It is a deeply ingrained aspect of human nature to be instinctively drawn toward the most enticing or immediately gratifying option within reach—the proverbial shiny object that seems to promise opportunity or progress. Yet, according to Monday.com’s Chief Marketing Officer, Harris Beber, exercising patience and discernment before hastily accepting the first job offer that presents itself is not just wise but essential for long-term professional fulfillment. Beber, whose career has spanned some of the most influential organizations in the global technology and marketing landscape, including tenures as CMO of Vimeo, Global CMO of Google Workspace, and leadership positions at Amazon, has developed a nuanced understanding of when and why career changes should occur. Having navigated multiple transitions himself, he emphasizes that shifting roles can indeed be the right decision—particularly when the work environment or the substance of the role ceases to provide personal satisfaction or intellectual engagement.
In a prior interview with *Business Insider*, Beber reflected on periods in his career when, despite performing exceptionally well and achieving objective success, he experienced a persistent sense of disconnection and dissatisfaction. This paradox, he explained, underscores a critical truth: professional achievement without personal meaning is unsustainable. Over time, that emotional detachment inevitably manifests in declining motivation and deteriorating performance. “Eventually your work will suffer, your performance will suffer, and it doesn’t end well for anyone,” Beber once stated, articulating the delicate relationship between passion, engagement, and effectiveness.
To prevent reaching the point where frustration or burnout dictates his decisions, Beber has developed a deliberate and strategic approach to career planning. Rather than acting out of necessity, he aims to anticipate transitions well in advance, taking the time to map out his next professional move with clarity. At the heart of this process lies self-awareness—specifically, defining one’s personal criteria for what success truly means in a role. Beber advises professionals to pause and ask themselves a series of grounding questions: *What genuinely matters to me? What aspects of a job are absolute non‑negotiables?* By articulating these answers and examining them objectively, one can evaluate new opportunities not through the lens of emotional impulse but against a structured framework of clearly defined priorities. He argues that such conscious measurement “provides something objective” against which each offer can be assessed—a safeguard against the tendency to convince oneself that a shiny new opportunity must be perfect simply because it appears attractive in the moment.
Beber encapsulates his method for evaluating potential roles through what he calls the “three P’s”: people, product, and position. Each serves as a fundamental dimension of job satisfaction and alignment. Beginning with *people*, he emphasizes the profound impact that colleagues and leaders have on one’s day‑to‑day professional experience. Work, at its core, is a human endeavor, and the interpersonal atmosphere shapes both morale and productivity. For Beber, evaluating fit starts with an honest appraisal of the individuals one will work with: *Are these people whose values, ethics, and temperament complement my own?* As he candidly notes, “It’s not easy to get up every day and work with people you don’t like or who don’t treat others well.” His insight is drawn from experience—Beber recalls a past position in which he reported to a particularly difficult leader who relied on intimidation, frequently shouted at subordinates, and fostered a culture of excessive pressure. That environment, he admits, was corrosive to morale, and it left a lasting impression on how he assesses leadership teams. It was, he concluded, the type of workplace he would never willingly return to. Beyond simple congeniality, he also considers whether his future teammates possess complementary skills that create synergy, enabling collaboration that elevates everyone’s performance rather than breeding friction or redundancy.
Moving to the second P—*product*—Beber urges marketers and professionals alike to ensure genuine enthusiasm for and understanding of what they are promoting. In his view, authenticity cannot be faked indefinitely: to inspire customers, one must first feel inspired by the product itself. This means asking introspective questions such as: *Do I believe in this offering? Does it excite me? Do I care about the customer’s experience with it?* Without that connection, Beber suggests, one risks feeling disconnected from their work and unable to convey genuine passion to others. He openly recounts a personal misstep in this regard—accepting a position at a sports technology startup. Although he admired and respected the people there, he quickly realized he was not organically aligned with the company’s mission because, as he put it, he simply was “not a sports person.” His inability to relate to the product translated into a lack of fulfillment, illustrating how even strong interpersonal dynamics cannot compensate for a fundamental lack of alignment with what the company produces or stands for.
The final P—*position*—pertains to the alignment between the individual’s skills and aspirations and the strategic needs of the organization. Beber stresses that true job satisfaction arises when one’s unique expertise and passions intersect meaningfully with the company’s objectives. Before accepting a new role, he asks himself, *Is this what I am exceptional at? Does this organization genuinely need what I bring to the table?* When that alignment exists, he explains, both the employee and the company thrive in tandem, generating mutual value and satisfaction. Conversely, if the role’s expectations or scope diverge too far from one’s strengths, frustration eventually follows.
Reflecting on his broader career, Beber observes that the times he has felt most fulfilled and professionally alive have been those when all three dimensions—the people, the product, and the position—aligned seamlessly. He cautions, however, that professionals are often remarkably adept at persuading themselves that an opportunity is ideal, especially when flattered by recruiters or motivated by external rewards like salary or prestige. This is why, he insists, maintaining an objective measure rooted in one’s core principles is critical. Recruiters and hiring managers will naturally emphasize every reason why a candidate appears perfect for the role and why the future will be bright. Yet, as Beber wisely notes, reality rarely mirrors the initial pitch entirely. New roles often reveal hidden complexities, evolving expectations, or cultural nuances that only become evident with time. His advice, therefore, is both pragmatic and reflective: by knowing precisely what you value—by mapping your three P’s—every professional decision can become less about chasing the next shiny thing and more about intentionally building a career defined by meaning, alignment, and sustainable fulfillment.
Sourse: https://www.businessinsider.com/cmo-monday-assess-people-product-position-new-roles-2025-1
