Next Level Exchange: 12- Week Meeting Series

Week & Run Time Episode Summary

Week 1 45 min Market Mastery by

Jeff Kaye

This presentation, “Market Mastery”, is Jeff's most requested topic, and is the one of the founding pillars of Kaye/Bassman's success. For over two decades, Jeff has been writing and speaking about the virtues of market mastery and this presentation memorializes the approach, why it matters, why it benefits you and your market, and includes a blueprint for implementation.

Week 2 27 min

Week 3 27 min

Big Biller: Brian Wright

Brian’s personal motto as well as the motto for ELS is “we serve our client’s need by serving our candidate’s needs.” His presentation encompasses a complete roadmap and best practices to becoming extremely successful in executive search.

Week 4 36 min

Critical Control Points by Greg Doersching

In this session, Greg presents his Critical Control Points, which is a set of best practices for the recruiting process. Greg has tracked “problem” calls received over a span of 3 years and for 100 jobs. In this presentation, Greg shares his 9 key areas of the Recruiting Cycle that becomes the Critical Control Points.

Week 5 36 min

Week 6 33 min

Power Planning by Jordan Rayboy

In this presentation, Jordan focuses on planning, and how to become more aware of how you are spending your time. What’s interesting is the fact that Jordan and his team work completely via remote offices. His office is luxury mobile home – so he HAS to have fantastic planning skills. You’ll learn how to plan your time, how to track and measure performance, how to automate research, and much more.

Week 7 27 min

Telephone Mastery by Scott Love

In Scott’s presentation, entitled 17 Tips for Telephone Mastery, you’ll learn how specific verbiage and your overall psychology can impact your calls, tips, tactics and techniques to improve the outcomes of your calls, and how to address the emotional state of calling, specifically call reluctance.

Week 8 33 min

Week 9 33 min Big Biller:

Joel Slenning

In Joel’s presentation, he shares some of his best practices and recruiting concepts including how he maintains a 2 to 1 send out ratio, using the Power of 3, using L.E.R. and the Language Power CDS, and key must-do steps for continued success.

Week 10 27 min

Week 11 30 min

That’s a Great Question by Rob Mosley

In this session entitled, "That's a Great Question", Rob discusses great dialogue. Great dialogue in our business is the cornerstone of our craft. And great dialogue has four distinct elements; Probing, Listening, Responding, and Aligning. Rob will break this down and discuss each of these important skills to better understand how they integrate with each other to form true diagnostic communication with your clients.

Week 12 11 min

The 12-week meeting series is a guide to get you and your team started with how to implement our program into a consistent part of your training process. Longer episodes are broken into 2-week sessions with varying run times all under one hour. For additional information and or questions please contact the Next Level team at (214)556-8000.

Market Mastery

Presenter: Jeff Kaye, CEO – Kaye/Bassman International Jeff Kaye serves in senior leadership roles for Kaye/Bassman International, Next Level Exchange, and Sanford Rose Associates. During his tenure as CEO, Kaye/Bassman International has grown into the largest single-site search firm in the country which achieved annual search revenues in excess of $18 million, won national awards for philanthropy and workplace flexibility, and has been named the #1 “Best Company to Work for in Texas” four consecutive years. He is considered an industry expert and has appeared on CNN, FOX, Bloomberg, and NBC. He is quoted regularly in publications including USA Today, The Wall Street Journal, Business Week, Time, and Fortune. Jeff is also a frequent speaker within the recruiting and human resources community and been featured in dozens of international training meetings and videos. About This Program This presentation, “Market Mastery”, is Jeff's most requested topic, and is the one of the founding pillars of Kaye/Bassman's success. For over two decades, Jeff has been writing and speaking about the virtues of market mastery and this presentation memorializes the approach, why it matters, why it benefits you and your market, and includes a blueprint for implementation.

Meeting, Week 1: “Market Mastery” by Jeff Kaye

If you are reviewing this episode with a team, break this episode into two different segments using the starts and stops below as a guide. Week 1’s suggested viewing schedule and exercises are below.

Facilitator (begin video and pause at 17:33): To build a business centered around the Market Mastery Approach that Jeff discussed, it begins with a general consistency of search assignments. Over time, most every search will be for reasonably similar positions, so you will have recyclability with the candidates you recruit. This provides for a deeper understanding of the people in your market, their reputations, their departmental structures, compensation and benefit packages, and so on. With this volume of intimate industry knowledge, you know more about the market than the people in it!

This level of insight generates a snowball effect; when you have success in completing a search, you will earn the right and be more positioned to handle future similar searches, and the more you get, the more you fill. The more you fill, the better your expertise and resulting reputation. The better the reputation and expertise, the more clients will be willing to retain you, if appropriate, at higher fees and more favorable terms.

Let’s take a minute to break down the mathematics that Jeff just shared as it relates to putting some structure around defining a market. A good gauge on market size is to look at the number of potential candidates and number of potential clients. If you can call every potential client only twice a year, then the market is probably too big. Use Jeff’s examples below and fill in your own as you begin to define your market:

Market: How many companies exist in your space, and how many people exist in the roles (that you place) at each of those companies?

Example: 50 companies x 20 roles you place = 1,000 total candidates Your Numbers: companies x roles = total candidates

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Retention: What is the average turnover of those roles in the industry? Example: Retention is 90% (10% Turnover) + 5% growth = 150 job changes per year Your Numbers: retention rate + growth = changes per year Clients vs Sources: Companies can either be client companies or source companies Example: 10 companies = Clients (20% of market) 40 companies = Sources (80%) Your Numbers: companies = Clients companies = Sources

Market Potential: Of the openings that exist, what percent of those will be given to you (the recruiter) to fill? Example: 30 openings to fill (20% of 150) = 20 placements per year to fill Your Numbers: openings to fill = placements per year to fill Last Step: What is your average fee, and therefore realistic for you to expect to bill using the market mastery approach? Example: $20,000 Average fee x 20 placements = $400,000 annual production Your Numbers: $ Average fee x placements = $ production

Facilitator: Let’s put some definition around the FILL methodology; the four key elements in identifying a viable niche are Function, Industry, Location and Level. How do you articulate each of the following in terms of your market specialization?

Function: Industry:

Location:

Level:

Keep in mind that it is acceptable for a niche to be heavily weighted towards one of three areas of Industry, Function, or Location. If heavily weighted by “Industry”, a recruiter may choose to work construction, or aerospace, or pharmaceuticals, or legal, or medical device and may choose to place all functions within that industry because it’s a smaller industry, or they might select a couple of functions within that industry in order to narrow down their scope.

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If heavily weighted in the “Function” of specialization, a niche could be defined by placing human resource professionals, or IT professionals, or clerical, or administrative roles. The recruiter may place individuals in a variety of industries because the functional abilities of the candidates they represent can span from industry to industry. A prospective client is not hiring this candidate because of his or her industry experience – but instead for their functional experience. If heavily weighted by “Location”, the recruiter may choose to span a variety of industries and functions, but niche their practice by geography. In this situation, a recruiter might place candidates only in Singapore – but place multiple functions and industries within Singapore. Perhaps they choose to focus specifically in the city or region in which they reside, so they have a higher level of face to face interaction with their candidate and client pool.

Facilitator (Resume video at 17:33 and watch through 45:05 and pause): Before we break, let’s go through the questions that Jeff just posed in this video. Four questions we will answer today, and two will be assigned as homework between Week 1 and Week 2’s meetings. First, based on the numbers we calculated earlier in our meeting today:

How many companies are there in your market that can buy your service? How many buyers (hiring managers) are there at each company (on average):

At what frequency will you be contacting them? How many will you contact each week and how will you contact them?

Now, for homework, come prepared to next week’s meeting with a list of the names and titles of all hiring managers who exist at each organization. This will require some effort if this is not a task that has been done before, but it is a necessary and inevitable step to becoming a market master! Finally, what will you share with them when you do contact them? Several scripts are provided in the following pages – use as a starting point and modify to fit your FILL and preferred approach to Market Mastery. Bring your first draft to Week 2’s meeting. Possible Script #1: I place finance and accounting professionals (function) in the consumer products industry (industry) in the states of California, Oregon, and Washington (location), in the roles of middle management and above (level). We achieved this success by developing long term strategic staffing partnerships where our clients rely on us as a preferred, if not single source staffing partnership in times of explosive growth and more targeted hiring initiatives.

However, most of those relationships started with a phone call similar to this one where I had one opportunity to separate myself from the other recruiters you hear from and earn the opportunity to learn more about your business and staffing challenges. The fastest way that I know how to earn that opportunity is to deliver value by sharing with you (firm’s) approach to market mastery. In our world, there are only (# of) major (type of) companies, maybe double that number of (type of specialty firms). Less than a third of those have (type of) programs and most companies have between one and five (positions) on staff…so about (#of) companies with a field of about (#of) (type of role). If you want more than 10 years experience the number is cut in half to less than (#). Eliminate those that can’t relocate to where you are, are being paid far more than what you can offer, and either can’t or won’t consider change and you are most likely dealing with a couple dozen prospects on any given search you have for individuals with finance and accounting expertise. This is a world I work in every day. I understand you are responsible for hiring (type of role) there and…” Close with question to explore possibility of working together.

