mission with your professional life and becoming the type of employee every organization wants to hire.

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To increase your likability, Vanderbloemen advises being an improved version of yourself. For preparation, conduct research. For agility, be positive, adaptable, and good at problem-solving. Lastly, to demonstrate self-awareness, know your abilities and limitations, and welcome feedback.

The Downside of Likability and Agility

While these qualities are generally positive, they can have downsides. For example, in The Managed Heart, Arlie Russell Hochschild discusses how emotional labor—managing your emotions to meet job requirements—can lead to emotional exhaustion and burnout. Hochschild explains that when you constantly prioritize likability and agility, you may feel disconnected from your true feelings and become chronically tired. This happens because you’re always trying to meet others’ expectations, which can make you feel like you’re using up your emotional energy just to get by.

Defining the Unique Individual and Their Origins

Vanderbloemen defines unicorns as exceptional people who distinguish themselves from others. They possess a special energy that illuminates their surroundings and makes them appear bound for success.

(Shortform note: In Quiet, Susan Cain argues that in many East Asian cultures and in a wide range of workplaces, the ideal person is not the loudest voice in the room but the one who is calm, modest, and deeply conscientious. In these environments, the individuals who listen carefully, think before they speak, and pursue their work with quiet persistence are often seen as the strongest contributors and the most promising leaders.)

The Twelve Unicorn Traits

Vanderbloemen asserts that unicorns are motivated by purpose. They know what drives them and have a clear mission and vision that guides their decisions and actions. They seek out jobs that match their aims, benefiting both them and their employer. Consequently, they’re more engaged, loyal, and willing to recommend their company to others. They’re also more effective in their work and feel more fulfilled in their lives.

To become guided by purpose, Vanderbloemen suggests discovering your purpose and looking for a work environment that matches it.

(Shortform note: While being motivated by purpose can be beneficial, it can also be harmful in certain contexts. For example, in economies where precarious work is common, the pressure to find purpose in work can clash with the need to survive. This can lead to increased stress and dissatisfaction, as people feel they’re failing to find meaning in jobs that are primarily about making ends meet. In such situations, the pursuit of purpose can become a source of frustration rather than fulfillment.)

Here, we'll explore the principles and uses of unicorn characteristics.

The Principles & Applications of Unicorn Traits

Vanderbloemen emphasizes that unicorns have a clear understanding of their purpose. They know what motivates them and make their purpose a priority in their thoughts. This enables them to make better decisions, manage their time, and communicate more clearly. It additionally helps them become more resilient and satisfied with their work. By having a purpose, they’re more effective and have an increased chance of helping others. To create a workplace centered around purpose, Vanderbloemen advises being clear about your objectives, grasping your own and your team's sources of motivation, and recognizing when you observe team members embodying the purpose.

(Shortform note: Vanderbloemen’s advice to have a clear understanding of your purpose and make it a priority in your thoughts is effective because it conditions your brain to prioritize your purpose. When you repeatedly think about your purpose, your brain’s motivational system becomes more attuned to it. This means your brain will automatically direct your attention, emotions, and efforts toward activities and goals that align with your purpose. This automatic prioritization helps you stay focused, make better decisions, and maintain motivation, even when faced with challenges.)

To be more purpose-driven, gain enough self-awareness to recognize what excites and intrigues you. If you're unsure of your purpose, seek guidance from your leaders and find someone who exemplifies living a purpose-driven life. Ask yourself why you do what you do, and if you can’t answer the question, you shouldn’t be doing it. Once you know your purpose, keep it at the top of your thoughts, reduce it to a few words, and remind yourself of it regularly.

Purpose-Driven Work Is a Privilege

William Vanderbloemen’s advice to become more purpose-driven by focusing on what excites and intrigues you may not be applicable to everyone. In The Psychology of Working, David L. Blustein argues that for many people, work is primarily about survival, not self-actualization. He explains that many workers face severely constrained options due to social class, discrimination, and labor-market structures. For these individuals, the question “Why do you do what you do?” may have a simple answer: to put food on the table. Telling them they shouldn’t be doing something if they can’t articulate a purpose beyond survival may be unrealistic and even harmful.