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Debating My Greatest Work With My Punk Kid




We’re here today with the proof of numerical caring, which I consider the greatest work I’ve ever done. It’s going to need a better name, but we’ll get to that eventually. We’re going through the first four points on the list today for part one. If you’d like to read the first four points of Pasquale’s proof, here they are…

To read the proof in its entirety, go here.

The Proof of Numerical Caring, that is, caring about a Single Goal isolated as a Number:

1. We must care, each day, whether or not we hit our numerical goal for that day.

2. We must care, each day, about the impact of hitting or missing today’s goal as it relates to the entire week’s numerical goal.

3. We must care about the week’s goal, all the way to the point where we’ll correct our behavior so as to hit it.

4. We must most especially care as the cumulative percent of goal begins to predict failure for the week. This means that…


Here’s an outline of what we talked about, with timestamps so you can skip ahead or rewatch any sections:

1:10-Why your goals must be binary in order to achieve mastery

4:45– The impact that your daily goals have on your weekly goals and vice versa

8:15– Why setting consistent weekly goals is the key, no matter what your numbers are

12:45– The key to bringing a sense of urgency in hitting your weekly goals and how it relates to prolonged success

We’ll be back soon with part two. Until then, if you have any questions feel free to reach out to me by phone or email. I look forward to hearing from you soon.

The Missing Key Revealed




If your work is starting to feel like you’re pushing a rock up a hill only to watch it roll back down, don’t despair. We’ve got a tried-and-true solution to beating the drudgery. But making each and every day feel worthwhile will take hard work and discipline.

Here’s a summary of today’s discussion on this subject with timestamps so that you can skip ahead to any part that particularly interests you.

1:10– How we build our database and produce these videos, and how you can, too.

2:43– Why does daily drudgery happen?

4:09– The solution to getting rid of daily drudgery.

5:45– How to refine your focus.

8:12– How to make meaning and develop daily goals.

The numbers couldn’t be simpler. Each day represents 20% of the week’s available time for effort toward the goal. While you’d think that anyone could do the math, that’s not an accurate assumption. So…

First, here’s an example:

Monday: 4
Tuesday: 4
Wednesday: 4
Thursday: 4
Friday: 4
Week: 20

Second example, in actual percentages:

Monday: 20%
Tuesday: 20%
Wednesday: 20%
Thursday: 20%
Friday: 20%
Week: 100%

Third example, getting ahead of the curve – or – BUFFERING!

Monday: 30%
Tuesday: 30%
Wednesday: 20%
Thursday: 20%
Friday: 0%
Week: 100%

11:25– How can you be sure that daily and weekly goals will make a difference?

13:51– The importance of caring.

There is, however, something very strange that arises from these simple numbers. The topic is caring. The question is, how does one care about a number? And the required solution takes the form of the following proof. What is a proof, and who cares anyway? No matter, and no worries. What follows is a proof and you should care. So there…

The Proof of Numerical Caring, that is, caring about a Single Goal isolated as a Number:

1. We must care, each day, whether or not we hit our numerical goal for that day.

2. We must care, each day, about the impact of hitting or missing today’s goal as it relates to the entire week’s numerical goal.

3. We must care about the week’s goal, all the way to the point where we’ll correct our behavior so as to hit it.

4. We must most especially care as the cumulative percent of goal begins to predict failure for the week. This means that…

5. As one day’s failure is followed by another, we must care more, and work more to correct so that the week’s goal can be hit.

All of which leads to three other forms of caring…

6. We must care about the force, effectiveness, intelligence, accuracy, proficiency and practice of planning, and learn how to enhance our planning during any given week, as our percentages fall off, so as to correct for them. And…

7. We must care about the intensity, the rising intensity of our dedication, commitment, focus, sacrifice, endeavor and just plain hard work, harder and harder work, until we learn how to hit our daily goals as a steady floor and not randomly.

8. The word for this is…FLOOR. Our weekly goal must become a floor, a floor beneath which we do not drop. Ever. If you learn how to do that, no one will ever be able to accuse you of NOT caring! Least of all…YOURSELF.


