Where do you currently stand on the Recruiting Success Spectrum?
As we all know, recruiting is an industry with very few standardized models or definitions. It’s easy to feel like you’re flailing about trying to figure out everything from scratch. Many recruiters feel as though they’re not even on a path, let alone know where they are on it.
Well, there is a path, and every recruiter I’ve met over the past 25 years has clearly fallen somewhere on it, often without knowing where they were. Here’s how the Recruiting Success Spectrum works.
It starts with the Rookie Recruiter billing less than $100,000 per year. While rookies are still learning the fundamentals of our profession, some break through the six-figure barrier rapidly, either through great training and hard work or because they get lucky. This tier also includes experienced recruiters who are struggling, aptly named “strugglers.” There’s no shame in being a struggler. If you are one, then what you’re probably struggling the most with is lousy training and faulty thinking about what recruiting is. There’s a great deal of bad training and misinformation out there.
The Executive Recruiter tier consists of those billing between $100,000 and $200,000 per year. In order to reach this tier, your training wasn’t bad (or you’ve overcome it), you’ve built a network within your DIG (discipline, industry, geography), and you’ve invested the effort to internalize the fundamentals. Executive Recruiters have a strong understanding of the tactics of recruiting but are often stuck in the transactional “take a job order, fill a job order” cycle. While they’re not worried too much about paying their bills, they do suffer with the recruiting roller coaster of ups and down in their billings.
Knowing where you’re at on the mountain makes it easier to climb.
The Talent Broker tier consists of those billing between $300,000 and $400,000 per year. Talent Brokers have taken recruiting to the next level, and they understand the art and science of key account development.
The Power Broker tier is the apex of recruiting mastery, where the upper echelon of recruiters bill beyond $400,000 per year, some of whom have even passed the seven-figure mark without hiring a single employee.
The recruiting success spectrum is like the various campsites on Mount Everest. You can’t see the mountain while you’re climbing it, so it’s very helpful to know where you’re at and how far from the next campsite you are. You can then figure out how to get there and know when you’ve arrived.
If you have any questions, give me a call or send me an email. I’d be happy to help you.
How can you add value to yourself and every type of client you speak with? In our final installment of The Goldilocks Principle we’ll discuss the bigger picture, strategy, and self-discipline required in building this value for yourself and others.
With the “too soft” and “too nice” person, what value can you offer them? Coming to understand that there is a function of leadership and that that function is best indicated by how they hire is how you bring value. If that person is open minded, and you’re a little bit tougher than that person, you might be amazed at how many of them could become good clients if you have that kind of honesty. You really have to remember to soften yourself without sounding insincere when dealing with people like that.
The key is making sure you have a strategic plan to provide value, then you’ll never be bored.
The “too mean” people need you to back them down. These people might know that they are not the best leaders or hold on to negative relationships and performance, so they need someone with your objectivity to steer them in the right direction. They need to know that they can be who they are around you, and that you will not back down. This can also lead to placement opportunities which is key.
With the “just right” manager, you’ll provide value based on performance. Really focus on the performances of the individuals, not just the overall team performance. Not only do you have the ability to see who should go and who should stay, you have an understanding of your market space. This means you and only you can go hot or cold, be nice or mean, whenever needed while still maintaining a serious business relationship. That is the foundation for building long lasting relationships, or what I call key accounts and the way you achieve power broker status.
They key is making sure you have a strategic plan to provide value no matter who you are talking to or what situation you find yourself in. If you follow through on adding value, you will never be bored and you will be proud of yourself.
If you have any questions, give me a call or send me an email. I’d be happy to help you.
The ‘too cold, too hot, just right’ principle also applies to your sales calls to hiring managers. We have to be strategic in thinking about the company they work for, the department, and its performance. When we use the Goldilocks Principle for your recruiting calls, it’s the career benefit that the potential candidate gets from the encounter with you. With a sales call, there has to be a value that you create for the entity.
You have to be able to map out all the companies in the universe of your specialty so that the more you get to know about them, the more powerful you move through your industry. Even if you’re not going to make a placement with this company, you’re on a need to know basis. When you call and get to know someone in a sales endeavor, the strategic value is the positioning you have in the market space as somebody who really knows what’s going on. This relates directly to the universe of candidates that we call your strategic talent farm. You need to have a strategic marketplace.
