Meritise it — Don’t Manfordise It

Eagerness, whilst nominally an admirable trait in most endeavours, can sometimes hobble the most ardent in their pursuits if proper perspective on potential prospects is ignored.
  In this case, the overeager are not to be confused with the People Pleaser.
  In some instances, it may be more a sign of desperation to fill a much-needed job position, but as in the case of one Mr Mandley, (”I need warm bodies in those seats”), the end result is the same when ‘arguments to a function are not evaluated before the function is called’ (as they say in programming terms) — ‘Warm bodies’ don’t necessarily mean added value.

Manford was an eager sort, and his zeal for his particular enterprise was not to be unappreciated. But in that overeagerness, he would mistake a casual acquaintance’s superficially polite interest in his doings for a verve that matched his own. In other words, he would see a proxy for a future result that is initially unknown, because the computation of its value is yet incomplete — a thunk.
  “I’ll-hire-you-because-you-seem-interested-in-me Syndrome” is quite the unwieldy neologism, so let us refer to this as “Manfordising.”

In the corporate arena, the Orville Corporation’s Interpersonal Psychometric Analytics Team endorse a Confucian meritocratic paradigm in assessing value in potential cohorts, as opposed to blatant sycophantism, shallow credentialism, or the blurred misreading of feigned interest as Promethean dedication.

Meritise it.