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Possible Script #2: “(Name), it’s (name/firm). I am a search professional specializing in the (FILL). It’s my understanding that you have a possible need in your (area) which is exactly the kind of work we specialize in. My team and I have over (#of) years of business experience identifying top talent for companies like yours and we will get this position filled for you.” “When you engage us to work on this search, I will get off the phone and my team and I will be spending a minimum (#of) hours for the next (#of) days leveraging our contacts in the market for candidates with (list key specifics of the job order). These are people that are doing well in their current job and are a serious player in their own company. They will be referred to us by contacts we have and will only be considering your opportunity should they decide to make a change, until you exercise your right of first refusal. However, I need your commitment on one thing. When we identify the appropriate candidates and they engage in our process, they do so with the understanding that we have a committed relationship with our client. With respect to their time off work to interview and the associated risks, we are going to ask you and your hiring team to commit to the same with the same intent. To that end, we have perfected a hiring model over the last (#of) years whereby when I hang up with you, my team will be specifically devoting their time to you and only you over the next (#of days/weeks). I need you to block a three hour timeframe in two weeks that you will slot exclusively for interviewing our candidates. You will have more than enough people to consider, but I need to know that you are serious about allocating time to getting this filled.” Is there any reason you would not be able to carve out your schedule for one afternoon in two weeks?”

Possible Script #3: “Hello (name), it’s (name/firm). I am the Director of our (FILL) practice. It’s my understanding that your department has (# of) openings and some of them have been open now for (timeframe).”

“Here’s the deal – I know that ideally, these spots could be filled internally or with your own sources, without having to pay a fee. However, if this was the case, these spots would have been filled. I also know you get called by recruiters all the time. I know they all promise to find you the right person to fill those spots, but clearly they haven’t delivered since those spots are still open. I also know that finding (types of roles) isn’t just hard for (name of firm), but is systemic within the entire (type of industry). There are only (number of identified candidates) that exist to fill (number of total spots) in the industry. This creates a shortage of talent that is only getting worse as (trends within the industry) change. Everyone is dealing with this same issue of finding talent, and the urgency is increased even further because each (title) opening is costing your firm ($) dollars in billable revenue annually. Bottom line is that the individuals you are looking for are not actively looking for you. I’m firmly convinced that a partnership with your facility and my firm would bridge the gap from unrealized to actualized revenue.”

“How many (titles) are you aware of that are capable of doing what you need done?”

Break at this point if desiring two separate meetings for this Episode.

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Week 2 Meeting: “Market Mastery” by Jeff Kaye Facilitator: Before we resume with Jeff’s “Market Mastery” presentation, let’s go through the two homework assignments from last week. Of the market as you defined it, how many hiring managers were you able to identify? What is the gap that remains, and what is the timeframe to have every hiring manager identified? What tools can be used to close the gap? (Broadlook as an example). Second, let’s review the scripts that were created using the market mastery approach. Role play with each individual on the team, and share thoughts on what to keep, change, and remove from the scripts created. Continue to modify and adjust based on what works and resonates with your marketplace! Resume the video where you left off last week (45:05) and watch through the end of the NLE TV Episode. Use the Facilitation Guide to guide you through additional steps to implementing Market Mastery. Facilitator: As Jeff mentioned, the most important way to build your business and brand is on the phone or in person! This direct and personal interaction should be the primary driver, but it is not the only approach. Let’s put some thought into creating a consistent contact touch plan for every current and potential client. Jeff created a list to get started – what additional ideas can we come up with and what can be shared within those outreach initiatives?

Create and send printed or emailed industry newsletters Create and send video emails Build and manage a professional social media presence Optimize you website or your practice area on your website to ensure it reflects your

message and desired image Update your collateral materials and possibly bring back physical mail strategies that

convey you and your firm’s expertise and market mastery Create digital briefcase for your future need that have things like cards, PowerPoint’s,

email signatures, etc. Implement a mobile messaging and marketing plan Create market research surveys to conduct and publish Build professional networks like LinkedIn and secure testimonials from past colleagues,

clients, and candidates Constantly research your market and to enhance the value of your database Send Holiday and Life Milestone cards Publish articles in trade publications and magazines and send press releases Advertise and post relevant information on industry websites and consider a pay-per-click

approach for keyword searches in your market Speak at industry events, conference or trade shows

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Once you have created a comprehensive list of possible “touches”, select three that you will start with and select a timeframe to implement.

Touch #1:

Deadline to Implement:

Touch #2:

Deadline to Implement:

Touch #3:

Deadline to Implement:

These are just some of the other ways that you can communicate with your market and enhance your brand and image in your niche. Some examples of possible “touches” are included below.

Market Research Study:

(Name), pleasure speaking with you today. As promised, below and attached you will find the market research we have collected over the past 12 months. Let me first say that if you only have 30 seconds to skim this, skip to the bullet points, then glance over the attached graphs; beyond that, print this email and set it aside to read on your lunch break. In our research, we have addressed many of the challenges that are facing today's (type of companies) in regards to hiring and retention. This data comes from information gathered by communicating with over (# of) (titles) across the country, from the (type of) level through the (type of) level. Many people often look at data with the attitude that it does not apply to them, or their facility is the outlier, so allow me to bring this home: Each of these (# of total candidates) people were talked to by one of (# of) staff members inside the walls of our firm in the course of the past twelve months. The people we talked with were both (titles) and (titles), in both major metropolitan areas as well as smaller suburban and rural areas. So lest you think this may not apply to you, I assure you, it does. To clarify a common question I initially received: Why do you bother doing this? Because my team strives to provide more to the industry we serve. Our goal is not just to place a (titles) to earn a quick buck, but rather to help raise the core competencies of our (titles) by providing an outside awareness. While it is true that you are a (title) and I am not... you don't talk to (# of) (titles) a day, so I bring a unique point of view to the table that can only help you. In the least, free advice is always worth the price you paid. Facts:

There are over (# of) (title) positions but only (# of) (titles) in our industry

The average graduating class of students with a (type of degree) has dropped from (# of students) to (# of students) in the past (# of years)

Money paid to overtime (titles) can exceed ($) per month just to cover (type of overtime)

The average (type of) position going unfilled results in (loss of $) each week

Of the owners surveyed, an average of (%) of the employees they have let go due to ‘slowdowns and layoffs’ would not be eligible for rehire based on poor performance and lack of results

(%) of owners surveyed said they felt their current slowdown of work will break in the next 6 months, resulting in new hires

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In summary, two things are happening. 1) Companies have put the brakes on recruitment, seemingly regardless of the need or loss of production. 2) HR departments are using low-cost providers to locate talent for the positions they are permitted to fill – and hiring less than desirable candidates. The problem with the first situation is that while many facilities may be on a hiring freeze, they are not bothering to continue to recruit and interview quality candidates. Remember, it is always easier to keep a fire going rather than starting a new one. So if your facility is in a "hiring freeze," you need to encourage them to allow you to at least interview and make strong connections. Even if you cannot afford to hire them now (or pay fees), you can at least get the ball rolling so you have someone to talk to right away as soon as the position is open. The problem with the second situation is that the least expensive candidate typically makes the least impressive impact on your organization. The solution is to build a network with a firm that has a history of success. That is the organization that is most likely to have the most intelligent conversations with the top performing (titles). Would you rather hire someone that was brought to your HR group by a headhunter trying to make a quick buck, or would you rather hire someone that has been loyal the their current facility but has come to you from a tenured firm simply curious about the next step in their career? No matter what you choose to do moving forward, make certain that you do it with all the facts under your belt. Don't just take candidates from the guy who offers a candidate for the lowest fee. Ask him how he found the candidate, how long he has been recruiting (titles) specifically, how many (titles) he placed with (type of) facilities in your area, and a list of his references. Facts:

Our team works only with (FILL)

We have been in business for over (# of) years

On average, our candidates bring ($) of immediate revenue to their new firm

In the past 12 months, (%) of our searches were filled in less than (# of) days With over (# of) needs for (titles) and only (# of) (titles) in the US, I want to continue to set myself apart. I invite you to review my attached bio and the bullet pointed case studies of our most recent placements. I am looking forward to hearing from you to discuss any open positions you may have or simply chatting about our pressing market. I wish (company) continued success!

Directing to Corporate Website:

(Name), since you and I have not had an opportunity to speak, let me take a brief moment and introduce myself to you. My name is (name), and I am a (specialty) search consultant specializing exclusively in (FILL), but more important and pertinent to you, I work solely in the (type of) arena. Over the years, my team and I have developed long-term and on-going relationships with (type of) institutions across the country, working at all levels, to support them in attracting, evaluating, and most importantly landing (type

of) talent for successful and expedient search outcomes!

I spoke with your assistant (name) earlier in the week and upon returning my call, she related to me your request for further information regarding our services. I would like to direct you to our company website at (website) where you can learn more about our organization as a whole, but also obtain information regarding our (FILL) team. As a specialist in (FILL), my market mastery and knowledge can bring you valuable search information and statistics so when a search is complete, you will know that the entire (type of) market in that particular sub-specialty has been canvassed to its fullest.

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Allow me to demonstrate this to you. The sub-specialty of (niche) is one of the most sought after areas currently and the fastest growing nationwide. Everyone, especially in (type of firm), desires strong (niche) talent to grow and in some cases, build from scratch their program. Currently in (niche), there are just shy of (# of) (niche) specialists across the country. The majority are trained in (specialty), but an even lesser amount trained as (sub-specialty). If you are looking for (specialty) specifically, the field becomes much smaller as you must remove those in leadership roles and those whose next step is leadership and will not make a move for anything less. Your field of potential candidates has just narrowed to about half of the original (#) from which to recruit. Add to this the fact that there are over (# of) institutions actively recruiting and competing for the same talent! I've attached an article written by one associate regarding the "war for talent" that I think will bring this point home. I am looking forward to arranging a time that you and I can speak in detail regarding your needs for a (role) in both (specialty) and (specialty) and the opportunity to partner together for a successful and expedient search process.