When you make those calls, you still have the same kind of structure, it will just work out in a slightly different manner. In this case, the one I like this most is, ‘too nice, too mean, or just right.’
From my point of view, you can know before you even make a call. Many companies have employees they should fire—they are always carrying a talent load that is actually destructive, be it to the bottom line, to company/division morale, or leadership. It’s impossible for there not to be, because people are simply nice. Not to mention laws and modern cultural values.
The ‘too nice’ people never fire anyone and, worse than that, they always accept excuses. They feel guilty or passive, and they don’t move the company forward. Understand that in talking to the ‘too nice’ people doesn’t offer a high probability of selling. You can present value, but you shouldn’t think of them as a good prospect for you.
With the ‘too mean’ people, if they’re too mean to you, you won’t get anywhere. The ‘too mean’ managers often know they’re too aggressive, have too much anger, or are too pushy. They know that somewhere inside themselves, that’s not good leadership. Their firm is limited by this fact, and they know it. Learning how to build the right relationship between them and their talent and making them a little bit nicer is fantastic, and the best place this can happen is in the recruitment process. Here, they can learn to build a relationship on a proper basis.
Then, we have the ‘just right’ manager who cares about the performance of the firm, isn’t too nice, and has probably fired people at some point in time. They’re not too mean but are able to be aggressive and allow a little bit of anger where it’s needed to move the company forward. His or her real commitment, though, is the performance and the cultural value that they’re leading.
‘Just right’ managers care about performance, but aren’t afraid to fire someone.
When they discover that you have a strategic vision of their industry and that you’re interested in the actual performance rather than just closing a placement, they will open up to you and bond with you in the most powerful manner. Not only will this lead to good placement and excellent tactics, these are the people who will build your key accounts.
Stay tuned for part six of our video series on the Goldilocks Principle. If you have any questions in the meantime, don’t hesitate to give me a call or send me an email. I’d be happy to help in any way that I can!
Today I’ll go over part four of the Goldilocks principle: What’s in it for you?
Last time, we covered the three conditions a candidate can be in when you call them: too soon, too long, or just right. We went over how you can provide value to them, but what’s in it for you?
The most hated term throughout our entire industry is “career counseling.” If you’re wasting time doing that, how are you ever going to make a placement?
Let’s go back to the strategic decision. Any help that you give to an individual who you may place at any time is more than an investment in the future; it’s the most significant and highly leveraged part of the numbers side of our business.
You need to help a large enough number of people so that some of the ones who are exactly right for the positions you represent will actually make the move. You have to work through what those numbers are. If you look at the trajectory and consider that you might place a person in a few years, the same perspective works with anyone you speak to at any given moment. There has to be a significant portion of people that are “just right” to move that bond with you.
When you talk to someone who is “too soon to move,” let them know that they’re being a little jumpy and that moving won’t be the best thing for them. Ask them what they want to accomplish. What skills do they want to learn? What do they want to add to their resume? Check in with them in about six months. You will find them the exact right moment to move.
Each candidate can help you in turn also.
Not only are you providing an incredible value to them, you are also building your strategic talent farm. By building a loyal relationship with the “too soon” candidate, you will provide value to their hiring company while building your future business at the same time.
What about the “too long” candidate? What do they have to offer? Well, they have extraordinary knowledge about the company they are working for. They know its strengths, weaknesses, and all of the internal politics. These people are your coaches. They can tell you everything you need to know to determine whether this company is a source for talent or a prospect for your talent.
The “too long” candidate can make wise, leveraged introductions for you. You can figure out who the best people to work with are and how to best approach them. You do have to be realistic with the “too long” candidate. Keep in mind that some of them may be able to give you this type of relationship. However, you can give them a pleasant, meaningful conversation and a dose of realism. In return, they will draw you a map of the company itself.
Now, what’s in it for you when it comes to the “just right” candidate? You have real talent that you can take into the market!
Knowing that you always give value in every single encounter, you will build the best possible relationship upon which to complete a replacement rapidly.
Next time, I’ll go over part five of the Goldilocks principle. In the meantime, if you have any questions, just give me a call or send me an email. I would be happy to help you!