16:45– How to approach the marketing side of things.

18:15– Making job order leads a real connection.

18:28– Defining a successful day.

19:30– How to plan using a daily percent of a weekly goal.

21:17– Staying invested and motivated to beat daily drudgery.

If you have any other questions or would like more information, feel free to give me a call or send me an email. I look forward to hearing from you soon.

Good News—You’re the Problem. Repair the Bond With Your Recruiter




As a manager, the bond you have with your recruiter is extremely important. So what happens if they miss their targets consistently, don’t seem to care, or become frustrated because they don’t know how to get to the next level? You may even be frustrated because you don’t know how to connect with them or help them.

When this happens, the bond is broken. The good news is that you’re the problem. There are three key elements that you need to know in order to understand the bond, repair it, and use it to move your whole team forward.

You can watch our full conversation above, but here are a few highlights of what we talked about so you can jump to whichever part interests you most if you so choose.

3:00 The three key elements of the bond are the knowledge in your head, your emotions, and your identity.
6:00 To bond on the knowledge level, set up accountability. To bond on the emotional level, set up an agreement.
12:00 The biggest mistake (and the most common reason why bonds break down) is to make accountability negative. Why recognizing the positive is so important.
15:00 Identity—why a resilient ego succeeds.
20:00 How do you dream for someone else? Creating a dream for your employees.
25:00 Assessing and repairing the bond.

If you have any questions for us about this topic or anything else related to your career, give us a call or send us an email. We would love to hear from you soon.

Where to Turn on the Road Map to Leadership




We have developed a road map that will tell you where you are, where you want to go, and what you want to do right now. It involves carefully looking at four sequential steps and determining how they fit into your practice.

Implementing each of these steps is essential in taking charge of your leadership and of your career. You can watch our full conversation above, but here are timestamps of what we talked about so you can jump ahead to the part that most interests you if you so choose.

1:00 The signs and symptoms of someone who hasn’t yet taken charge of their leadership.
3:30 The four sequential steps to take to turn things around.
7:30 Practice doesn’t make perfect, perfect practice makes perfect. How can we ensure we’re practicing the right way?
10:30 The difference between leading others and being self-led.
14:00 A walkthrough of the process of using this road map with an employee.

If you have any questions for us about this topic or anything else related to your career, give us a call or send us an email. We would love to hear from you soon.

Breaking Down the 7 Fundamentals of Recruiting




No matter what you do, the fundamentals are the most critical aspect of your endeavor. Even the best people in their profession go back to the fundamentals when they get into a rut. That’s how they got to the top in the first place—the fundamentals.

What are the fundamentals of recruiting? They can be broken down into a list of seven skills, and this is as strong of a set of fundamentals to reflect the reality of recruiting that you will find anywhere:

1. Plan your contacts. I mention this first because it’s the most important of all the fundamentals. You can’t succeed in any kind of recruiting practice without planning, and the key to planning is knowing who you will speak to.

2. Connect with managers and candidates. By connect, you can reach out and leave a voicemail message, but you don’t really need to get a callback. That’s wonderful if you do get one, but the purpose is to initiate an actual connection, which is the true fundamental here. Don’t just talk to managers, either—candidates are just as important as a source of information as managers. A manager can be your very best candidate depending on what level they’re managing at and what kinds of openings you’re searching for. You should have two objectives for each call—to drive toward a candidate to send in on a job order or opening and/or speak with a manager to make introductions and get send-outs.

3. Find openings. Once you connect with managers and candidates, the ability to find openings is where this process turns from a warm conversation into an act of business. Finding openings gives you tremendous tactical power for the next fundamental on this list.

4. Find qualified talent. This is what we sell more than anything else. The previous three fundamentals are essential to our practice, but when we’re pitching our service, it’s our ability to find qualified talent that is the greatest value we provide. On a fundamental level, you need to be able to find more qualified talent in a rapid, effective, and profitable manner for your clients better than they can on their own.