To Write an Article for Industry-Specific Publication:

First step: Make a list of twelve business topics on which you are an expert. This is a good activity to do as a group if you get stumped quickly. Think about all the conversations you have on a daily basis – what do you talk about? What do candidates share with you both professionally and personally? What do hiring authorities talk with you about, both personally and professionally? Second step: Register on www.helpareporter.com. Create your script to use when you reach out to the executive director, communications manager, or editor of trade publications. Example: “(Name), I’m an executive recruiter, and I specialize in (niche). I am writing an article on (subject) that is specifically relevant to the (type of) industry. Do you think that’s an article your members would be interested in?” “Who are some (titles) that you know of who are active in your chapter that I could interview, and I’d be happy to quote and mention their name for the article?” Remember to get pertinent information like due date, how many words, publication date, and who specifically is the audience for this article/publication. Third step: Create your list of around 20 open-ended questions that are relevant to your article’s subject matter. Fourth step: Create your script to use when you reach out to hiring managers or candidates to interview. Example: “I’m actually writing an article for a major trade publication, and I’d like to interview you. I’d be happy to publish your name and company if I use what you have to say.”

Once you write the article, email it to your interviewees and make sure that you quoted them properly. Create a script for your follow-up call once you’ve sent the article. Example:

“It was great talking with you, and I hope you see at least a little added publicity for you or your firm with the release of this article. I want you to know that if there’s anything I can ever do for you or your company, I’d be glad to help you with that. I’d like to keep in touch with you, and I’m talking with some very talented people in the market right now. If there was someone that I talked with that I should pick up the phone and call and tell you about, what kind of person would that be?”

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From NLE TV’s “Market Mastery”:

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Big Biller Secrets

Presenter: Brian Wright – Founder, Executive Leadership Solutions

Brian serves as the President and Membership Chair on the Board of Directors for the Pinnacle Society, a consortium of the 75 highest volume executive recruiters in the United States. Brian also formerly served as the Vice Chairperson for the National Association of Executive Recruiters(NAPS). His professional associations include membership in the National Association of Personnel Services, American Staffing Association, and Brian presently sits on the Manpower Committee in support of the Supplier Board for the National Association of Convenience Stores and the Education Committee as well as New Member Committee for the Society of Independent Gasoline Marketers of America. Brian began his career as an executive recruiter and in 2003 he started Executive Leadership Solutions (ELS). ELS, a team of over 30 professionals, specialize in the retail segment of the petroleum, convenience store and supermarket industry as well as suppliers to these industries. About This Presentation Brian’s personal motto as well as the motto for ELS is “we serve our client’s need by serving our candidate’s needs.” His presentation encompasses a complete roadmap and best practices to becoming extremely successful in executive search.

Meeting: “Big Biller Secrets” by Brian Wright

If you are reviewing this episode with a team, watch the entire Episode and use the following exercise to identify the gaps between knowledge and application.

OWNERSHIP MINDSET: Brian believes that the difference between an average recruiter and a great recruiter is very simple. An average recruiter is in the recruiting business. For a great recruiter, the business is in him.

What does this mean to you? What are the proactive decisions you make each day, week and month to advance your career, to expand your knowledge of the industry, to sharpen your skills as a recruiter? Do you limit yourself to the options and opportunities that are required or that others tee up for you, or are you proactively taking control of your career? If this is an area of improvement for you, list a few things you can do to invest in your personal training and career development.

AGGRESSIVE GOALS: Setting a goal of $1 million of personal production when previous years were $600,000 is a bold dream, but nobody is overly inspired by a goal to grow by 10% each year. Your team, your peers, and you yourself are inspired by visions that create meaning in your life and in the lives of your candidates and clients. Your aggressive goals need to be specific; John F. Kennedy inspired a nation in 1961 by proposing a big idea and attaching a deadline to it. He said, “This nation should commit itself, before this decade is out, of landing a man on the moon and returning him safely to earth.”

Many scientists thought it could not be done, but since Kennedy had set a deadline, they were forced to try. The conversation changed from “this is not possible” to “if we were to do it by the end of the decade, how would we accomplish it?”

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OUTSOURCE: If you are on the telephone 5+ hours per day, there comes a point where you have reached maximum capacity. If you are at that point, consider hiring an individual who can help keep your time 100% focused on high dollar value activities. The purpose behind hiring this individual is to allow you to maximize your time talking with prospective hiring managers, top candidates, and facilitating the placement process. If you do the math, Brian’s time is worth about $1,000 per hour. Just as the operating room is where a surgeon elevates his earning potential, the phone is where a recruiter elevates theirs. There are a lot of tasks that can be delegated to someone who can then keep Brian on the phone earning $1,000 per hour!

INTERVIEW PREP: People like to know what is coming, what to expect – and your thorough prep to preparing for the interview is going to make them more comfortable with the initial meeting. If this is still a part of the placement process that you have not scripted, or do not have structure around, take time to watch Modules 14 and 15 on the Next Level Exchange. Very few recruiters were formally trained on how to conduct an effective Interview Prep and Interview Debrief, and these two Modules provide a step-by-step process to do so. Additionally, there are two brief videos available to send to your candidate and client prior to the interview, so your time on the phone with them can be spent discussing specific details about the interview itself instead of general interviewing tips. You can serve as a consultant in this process, making sure both parties ask questions effectively, answer questions in a manner that convey the most relevant information and know what information they need to gather in order to make a “go forward” or “not a fit” decision. This is equally important for both the candidate and for the client!

STAY FOCUSED: The easiest way to do this is to break down your day in 20-minute increments, and allocate a task to each increment. As an example, you could start your day with 20 or 40 minutes dedicated to turning on your computer, pulling up your plan, getting coffee, checking your email, checking your bank account, checking the sports scores from yesterday, looking at Facebook, and get warmed up for the day. At 7:40, close out everything but your plan and get on the phone. Don’t get up, don’t allow anyone to interrupt you, don’t respond to texts on your cell phone – and do this for a solid 40 minutes. At 8:20, open your email back up, go to the restroom, check your voicemails, talk to some colleagues, and take a quick break. At 8:40, close out everything but your plan and get on the phone. Remember to dedicate some increments for meetings, admin time, planning, learning, and personal tasks – but the ability to allocate your attention in a deliberate manner throughout the day will ensure you are being proactive instead of reactive with what your day consists of.

RESPONDING TO RESISTANCE: Brian shared a powerful statement from another colleague – that big billers do the right things – which are the small things, over and over and over again. When you add doing the right thing over and over and over again, it turns into huge billings. The money calls Brian focuses on?

1. Business Development Calls 2. Marketing Calls 3. Job Order/Spec Development Calls 4. Candidate Development Calls 5. Presentation Calls 6. Prep Calls 7. Interview Debrief Calls 8. Reference Calls

Keep in mind that day to day activity can vary, but Brian makes sure that each month he makes sure he has made the number of calls necessary to guarantee that his desk has plenty of solid searches teed up for the next month and quarter.

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PEER RELATIONSHIPS: Brian invests in his market and gets involved with activities that earn him the distinction of being a peer within the industry – not a vendor or outsider. Not only do you need to be able to speak the language of your market, you need to be intimately knowledgeable of the issues that impact them and the things that are important to them. He provides value to his market through conducting salary surveys, which in turn makes him the expert in how much candidates should be making and clients should be paying. Brian is deliberate about the activities he engages in and has earned the right to be viewed as a peer within his industry – what can you do that will help you earn the same right within your niche?

BIG BILLERS: You picked up on a theme throughout Brian’s Episode – much of what he has learned, what he does, and how he stays inspired is by associating with other Big Billers. Seek out others more successful than you, and be a sponge when it comes to learning from them. Surround yourself with positive, driven, talented individuals who you admire and want to emulate. Associate with individuals who will help you raise your own expectations of what you are capable of, instead of those who will tell you what you want to hear. Put yourself in situations, whether it’s from watching Big Biller Episodes on NLE TV, attending a recruiting conference, or joining a recruiting association – put yourself in situations where you can learn and be exposed to the best of the best in our industry!

ATTITUDE DETERMINES ALTITUDE

If you think you are beaten, you are; If you think you dare not, you don’t!

If you want to win, but think you can’t It is almost certain you won’t.

If you think you’ll lose, you’ve lost; For out in the world we find Success begins with a persons will; It’s all in the state of mind.

If you think you are outclassed, you are. You’ve got to think high to rise. You’ve got to be sure of yourself before You can ever win the prize.

Life’s battles don’t always go To the stronger woman or man, But sooner or later the one who wins Is the one who believes that he can!