Part of the Goldilocks Principle is the mode of value. In part 2 of my Goldilocks series we discussed making a strategic decision about which people to call. Once you make those calls, you have already decided who you serve; now you’re in an extraordinary position to give value to every one of those people.
When you call someone, they will be in one of three positions: they have not been at their company long enough to leave; they have been at the company so long that they do not have any market value; or they are just right. This is what we will explore today in Part 3.
The “just right” candidate has been at the company long enough to prove that they are not a job hopper. However, during their time at the company, they have also built their skills and added accomplishments to their resume. Not only that, it is also time for them to move onto the next point in their career. You will be able to really pitch this person in the marketplace.
You can help them make the best possible decision for their career.
In each of these three cases, there is value that you can add to them. First, you need to think about how few people there are that can help these people make that decision to change jobs. Their spouses are often sick of hearing about work, and pulling away from family time to focus on career choices is difficult for many people. Even if they are getting advice from a rich uncle, family members cannot be objective about what’s going on in the market, so those conversations often don’t go well.
Some people are ready to leave their current jobs right away when that is actually the worst decision for them career-wise. A recruiter who knows the market and understands the objective realities can tell this person, “You haven’t been there long enough to make a career change.” Or, you could tell them, “You have been there too long without getting a promotion, learning a new skill, or earning a new qualification.”
When you talk to the “just right” person, this is where your value is at its absolute best. This person is often ready to go but hasn’t thought about where they’re going to move, what the market looks like, and what opportunities or obstacles they may face. When you meet someone who is “just right,” that is a very high-value conversation for you to have. You can help them make the decision to make a career move that is better than the move they would have made on their own.
If you have any questions, please feel free to reach out to me. I would be happy to help you!
Welcome to part two of my series on The Goldilocks Principle. In the last video, I introduced this concept by explaining how the theme of a certain beloved fairytale can apply to all walks of life—especially the business of recruiting. That is to say, as a recruiter, you can’t fall into the trap of being too picky about your clients and whether they’re “too hot,” “too cold,” or “just right.”
Today, we’re expanding on this idea and shifting our focus to figuring out how you can provide extraordinary value to every single person that you call. The value that you have to offer is extraordinary to every single person on your list if, and only if, you made a strategic decision. What would be a strategic decision?
In this case, you’re going to do everything in your power to build a database of people where, if you spoke to them today and they’re not interested in the job you’re offering or aren’t available to move, you will still be able be able to know them, reach out to them, and place them sometime in the future. This doesn’t mean that you will, and in the vast majority of cases, you won’t. The strategic decision comes down to who you call. If who you call doesn not fit within your vision of what placements you can make, then you haven’t made a strategic decision.
Make a strategic decision.
What happens for most people is that they just work against their job opening. The recruiting calls are not based on what I call “building a strategic talent farm and tending it.” Without that, our Goldilocks Principle will not be able to help you. In fact, the very idea of giving value to everyone that you speak to cannot work if you don’t make this strategic decision.
Stay tuned for part three of my series on The Goldilocks Principle. If you have any questions about what I’ve talked about today, please feel free to give me a call or shoot me an email. I’d be happy to help!
As a recruiter, how can you provide value to every single person you call?
Recruiters spend a lot of time on the phone, and after a while, that phone can feel awfully heavy. Why? Part of it boils down to boredom. I feel that a much bigger and more meaningful reason has to do with being discouraged and not believing that what you’re doing is valuable to yourself and to others.
For example, I recently worked with a client who would put together a recruiting list of roughly 250 people and then sift through the list until he found the 10 best candidates for the search he was performing. He would then call those 10 candidates but ignore the other 240 people on the list.
There are some limiting ideas that drive this mindset. The first and most obvious is the idea of efficiency. My client obviously felt that he only needed to make his calls to the most qualified candidates.
The second idea is that he doesn’t know how to provide value except if the job order he’s working on is not only interesting but also compelling to the candidate he’s going to speak to. While he’s selecting the top 10 and rejecting the other 240, there’s almost an unconscious show of ethics in that he didn’t want to waste their time and he didn’t believe he was providing value to the people who didn’t make it into his top 10.
It’s easy to be discouraged when you don’t feel like you’re providing value.