“No matter what you do, the fundamentals are the most critical aspect of your endeavor.”

5. Complete introductions. I like the word ‘complete’ in this context for two different reasons. First, you want to ‘complete’ as many introductions as necessary to fill any search. I also like the word in a descriptive manner—to make an introduction, you need to do it ‘completely.’

6. Nurture negotiations. The moment the introduction is completed and the hiring manager and the candidate agree to meet each other, that’s when the negotiation commences. You shouldn’t have “being pushy” as part of your fundamental skill set, and you don’t want to force a negotiation. You want your negotiations to have plenty of room—or what I call slack—so you’re not disappointing expectations and you’re drawing people together.

7. Drive decisions. Decisions aren’t just one of the fundamentals of our skill level—they’re the very purpose of what we do. We strive to make better decisions for people than they could have on their own. All companies have some form of internal recruiting ability, but they don’t make the decisions. The best decisions come from a process. We have a panoramic view of the market and the competitive space from which managers and candidates come from, and we drive the best hiring decisions for them that are possible. That’s the basis of our industry.

When you look at this list, it might seem a bit daunting or overwhelming at first, but don’t think of it that way. You can break this process down into each one of the skills we’ve listed, and focusing and working intensely on just one will naturally lead you to the next one. From the rookies to the best performers in our industry, anybody can look to this list to improve their service. I personally couldn’t be more excited about having it.

If you have any questions or find yourself in a rut, feel free to reach out to us. We’re here to help.

So How Much Untapped Success Do You Have in You?




Do you have more potential as a recruiter? It’s a question you may have asked yourself if you seem to have hit a wall in your production. A lot of people have doubts about being able to do more, achieve more, and succeed more, so it’s nothing to feel bad about. In fact, that’s absolutely the right question you need to ask. When looking at your future, it’s the best way to get you started on a path forward.

Whether you can do more in your business comes down to quantity vs. quality. When talking about quantity, it’s all about investing time and effort. If you’re not investing enough of either one of them into your work, you’re not going to be focused throughout the day. That person has tremendous potential, they just haven’t realized it yet. Once they learn their power, they are going to explode.

To get to that point, however, you need to learn how to engage in better planning, engage in more focus while working, and work harder while you’re working. If you discover your day is going by, you’re bored, daydreaming, and making unimportant phone calls, you aren’t working hard enough to realize your potential. Correcting behaviors like this and replacing them with better ones will help you realize your potential.

“If you can give more, you can get more.”

Once you start investing more effort, it will fuel you forward to invest even more of it. When you see yourself focused and working hard throughout the day, you will increase your performance and productivity tremendously and will be able to reach your potential.

When it comes to quality, there are a few myths we need to address. The worst one is justifying low effort with the argument of quality over quantity; the thought that maybe you don’t have to make as many phone calls because you got lucky and made a few connections. It’s a real destroyer of potential.

The people that get lucky with job orders and don’t put in the effort rarely hit their job order goals. The correlation of high quality (which is actually luck) and low effort will skew your perspective and could really come back to bite you. High effort leads to a different base, or a higher floor if you will. With high effort, you gain much more experience by having to have so many different conversations. After a while, you will begin to understand why some deals happened and some didn’t. This type of learning will help you understand what real quality is, down to a formula. Once you have that skill, your knowledge will explode and so will your business.

Very few of us have low potential. Someone with low or no potential has an unwillingness to work harder and is content with a low amount of effort. After a certain point in this business, an exhaustion or spiritual weakening may start to set in, but you’ve got to push through. Better effort, better planning, better execution, and better learning will lead to a better business and a better life.

If you have any questions for us about how you can realize your potential, give us a call or send us an email. We look forward to hearing from you soon.

I Have Dirt on Mike Gionta



Click here for the summit:


Do You Know Where You Stand on the Recruiting Success Spectrum?




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.

The Goldilocks Principle: Part 6



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 Goldilocks Principle: Part 5



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!