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Critical Control Points

Presenter: Greg Doersching, Founder – The Griffin Group

Greg Doersching is Managing Partner and Founder of The Griffin Group, a National Search Firm working in the direct hire placement industry. For the past 13 years Greg has been recognized as one of the most cutting edge voices in the recruiting industry. He is an Internationally Recognized Trainer and one of the Top Producers for the state of Wisconsin. He served for 2 years as the President of the Wisconsin Association of Personnel Services and now sits on their Board of Directors. About This Segment In this session, Greg presents his Critical Control Points, which is a set of best practices for the recruiting process. Greg has tracked “problem” calls received over a span of 3 years and for 100 jobs. In this presentation, Greg shares his 9 key areas of the Recruiting Cycle that becomes the Critical Control Points.

Meeting, Week 1: “Critical Control Points” by Greg Doersching

If you are reviewing this episode with a team, break this episode into two different segments. Week 1’s suggested viewing schedule and exercises are below.

Facilitator: Before we start to explore each of Greg’s Critical Control Points, let’s do a quick deal analysis of the last few deals that have gone sideways. Take out a piece of paper and spend a few minutes reflecting on those candidates that did not result in placements. It could be anywhere in the process – they took a counteroffer, they didn’t get put through to second interview, or you are just struggling to get candidates submitted in the first point. Make a list of the last dozen frustrations you’ve felt pertaining to deals. Control Points Checklist: Use this list to make notes on those points that have hindered you in the past, and write down some notes to help you keep control in the future. Control Point #1 – Do you have a real job order?

o Do I have a complete picture of what the client is looking for? Their ‘haves’, their ‘wants’, and their ‘don’t wants’?

o Do I have a complete picture of how to “sell” the candidate?

o Do I have a strategy for where to go look for this kind of candidate?

o Do I have an understanding of how “good” this assignment is for me, the recruiter? To me, it’s not a real job order until I:

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How can I increase my control with Control Point #1 Control Point #2 – Know what you’ll say before you call.

o Do I fully understand what will make a happy, currently employed candidate leave their situation and come to work for my client?

o Have I tested my script with several of my colleagues for feedback?

o Does my script include anything whatsoever about what I need or what my client needs? If so – remove it! Sell first and screen second.

o Have I called and delivered my recruiting script to my client? How can I increase my control with Control Point #2

Control Point #3 – Know who you’ll say it to.

o Have I planned on a daily basis with at least 100 candidates or companies to connect with?

o What are the at least two titles of individuals that are one step below the position I’m recruiting for?

o What is my average amount of down time between calls? If you don’t have a Call Accounting System, find a sand timer or egg timer that will help you eliminate your tendency to get stuck in research during your phone calls.

How can I increase my control with Control Point #3

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Control Point #4 – Do you really have a candidate?

o If I’m honest, have I ever:

o Submitted a candidate because they are close to what my client is looking for, and I’m eager to get a resume in front of my client

o Submitted a candidate who was qualified but fell significantly outside of the client’s salary parameters

o Submitted an unqualified candidate because it had been several weeks and I still didn’t have a submittal

o Does my candidate meet 85% of the client’s specified preferences?

o Can my candidate clearly articulate reasons for making a change, and it’s not about compensation?

o Does my candidate have an expectation of a compensation increase that is no more than 5% over the top of my client’s specified salary range?

How can I increase my control with Control Point #4 If you need to keep your training meetings to less than an hour, pause the video after the first half.

Week 2 Meeting: “Critical Control Points” by Greg Doersching

Resume the video where you left off last week (the beginning of the second half of the video), and use the Facilitation Guide to help you continue to identify Critical Control Points in your recruiting and deal driving process. Watch through the end of the video.

Control Point #5 – With your submittals, are you guaranteeing an interview?

o In concise bullet format, have I made a clear match between my client’s specific search criteria and my candidate’s background and qualifications?

o Have I shown my client that they can afford my candidate?

o Have I shown my client that my candidate is both motivated to join their company, and stay there once they start employment?

o Have I included a high-lighted resume, at least one reference check, a thorough overview of the entire compensation package, clearly described motivations for making a change, and included possible dates and times for interviews?

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How can I increase my control with Control Point #5 Control Point #6 – How are you preparing your candidate for his/her first interview?

o Have I reviewed with him/her the questions he/she is going to ask in the interview? Are any of the questions ‘what’s in it for me’ questions that I can answer instead of my client?

o Have I help them accurately recall their past accomplishments? Have I helped him/her fill out the Interview Preparation Worksheet?

o Have I created an Interview Preparation Packet that I can email my candidates prior to their interview with basic interviewing information?

How can I increase my control with Control Point #6 Control Point #7 – How are you preparing your candidate for the final interview?

o Have I opened the door nice and wide for my candidate to walk out? Have I truly tested the interest level of accepting an offer?

o Have I gotten complete and unwavering family support from all members impacted by this decision?

o When was the last time I reviewed the original hot buttons of the candidate? The non-compensation motivators like quality of life, responsibilities, and advancement?

o When was the last time I reviewed not only the current compensation package, but the upcoming compensation expectations? Have I closed to the no, or ‘um’?

o Has my candidate completed the Compensation Comparison Worksheet? How can I increase my control with Control Point #7

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Control Point #8 – Have you covered not only the base salary, but the complete offer?

o Have I prepared a “Crunching the Numbers” Worksheet before I present the offer? Have I included everything that involves a monetary number?

o Have I, yet again, I reviewed the original hot buttons of the candidate? The non-compensation motivators like quality of life, responsibilities, and advancement?

How can I increase my control with Control Point #8 Control Point #9 – How have you followed through post offer and acceptance?

o What I am doing to keep this candidate in touch with his/her new company? Setting up a lunch? A business development meeting? How can I better tie my candidate in prior to start date?

o Have I sent my candidate a few sample resignation letters to follow, and have I seen the actual resignation letter my candidate has created?

o Have I covered the counteroffer early and often?

o What reminders have I created to continue to check in with my placed candidates? How can I increase my control with Control Point #9

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Power Planning

Presenter: Jordan Rayboy, President – Rayboy Insider Search

Jordan Rayboy is president and CEO of Rayboy Insider Search and leads the top storage-focused executive firm in the country. The Rayboy IS team has helped clients hire over 400 sales, engineering, and management professionals in the past 9 years. Jordan is a frequent speaker at recruiting industry events and associations, at both state and national level, with a goal of helping to elevate the level of the recruitment industry. He’s a consistent top recruiter biller in the industry and a member of the highly regarded Pinnacle Society. About This Segment In this presentation, Jordan focuses on planning, and how to become more aware of how you are spending your time. What’s interesting is the fact that Jordan and his team work completely via remote offices. His office is luxury mobile home – so he HAS to have fantastic planning skills. You’ll learn how to plan your time, how to track and measure performance, how to automate research, and much more.

Meeting: “Power Planning” by Jordan Rayboy

If you are reviewing this episode with a team, watch the entire episode and distribute the Episode Guide below to your team prior to viewing. After viewing the episode, open up the discussion to any further thoughts and comments on more efficiently and effectively planning for success. At the end of this Episode Guide is an additional article related to this subject by Jordan Rayboy.

How much is your time worth? Pause to do the math:

How many hours/week do you work: X 50 (weeks per year) = annual hours How much do you want to make this year? $ ÷ (# annual hours) = $ per hour How much did you make last year? $ ÷ (# annual hours) = $ per hour What is your time worth? $ per hour $ per minute Additionally, if you have a Call Accounting Software System, you can break this down even further. Run a report for the past year of your total number of dials and your total number of connect hours with your market. Math to calculate would be as follows: How much did you bill last year? $ ÷ (# total dials for year) = $ per dial How much billed last year: $ ÷ (# total connect hours for year) = $ per hour

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Start small – one week. Work on implementing Effective Planning for one week. During or after the episode, reflect on the following: What will your “Prime Time Hours” be for the week? What will you commit to doing or not doing to be more productive during those hours? Obey Rule #1: What will your planning time be each day for the next week? How many calls do you typically make each day? Therefore, how many calls will you commit to having planned daily this week? Of those calls, how many do you commit will be specifically marketing calls? How many projects do you need to have planned each day?

Each week? Each month?

What is your current plan for checking in to possible “back door placements”? Should you currently utilize a site like www.watchthatpage.com? Activity #1: Time yourself as you multi-task back and forth as you write out:

Multitasking is worse than a lie 1, 2, 3, 4, 5…27

Sentence: (M) Numbers: (1) Time: Activity #2: Time yourself as you first write out the complete sentence, and secondly list the numbers 1 through 27. Sentence: Numbers: Time: How do you think that this example reflects on your ability to multitask during your day?