The answer to this problem begins with something I call “The Goldilocks Principle.” Goldilocks, as you know, is a fairy tale about a little girl that happens upon a bear cabin in the forest and samples three bowls of porridge and three beds until she finds just the right one for a meal and a nap. When Mama Bear, Papa Bear, and Baby Bear return to the cabin, however, she is awakened and then forced to make the beds and make three new bowls of porridge.
The Goldilocks Principle means that in any situation you encounter in life, you can always find something that’s too small, too large, or right in the middle. Metaphorically speaking, something can always be either “too hot,” “too cold,” or “just right.”
Now that we’ve identified the answer to this problem, stay tuned for part two of this series, where I will teach you how to apply The Goldilocks Principle to every recruiting call you make and every marketing call you make.
If you have any questions, please feel free to reach out to me by phone or email. I look forward to helping you in any way I can!
I am thrilled to announce that I’ll be joining forces with Bob Marshall at The Illuminati Think Tank Teleconference!
Bob has invited me to participate in his 39th Illuminati Think Tank Teleconference tomorrow, Wednesday, July 13th, 2016 at 3pm (eastern time), noon (pacific time). After the event, Bob will send a recording of our session to all attendees.
I started serving recruiters in 1993. I believe Bob and I met 10 years later, in 2003. But dating back to 1999, I have always been a big fan of Bob’s two greatest works: “Your Desk as a Manufacturing Plant” & “The Concept of the Inverted Cones.” Bob and I have been on the same page ever since.
When you join us in the teleconference, you’ll discover that both Bob and I work really hard to explain things clearly. We are both creative and patient and are always happy to repeat an explanation until it is understood and you are ready to apply it.
For myself, there is a core ability I bring to the table that is maybe more important than any other, and that is listening. I truly want to know your story. I know how to silence my mind and invest fully into hearing what you are telling me.
The supporting ability I engage is my vision. Back to the past, forward to the future, and then returning into a newly understood present, we will build both new comprehension and new vision together. You’ll be amazed and thrilled.
As to my experience and specialization (although I’m a natural generalist), recruiting firm owners have turned to me as their special counselor for these decades. My first recruiting client hired me six years after I first started coaching small business owners in 1987. My clients seek the results they always imagined possible, but found out of reach. From everyday hassles to profound spiritual challenges and losses of faith in their success, together we master the tactics and strategies of becoming a firm in the top 1% of the field. The success and personal fulfillment that recruiters strive for is as common as the American Dream itself, in all its certified glory. My favorite problems to solve are those that stop you from breaking previous records and rising to new heights.
My clients’ needs go deeper than just a more efficient way to do things. They seek peace of mind, prosperity, and financial security. Successful innovation is what makes this possible and is the reward for our investment.
Recruiting owners need to renew their dream of independence. Rapidly, my clients find themselves rejuvenated and restored, with old dreams rekindled and new dreams drawing into powerful, motivating focus. Our work is often casual, always intimate and sometimes more challenging and demanding than any other aspect of their work life. The rewards are commensurate.
Turning back to Bob’s Illuminati Think Tank, he’s created the very finest treasury of one-hour open recruiter roundtables for coaching and recruiting clients. The discussions are far-ranging, but primarily centered on the recruiting challenges that each of us face in today’s market. Discussions are self-directed by the participants and it’s always exciting to hear the diverse observations from this prestigious group and their invited guests. This group is a select ensemble that can forecast and help guide recruiting success in the years to come. Please come listen, share, and challenge in a welcoming environment that is sure to enrich.
The collective recruiting intelligence of the Illuminati Think Tank far surpasses what any of us could acquire alone and is practical information that you can use today. After each session, you will come away emboldened with new ideas, great techniques, and new resources.
Email Bob@TheMarshallPlan.org to join us for the Illuminati Think Tank Teleconference this Wednesday, July 13th at 3:00 pm Eastern.
I look forward to seeing you all there!
If I were Zeus, I’d be tempted almost beyond my power of self-control to strike Yngwie dead with one of my bolts, for the affront to my Zeus-periority that he plays thusly. Wise, though, from all the times things haven’t worked out well when I attempted such enforcements previously – why oh why must mankind have fire? – I foresee that he would merely rise up from the ashes and with renewed powers wield his post-life air guitar to blow up Olympus itself. So, I’d withhold my bolt and claim…ahem, splutter and divine cough…to be his teacher.