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In a typical day, how many times do you:

Check your email when the envelope pops up: Respond to instant messages: Take a quick Recruiter Shuffle Lap: Get interrupted by a Shuffling Colleague: Find yourself planning/doing research/professional social networking (outside of planning time): Engaging in Personal Calls: Checking Personal Websites:

For the next week, the three Action Items you commit to are: ___ Set up “Open/Closed Hours ___ Set up “Prime Time” Hours ___ Set up blocks of calls or chunks of time ___ Other: ___ Close Email during Prime Time ___ Other: ___ Close Instant Messager ___ Other: My date to revisit my progress will be: My accountability partner will be:

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Proper Planning Prevents Piss-Poor Performance by Jordan Rayboy

In my nine years in the business, I’ve heard lots of great trainers speak about how to put up huge billing numbers. For all the strategies I’ve learned, at the end of the day, there are really three main things that we can actually control- how often we pick up the phone, who we call, and what we say to them. Most of the time, the focus in recruitment training has been on the latter two. Common sense tells us that if you call 100 people a day you will be twice as productive as if you only call 50. Yet most recruiters seem to struggle with getting over a certain number of dials or hours on the phone on a consistent basis. The reason isn’t lack of desire or effort, although that could be a contributing factor with some. It’s usually because of a lack of planning. The great John Wooden once said “It's the little details that are vital. Little things make big things happen.” Planning is a skill that is so basic, it often gets overlooked. Quick pop quiz- do you plan every single day? Do you have a specific process you follow? What is your dedicated time of day that you do it? How do you know if you are effectively planned for the day? What measurables tell you that you are ready to go? I think on some level, we all know how to plan. The difference is between knowing and doing. A few months ago, I wrote about the Myth of Multi-tasking. The basic premise is that multi-tasking (or more appropriately switch-tasking) actually costs you time and hinders performance. Once this becomes clear, you realize that prime time should be dedicated to phone calls, not emails, IM’s, research, web browsing, or anything else that doesn’t involve talking with clients and candidates and moving towards the money. This isn’t anything ground breaking- it’s just getting recruiters back to the basics. Becoming aware of your habits that might not be serving you is the first step towards changing them. Whatever you define as your “platinum hours”, perhaps 830-1130am and 130-430pm, you should be 100% focused on being on the phone. We are in a phone business. Once you start depending on any other tool as your primary means of making things happen, it will lower you in the eyes of your client as well as lowering your income. In a 9-10 hour work day, if you have 6-7 hours of dedicated phone time available, how much are you consistently making? Top producers regularly notch 5 hours or more. If you are stuck in the 2-3 hour range, what the heck are you doing those other 7-8 hours of each day?!?!? In order to get in the proverbial zone and pound out a large volume of calls, you must be properly planned. My dad has drilled into me since birth the 6 P’s- Proper Planning Prevents Piss Poor Performance! One of the biggest contributors to my success has been my dedication to planning. I’ve developed a process which ensures I start each day ready to perform my absolute best. The planning process that I will outline is not scripture- it simply works for me. Take what you want from it, leave the rest on the shelf, and formulate a specific process and rules that fit your personality, desk specialty, and schedule. Planning is not rocket science. However, there is one silver bullet that if you follow and commit to, will make a massive impact on your desk. Ready? Planning Rule #1- PLAN DURING PLANNING TIME!!! Duhhh, right? In spite of that BGO (blinding glimpse of the obvious), breaking this rule is the cardinal sin of recruiters, and I would bet the single biggest cause of lost production for most of us today. Have you ever been referred a potential job order lead, dropped everything to do 20 minutes of research on that prospect, just so that you could end up leaving a voicemail? You could have made 10 more phone calls in that time! Have a specific time of the day that works for you EVERY SINGLE DAY that is dedicated to planning. For some this could be 430-530pm. For others, it might be 7-8am. Others subscribe to the weekend planning session of several hours and then a revision of that weekly plan for 20-30 minutes at the end of each day.

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Figure out what works best for you, and schedule it on your daily planner. This is like a client call- you can’t miss it. For me, I like to pound out calls until around 5pm, then get outside for a few hours while it’s still daylight out. I get my planning done after dinner usually around 8-9pm. I happen to work remotely, and my wife Jeska works with me in the business, so this fits our lifestyle. Find out what works for you, and stick to it. Once you really commit to following rule #1, you start to realize just how egregiously you’ve been violating it. Any time during those platinum hours that you are not on the phone- whether it be the minute or two to enter some notes into your database, add a candidate, schedule a follow up call, write an email, research a company’s website, read up on industry news- you are costing yourself money. If you can do these things while on the phone, fine, although it WILL detract from your focus on that conversation. Save it for planning time. Take notes of all of these small tasks and save them up for the end of the day, and do them all at once. Some people use a yellow pad. I prefer a composition book. During planning time, once you have transferred the data where it belongs, or completed the task, cross it out, rip the page off, or otherwise dispose of it and move on. This will ensure you are focused on making money during prime time and doing admin work when you should. You will be surprised- when you are laser focused on getting these things done, you can plow through them much faster than if you had done them one at a time (while saving yourself dozens of small interruptions throughout the day). A major part of my planning process is scheduling my calls. If you use any of the leading recruiting software packages or ATS, it probably has some type of rollup-list or call scheduling function. I believe you should always have twice as many calls planned on your schedule as you can possibly make in a day. If you usually make 75 calls, have 150 on your schedule. That way, if you have a “voicemail day from hell”, you are still pounding the phone. Ever run out of calls at 230pm and wondered what you were going to do the rest of the day? You almost certainly proceeded to break Rule #1 and thus started flushing money down the drain. I always try to schedule my money calls at the beginning of the day- as Covey says- Put first things first! This includes anything involving offer discussions, setting up sendouts, taking job orders, interview debriefs, or moving process forward. Making money feels good, and will help get you in the zone and fired up for the rest of the day. Once in this positive state, every call you make will have a higher probability of success. I usually schedule interview preps right after lunch to get the afternoon started in similar fashion. These calls are important, but farther away from the money in my opinion. Next, I schedule marketing calls. Even if I have an ample amount of work on my hotsheet, I usually try to hit at least 20 marketing calls every day. If my project team is handling all of the current searching, I may focus my entire day on marketing. In the current times where JO’s are fewer and farther between, you should always have a list of at least a few hundred marketing calls that you can cycle through at any given time. If suddenly you have a couple of searches die, get put on hold, or (hopefully) filled, you will need to crank up your marketing efforts in a hurry. You don’t want to have to break rule #1, so be prepared. I use the same strategy with recruit calls- have at least twice as many planned as you usually make in a day. Also, don’t have them all for a single search, because what if you are fortunate enough to find five ideal candidates in your first 25 calls? You can always continue blanketing the market and try to get more, but a more effective strategy would probably be to switch gears and start pounding away on a different project. Your ability to do this without a moment of hesitation will hinge solely on your ability to be properly planned.

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In addition to knowing who to call, do you know what to say to them if and when you get them on the phone? I believe that most phone reluctance comes from not having the confidence to effectively communicate with the people you plan on calling. This will be your death nail, and cause you to break Rule #1. I write all of my scripts during planning time every day. This should include both voicemail and live presentations for all active recruiting projects. Also, any candidates that I plan on taking to market, I’ll write my FAB (Features, Accomplishments, Benefits) presentations for. For any prospect that is on my marketing rollup, I’ll do my research on their company and background during planning time, and try to figure what topics would be of interest to them that I can use to get in the door. This should NEVER be done just prior to calling them or on the fly- it needs to be planned in advance! If you subscribe to the theory of market mastery and specialization (I think you should, especially in the current economic condition), then you need to be doing industry research DAILY. You should be the first to know the news coming out of the major players as well as the up and comers in your space. In order to become a power broker in your market and be viewed as an industry expert, you need to be the one sharing the news with your clients and candidates, not the other way around. Try and find a couple of industry specific websites and associations that cater to your niche. For mine, they have a free subscription service that automatically emails me the headlines every business day. I would strongly recommend signing up for a free update service such as this, as it will force you into the habit of staying up to date on your market. It will also give you a heads up on companies that are growing (such as receiving VC funding) or dying (layoffs, more common these days), either of which present great opportunities for us as headhunters. Research is a major component of planning. Some of us are fortunate enough to have a dedicated researcher on our team who is responsible for identifying prospective candidates and clients in the market (Amanda- you are a God-send!). If you are a big biller, then you should outsource this function and hire one in order to free up your time for high $-value activities like rain-making and deal running. If you don’t, then make sure you are doing all of your research during planning time. If leveraging social networks like Linked-In or Facebook, now is the time to send invites or download contacts to your ATS. It’s also when you could be perusing your prospective clients’ websites for new openings. If you’ve never heard of “Watch That Page”, you have to check it out. You can set it to automatically send you an alert when a company has a change on a given page on their website (such as your current clients’ career page). You can then miraculously call them for the JO the day after the position is posted, ideally with a marketable candidate that you can get on an immediate sendout. Information is power in our business, and being able to catalogue and access that information quickly is crucial. While not the most glamorous part of our job, administration and database upkeep is still very important. Again, if you are a big biller, you may outsource this and hire an admin/office manager. Your time is better spent making rain. If this is not possible, then ALL administrative tasks should be done during planning time, including sending agreements, confirmations, invoices, etc. Even with a rock star admin (Christina- couldn’t live without you), you the producer need to keep your own systems in order. Any notes that you took during the day, any new names that you gathered, referrals you received, new companies you were made aware of, all of this information should be entered into your database during planning time. Any transfer of data from your yellow pad/composition book should take place at this time. While subscribing to the idea that the phone is our lifeblood, I am a fan of leveraging technology where appropriate, especially in the utilization of mass emails. The ability to reach out to 500 candidates with the push of a button, receive 50 responses, call 20, get 5 interested, and potentially be done with your search, is too appealing to ignore. Of course, don’t depend solely on this for your recruiting efforts, or you risk missing out on the best candidates for your clients.

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However, if used properly, mass emails can save you immense amounts of time and exponentially increase the size and scope of your network in the process. I always send out my mass emails during planning time. Word of caution about mass emails- if you send them out end of day, you will likely arrive at your desk the next morning with an inbox full of responses, referrals, and resumes. DO NOT fall into the trap of going through all of them right away! Resist the temptation, as you will likely end up breaking Rule #1. An alternative is to set up an email folder specifically for mass email responses. As the responses filter in, move all them into the designated folder, and go through them later that day during planning time. Pound out calls on a different project for the day, as this will keep you focused and on the phone. During planning time you can go through all the responses and select the most qualified and interested candidates to follow up with first. Then you can work on the new search. I have found that outsourcing the mass email function to my researcher has saved me immense amounts of time, and now I simply have to call the most high probability candidates that have responded with a sincere interest. The sole objective is to push everything possible into planning time, so that your platinum hours are focused 100% on being on the phone. Always remember Rule #1- PLAN DURING PLANNING TIME. Once you discipline yourself to follow Rule #1, the rest is pretty simple. Schedule twice as many calls as you can possibly make in a day. Make your money calls first. Never stop marketing. Have at least two separate recruiting projects planned at any given time. Have scripts prepared for both recruiting and marketing campaigns- know what you are going to say when you get that A-player or decision maker on the phone so that you can take them down. Take notes during the day, and enter them into your ATS during planning time. Research your market daily, and if possible, get industry news automatically emailed to you so that you hear it first. Do all of your research and mass emailing during planning time as well. If you focus as intensely on planning as you do on calling, it will make a massive impact on efficiency, your phone time, and ultimately your W2. Best part is, it doesn’t take months or weeks to see the results - they arrive tomorrow!

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17 Tips for Telephone Mastery

Presenter: Scott Love – Owner, Scott Love Associates

Scott Love is a leading expert and authority in the executive search industry. He writes a monthly column in the Fordyce Letter, has been quoted in the Wall Street Journal and Selling Power Magazine, and is the author of 'The Recruiter's Adventure Book! How to Find Buried Treasure in the World of Recruiting'. Scott has spoken to nearly every major industry group and is a graduate of the United States Naval Academy in Annapolis, Maryland. About This Segment In Scott’s presentation, entitled 17 Tips for Telephone Mastery, you’ll learn how specific verbiage and your overall psychology can impact your calls, tips, tactics and techniques to improve the outcomes of your calls, and how to address the emotional state of calling, specifically call reluctance.

Week 1 Meeting: “17 Tips for Telephone Mastery” by Scott Love

If you are reviewing this episode with a team, break this episode into two different segments – Part 1 and Part 2 (already broken into two different episodes on the site). Week 1’s suggested viewing schedule and exercises are below.

Facilitator: (Begin the video, and watch through the end of Part 1: (26:30)) The first step for improvement of your calls and quality of dialogue is to be aware of the most common areas that most recruiters struggle with on a daily basis. Whether you have the ability to record your calls or not, each of the following areas is probably a potential area of improvement – no matter your tenure in the search industry. Let’s break down each of the areas that Scott discussed. Tip #1: “How are you today?”

Stop saying it. Scott did a great job of articulating why this seemingly innocent greeting puts an immediate wall up for your prospect. In addition to this wall, it takes up valuable time that can be used with more important and impactful information. For those of you who have watched the Rookie Training Program on the Next Level Exchange, you are familiar with what we refer to as “The Backpack Theory”. Imagine, if you will, that you are going camping for a week in the wilderness. You have to put everything that you’ll need into a backpack. After that, you’ve got no more room. No carry on luggage, and no shipping additional boxes to the campsite. That backpack has obviously a limited amount of space, and it’s your job before you leave to really evaluate everything that goes into that backpack. Every single thing that you pack needs to be evaluated for it’s level of necessity and the value that it brings to your trip. You’ve got to choose between the hair dryer and the pair of jeans. You’ve got to choose if you bring three sweatshirts, or if only one will suffice. If you don’t have room for the bug spray and the hair spray, which are you going to go with?

Think of your opening lines of your call in the same way - as a backpack. You need to carefully select every word that goes in to your introduction, and evaluate it’s level of necessity and the value that it brings to your opening dialogue. If you only have a certain number of seconds in which your prospect is deciding whether to continue the conversation with you or not, you need to make sure that every single word and statement in your ‘backpack’ of an introduction is in there for a clear, necessary purpose.

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So if you are going to eliminate “how are you today”, what can you replace it with, if anything? Brainstorm as a group what could replace that time in your opening dialogue, and what you have to gain by the replacements you select. You might ultimately decide to skip straight to your next statement, because you can arrive at your ultimate point in a more succinct manner.

Tip #2: “The reason for my call is…”

Erase that from your introduction as well. Scott’s suggestions are much more direct, authoritative, and put the prospect less on the defensive – how would they work for you? “Let me tell you who I am and why I’m calling you.” “Let me take the mystery out of my call.” If you don’t think these would work, take some time to think about what would. If the purpose behind you stating your purpose is to break down a wall, what could you say that would be interpreted that way on the other end? If your purpose is to actually state your purpose, remember to eliminate any “filler words” that take up unnecessary room. Instead of stating that “the purpose for my call today is that it’s my understanding that you have a need for a Commercial Construction Executive”, you can skip straight to “it’s my understanding that you may have a need”. Last, remember that your purpose should not be why you need to talk with this candidate or client – there is no time for “I wanted to call you today because I wanted to network with you” or “I am reaching out because you were recommended to me as someone that might be able to help me with some possible networking leads”. Make sure your prospect understands what’s in it for them to invest some time with you.

Tip #3: Inflection and Pitch

This is a tough one to judge if you don’t have the ability to listen and review recorded telephone calls for training purposes. How your inflection comes across and how you think your inflection come across may be two different things. This might require an entire shift in perspective – one that requires you to be aware of your need to seek affirmation, which is what typically is happening when the tone raises at the end of a word or sentence. Although you may not realize it, this upward inflection makes your confident statement an uncertain question, so lower your voice and focus on pronouncing the last syllable of each word before pausing for an answer or moving to the next sentence. If you don’t have the ability to record you call, simply call your voicemail after hours and leave a message delivering your script or voicemail, and then review.

Tip #4: “Hello, (name)?”

Scott mentions the familiar technique of gathering a series of “yes” answers before asking tougher questions. Not only does this question garner an affirmative answer, it gets the prospect comfortable saying “yes” without possibly realizing the immediate comfort they are starting to feel by getting the first affirmative answer out of the way. They may not even realize the subconscious path they are following when instead of starting the conversation off with “I can’t talk right now”, they instead give a “yes”.

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Tip #5: “Uh…”

Scott throws himself under the bus here by sharing a story that’s all too real for most recruiters – the need to insert filler words to buy time as they formulate the next thought, or bridge from one sentence to the next. Although this could be understandable for live presentations, or face-to-face interactions, there is no reason this should happen on the phone. We have the ability to script out, in a completely conversational manner, how the opening moments of the call are going to go. Why waste the opportunity we have? Again, recorded calls are the best way to assess what your individual “filler” may be – it might not be “uh” or “um” – it might be “like” or ”so anyways” or “actually” or “kind of” or “sort of”…the list goes on and on! Scott’s suggestion is to focus on pronouncing the last syllable of every word to help with this underlying issue.

Tip #6: “Specifically”

Last tip in this segment - insert the word “specifically”. It reels the prospect back in, and you will make them feel special. Nobody wants to feel like they are being mass-marketed to – so even if that’s the case, inserting the word “specifically” will quickly gain the attention of your prospect and buy you a few more seconds of their attention.

If you are reviewing this episode with a team, break this episode into two different segments – Part 1 and Part 2 (already broken into two different episodes on the site). For homework between the two meetings, have each associate record phone calls and review based on Scott’s feedback and suggestions.

Week 2 Meeting: “17 Tips for Telephone Mastery” by Scott Love

If you are reviewing this episode with a team, break this episode into two different segments – Part 1 and Part 2 (already broken into two different episodes on the site). Week 2’s suggested viewing schedule and exercises are below.

Tip #7: Gain undivided attention

In the opening moments of a call, our prospects are more focused on who we are than what we are saying. If they don’t recognize your name, their mental rolodex is whirling with thoughts of “am I supposed to know her, is this someone I owe money to, is this someone who is trying to sell me something, is this someone I met and don’t remember” and so on. Instead of having this candidate not fully engaged in the conversation, we want them to open up and give us their undivided attention and make sure they are ready for that. Some ways to effectively do this:

“You and I don’t know each other…” “You and I have not talked before…” “You and I have a common friend in (name) and he suggested I give you a call.”

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Tip #8: Use the Assumptive Close

Now, there is a fine line between being arrogant and being assumptive, and it’s important to recognize that this approach is one that is best used on the smaller areas in which you are closing. In essence, you are simply assuming that a positive decision has already been made – as an example, instead of saying

“This isn’t a good time for you, is it?” Replace with:

“Do you have a second?” “Is this a good time for you right now”

“Do you have a minute?”

“Acting as if” can help make some of the smaller closes less intimidating. Instead of asking for permission, you are simply proceeding as if no decision even needs to be made – and you will find that it will create a much less intimidating process, especially with smaller decisions. Now, the ineffective way to over-use this technique? On the first phone call, after delivering your recruiting presentation, you close with “so, I assume this sounds like an amazing opportunity to you – it does to everyone else I’ve talked with – when would you like to meet with them?” The assumptive close can work well when you are closing on a series of less important, or intimidating, closes – but remember to be conscious of ineffectively implementing the assumptive close and leaving the impression that you were not listening or empathetic to the other individual.

Tip #9: Too Friendly Too Soon If you only get one chance to make a first impression, Scott suggests that it’s best to start with a professional first impression. Even if your personality is one that’s larger-than-life, strangers may be taken aback from an overly friendly demeanor. Once you feel some of the barriers breaking down, you can certainly become a little more lighthearted, joke around, and try to connect on a personal level. But if you lead with personality and hope that the rest takes care of itself, you may find that this prospect feels as though he or she has enough friends, or a natural defense mechanism kicks in. Provide something of value on a professional level first, and then connect personally.

Tip #10: Tone of Voice If you think you can recruit more candidates and close more clients by building better relationships, you are only partly correct. You earn business by bringing value and contribution to your prospect; the best way to win the hearts and minds and loyalty of a client is to deliver value to them first, and let the relationship develop from there. If you focus just on building a relationship and neglect to solve a problem for your prospect, then you might end up becoming good friends with your prospect…and then you can watch how he will buy from your best competitor because your competitor showed how he could solve your client's problem.

Tip #11: Gatekeepers Have familiarity with the company: When you show that you have information, gatekeepers are more likely to give you information when you have shown that some already exists.

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Pattern interrupt: 99% of the time, the typical pattern of questioning a gatekeeper uses is “who’s calling”, “what company are you with”, and “what is this regarding”. That being said, if you can anticipate that those questions are the standards you will be asked, you can amend your responses to ones that interrupt the pattern of questions being asked. Gatekeeper: “ABC Company, this is Glenda.”

Recruiter: “Glenda, hi. It’s Scott Love calling back for Jeff.”

This has redirected the line of questioning, because you didn’t wait for the next question to be asked. Additionally, stating that you are “calling back” sounds like he returned your call, when in fact we can just be calling him back from a voicemail we left last week or a call attempted earlier in the day. Now, what if you get put through and prospect says “Scott, I’m confused – the receptionist said you were calling me back, but I’ve never called you before?” An appropriate response could be “no, no, I called you last week and left you a message and hadn’t heard back, so I was calling you back. The reason for my call is…” and move forward with the scripted introduction presentation. Notice how those very small changes can make the difference between you being screened out and let through. Be assertive: Scott points out that like it or not, we train people how to treat us. If you practice being assertive and taking control of how you are being interacted with, a suggested script could be:

“I don’t know if you are having a bad day, but I really don’t appreciate the way you’re talking to me. I know your job is to screen people out, but you really don’t have any idea who you’re talking to right now. I’d appreciate it if you’d transfer me to Jeff please.”

Tips #12 and #13: Voicemails Suggestions

Candidate Script: “Karen, Scott Love at (phone number). I work for a company called Scott Love and Associates. Our firm specializes in recruiting high-level performers in the healthcare sector. I’ve got a client that has some unique opportunities, and I don’t know what your interest level or situation is right now, but I do know that the strength of this opportunity could justify a four or five minute phone call between you and me. Either way, I also know that you and I both know that we can’t predict the future, and it might be worth it for you and I to get to know each other, because you never know what lies ahead these days. Again my name is Scott Love, and I look forward to chatting with you. (phone number)” Follow-up Email: Subject: Time on Schedule?

Karen, I left a voicemail earlier. Check your schedule and let me know if you have time to chat today or tomorrow?

Immediate Value: “I lead the Commercial Banking Practice which exclusively places senior credit managers and commercial lenders with both national and independent banking institutions. I have built a relationship with one such senior manager and together we have short listed a few organizations that he would like to target. He primarily focuses on new business development with (types of clients) and has landed (# of) accounts in the last 6 months totaling over ($) in new revenue for the company. I’d like to share with you his brief story and why he is interested in speaking with you – do you have a moment now to talk or at least listen?”

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Referral: “You and I have a common friend in Steve Smith and he recommended that I give you a call.” Ego: “I do executive search within the (industry) and I also write a blog on leadership within the (industry). I’d love to interview you briefly on my upcoming blog post on how managers are adapting to change. I’d be happy to publish your name and company if I use what you have to say.”

Tip #14: Stand up!

Energy comes through on the phone, and you can increase yours by standing up. Same with a smile – keep a mirror next to your phone and smile while you are leaving voicemails and engaging in dialogue with candidates and clients!

Tip #15: Five by Nine

Make it your mission to make five calls by 9am! Stand up, don’t sit down between calls, and don’t hang up the phone with those first five dials. That type of momentum can set you up for a productive morning that flows quickly into a productive afternoon!

Tip #16: First to five gets $10 Make small challenges that can get you motivated and keep you motivated! Tip #17: Use the Telephone Discipline Tool, available at www.greatrecruitertraining.com This type of self-management tool works great for recruiters:

Hourly Planner 7am - 8am Total:

8am - 9am Total:

9am - 10am Total:

10am - 11am Total:

11am - 12pm Total:

12pm - 1pm Total:

1pm - 2pm Total:

2pm - 3pm Total:

3pm - 4pm Total:

4pm - 5pm Total:

5pm - 6pm Total:

6pm - 7pm Total:

7pm - 8pm Total:

Goal for the day:

Total for the day:

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Big Biller Secrets

Presenter: Joel Slenning – CEO, ICON Medical Network

Joel is the CEO of ICON Medical Network and the ICON Group of Companies, ICON Technical Network and ICON Locum Tenens.com. Joel has spent his professional career starting, building and improving businesses, spanning multiple industries. He has spent over a decade in the Staffing Industry, migrating from one of the nation’s leading search professionals to now the CEO of ICON Medical Network. Throughout his tenure in the staffing industry he has carried “Recruiter of the Year” honors as well as being named one of the most influential people in the healthcare staffing industry. Joel is considered an industry expert in Healthcare, Life Sciences and Information Technology staffing and has been quoted in publications like The Wall Street Journal, Business Week, The Business Journal and other Healthcare related publications. He is also a frequent speaker at staffing industry related conferences around the United States.

About This Segment In Joel’s presentation, he shares some of his best practices and recruiting concepts including how he maintains a 2 to 1 send out ratio, using the Power of 3, using L.E.R. and the Language Power CDS, and key must-do steps for continued success.

Meeting, Week 1: “Big Biller Secrets” by Joel Slenning

If you are reviewing this episode with a team, watch until 32:58 into the video and ask your group for their key takeaways and insights. Review the following below to fill in the gaps; resume the following week with the remainder of the Episode.

POWER OF 3: Joel begins by reiterating the power of three and the relevancy it has on this stage in the search process. Although it’s desirous to have a thorough and complete job order and the three questions he asked are not the only questions to ask when screening the search specifications, think through the purpose behind his suggestion. If you’ve ever conducted a search looking for a “too good to be true” candidate, or if your sendout to placement ratio is not quite Joel’s of two to one, think through and discuss as a group how to modify the scripts and questions below to best suit your organization and industry:

“I certainly have a good understanding, after listening to what’s important to you, of the individual you are trying to find and who you think will be best suited for this role. Let me ask you; if we had to define this job down to three major components, what could I present to you in a candidate that could meet those three things?”

If the client needs some further direction, the following areas are (in Joel’s experience) the most important:

Education and Major Skill Sets: “What are the most important areas in someone’s background, education, or developed skill sets that are most critical to you in evaluating this individual?”

Teamwork and Projects: “What can this person bring to the table that will allow them to hit the ground running in this job?”

Soft Skill: “What is the one thing that is going to make someone successful from a soft skill standpoint? Perhaps most important in terms of leadership style, or personality trait, or communication style, social grace, or interpersonal skill…”

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LISTEN FIRST: Want to become a better, more trusted recruiter? Stop talking and start listening. Just because you are the one driving the conversation with your candidate or client, you will have far more to gain by surrendering the floor rather than dominating it. The well-thought-out questions of great recruiters have much greater impact than the overbearing monologues made by those who have not yet come to understand the power of listening.

Again, take Joel’s scripts and questions below and use as a starting point. Think through and discuss as a group how to modify the scripts and questions below to best suit your organization and industry. Start first with discussing the why behind each of these techniques.

Opening question designed to set the tone for the discussion:

“Do you value staying informed of high-level (industry) opportunities that could be superior to what you’re doing today?”

Script designed to remove “selling” from the initial conversation, and lessen hesitations from the candidate:

“I’m a recruiter, but I’m not suggesting that you make a move today. In fact, I don’t know you and you don’t know me, so all I’m asking is quite simply if you value staying informed of opportunities that could be clearly superior than what you’re doing today. If the answer is yes, there is a possibility that I could accomplish that for you. If I do uncover a superior opportunity, I’ll call you only when I have whatever that means to you. What I need is simply 10 minutes of your time to determine what could be a superior opportunity for you.”

Questions to understand current position:

“Based on a scale of 1-10, how would you rate your current position? The overall scope of responsibility, the day-to-day, your satisfaction with this particular position…”

(It’s a 7): “That’s not great…but it’s not bad, either. What makes it a 7? What’s missing? What could make it a 10?”

(It’s a 1): “What are you still doing there? How can you put up with a 1?”

(It’s a 10): “That’s outstanding. How did you come into such a role?”

Questions to understand leadership and management:

“Based on a scale of 1-10, how would you rate the leadership in your organization? How would you rate your manager? You would you rate the leadership all the way to the top?”

(It’s a 7:) “So it sounds like you are being served well by your leadership. If it’s not a 10,

obviously there’s bit of a gap – what’s missing?”

Questions to understand quality of life:

“On a scale of 1-10, how would you rate the lifestyle of this position? This could include your commute, salary, benefits, the time off it gives you…”

(It’s a 7): “It sounds like overall, there’s not too much missing, but whatever is missing does sound important to you. What caused you not to rate your quality of life a 10?”

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LISTEN, EVALUATE, AND RECOMMEND: Good job! You successfully listened, which has earned you the insight to understand the story behind the candidate, and the opportunity beyond the issue. Listening is about discovery, and discovery can not only impact the present, but it can also influence the future. Listening is Step 1 of L.E.R.; if appropriate, it is time to move on to Evaluate and Recommend.

Evaluate: Before the recommendation comes the evaluation, which is not one-sided. Go back through each of the three areas and repeat what you heard; communicate to the candidate that you have listened carefully and that you understand their perspective. This does not mean that you agree with them, only that you understand or are seeking to understand their perspective. In addition to demonstrating that you were actively listening, the candidate might expand on their initial statements or clarify and modify their original stance on the subject.

“The first area we discussed was that of your current position. You rated that area a 7, and obviously there’s a gap there. What I heard you say is that this gap is due to A, B, and C. Did I understand you correctly?” Repeat for leadership and quality of life.

Recommendation: Remember that you are trying to seek agreement not on if your client is the right next step for them, but simply on if they are interested in learning more. That’s it. Do keep in mind that you need to deliver a recommendation that provides a benefit to the candidate – not you or your client.

“Based on the information you’ve shared with me so far, here’s what I heard – there are some pretty significant gaps. I believe that there could be an opportunity out there that not only fills those gaps, but tremendously impacts your role, your management, and your quality of life. I’m not saying that you are in a bad position, but I might suggest that you entertain the option of learning a little more about an organization that can bridge that gap. Are you interested in learning more?”

Pause the Episode at 32:58 and resume with the remainder of the Episode for Week 2’s meeting.

Meeting, Week 2: “Big Biller Secrets” by Joel Slenning

If you are reviewing this episode with a team, pick up where you left off the previous week (32:58) and watch the duration of the Episode. Ask your group for their key takeaways and insights, and review the following below to fill in the gaps.

PREPPING: Three things the organization brings to the candidate and the three things the candidate brings to the client. Remember those three things – key in on those. Remember the three things we talked about that were really important in order to win the job – key in on those points.

“If, during the interview, you have the revelation that this IS the match we thought it was, I want to make sure that they feel the same way. Remember that these are the three things that are really important to my client: A, B, and C. Of course, it’s completely within your right not to move forward, but I want that decision to rest with you.”

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“Before you speak with (candidate), I want to remind you of what’s most important to him. If, during the interview, you have the revelation that this IS the match we thought it was, I want to make sure he feels the same way – and he will if you communicate A, B, and C aligns with his long and short term professional and personal objectives.”

INTERVIEW DEBRIEF: Joel has made this a wonderfully simplistic process, but one that started with aligning the candidate and opportunity quite well on the front end. His recommended debrief questions for the candidate and client are below; how can you implement within your own practice?

Client:

“Based on a scale of 1-10, how would you rate the candidate’s fit overall for the position?”

(7 or above). “That’s fantastic; I want to make sure I understand, is there a reason they aren’t a 10?”

Candidate:

“Based on a scale of 1-10, how would you rate your fit for the position? What about fit for the overall organization? How would you rate your excitement level for the position?”

METRICS: No two recruiters are alike – they aren’t alike in skill level, or industry, or average placement fee, or average timeframe of the placement process, or tenure, or even desired earning potential. That said, did you listen to Joel’s metrics with the mindset of “that wouldn’t work for me”, or did you listen to them with the mindset of “I’ve just learned how a million dollar producer monitors his success; what can I pull from his and make my own?” Although the question is rhetorical, be honest!

80 calls per day. New recruiter - 40% marketing, 60% recruiting. Tenured recruiter - 60% marketing, 40% recruiting.

20-25 connects per day

10 candidate conversations per day, 9 of those yielding a Candidate Data Sheet dialogue where the three scale questions are asked.

1 sendout per 9 CDS conversations (tenured recruiter – 1 sendout per 5 CDS conversations)

1 job order conversation per 10 marketing connects

TACTICAL TIP: Once you’ve had some success with a repeat client, be persistent to get on the CEO’s calendar. The benefits Joel mentions are just some of the few; if this isn’t something you’ve made a regular practice of, start doing so! It will change your relationship with the client, and change your ability to make future matches:

“What do you think makes your organization great, and why we should continue to bring phenomenal people to your organization? We’d really appreciate your perspective on this.”

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ATTITUDE: Think about Joel’s statement: “you are in control of what you bring to the table every day.” What are you getting out of bed for each day, and what are you doing to get better at what you do? What are you doing to invest in your skill sets every week, every month, and every year? To Joel’s point, most recruiters are willing to make the investment in their candidates and clients, but tend to overlook investing in themselves until they hit a slump! Plan to grow, commit to others, and always be growing personally and professionally!

A man came across three masons who were working at chipping chunks of granite from large blocks. The first seemed unhappy at his job, chipping away and frequently looking at his watch. When the man asked what it was that he was doing, the first mason responded, rather curtly, “I’m hammering this stupid rock, and I can’t wait to go home.” A second mason, seemingly more interested in his work, was hammering diligently and when asked what it was that he was doing, answered, “Well, I’m molding this block of rock so that it can be used to build a wall. It’s not bad work, but I’ll sure be glad when it’s done.” A third mason was hammering at his block fervently, taking time to stand back and admire his work. He chipped off small pieces until he was satisfied that it was the best he could do. When he was questioned about his work he stopped, gazed skyward and proudly proclaimed, “I…am building a cathedral!”

Three men, three different attitudes, all doing the same job. Do you think the man building a cathedral felt that what he did mattered? Maybe a bit more than the others? His attitude was influenced by his perception of how his work mattered. Do you think the quality of his work was influenced as well? Believe in what you do every day!

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That’s a Great Question

Presenter: Rob Mosley, Managing Partner – Next Level Exchange

Rob is a Partner and Sr. Director of Training and Development for Next Level Exchange. Rob comes to Next Level from MRINetwork™ Corporate in Philadelphia, PA, where he served as the Chief Learning Officer, responsible for all training and sales development of 1,100 offices worldwide. Previously Rob was with the Acclivus Corporation, an international performance development company; he has facilitated the Acclivus curriculum on five continents and was part of the Acclivus team responsible for global relationships with companies as diverse as Dell Inc., Accenture, KPMG Consulting, and CDI Corporation. Rob is a keynote speaker and facilitator at continuing education seminars in the areas of Business to Business Sales Execution with a focus on collaborative client development.

About This Session In this session entitled, "That's a Great Question", Rob discusses great dialogue. Great dialogue in our business is the cornerstone of our craft. And great dialogue has four distinct elements; Probing, Listening, Responding, and Aligning. Rob will break this down and discuss each of these important skills to better understand how they integrate with each other to form true diagnostic communication with your clients.

Meeting, Week 1: “That’s a Great Question” by Rob Mosley

If you are reviewing this episode with a team, there are several role plays and continued discussion exercises that will help ensure the successful implementation of the material shared. For the first segment’s role play, watch until 12:24 and pause at the natural break that Rob has created.

Facilitator (start from beginning and pause at 12:24): This exercise around developing “executive insight” will help you influence by seeing through the lens of that individual. Spend a few minutes identifying key titles at each of the three levels of an organization. List at least four ways that individual is measured; keep in mind you know nothing about them and are making assessments based solely on their title or role. How are they measured? What are the key priorities on their dashboard each day? For example, a CEO is measured on profitability, revenue, growth, margin, velocity, customer trends and corporate image.

Title for Executive Level:

How is this person measured?

1.

2.

3.

4.

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Title for Management/Departmental Level:

How is this person measured?

1.

2.

3.

4.

Title for Individual/Project/Field Level:

How is this person measured?

1.

2.

3.

4.

This list that has just been created should be leveraged in any conversation with an executive, or manager, or field individual to show that you have an understanding (insight) beyond the obvious. This is a much more interesting conversation that just talking about hiring or staffing need, and can actually magnify the need when the time comes for that conversation.

As a final exercise using the list created, script out your opening dialogue with a prospective hiring manager that lets them know you have insight into what drives them, their priorities, and how they are measured:

Facilitator: (Resume watching the video at 12:24 and watch through 30:00) To begin next week’s meeting, we will use the questions that Rob has provided and create our own. Throughout the course of your week, be thinking of questions that you currently ask that are designed to gather information beyond the obvious to help you understand client’s goals, problems, needs, financial considerations, our competition, and the decision making process.

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Meeting, Week 2: “That’s a Great Question” by Rob Mosley

If you are reviewing this episode with a team, start first with picking up where you left off with last week’s meeting.

(Facilitator): When we wrapped last week, we had just concluded learning about the real power of the skill of qualifying is achieved when you use questions as a foundation on which to ask further questions that will give you some true insight. Asking clients more challenging questions may change their perception of us and the service we provide, as well as create a stronger sense of mutuality or purpose. Using the questions that Rob has provided as examples as well as creating your own, what are the questions that you want to ask in each client development conversation?

To understand the Goal needing to be achieved: How are you measured in your current role? In what areas do you plan to focus your resources? How do your recruiting goals this year differ from your goals last year? What do your clients look for from your company? How do they define the value that you

create? When you lose business, what key factors cause that to happen? How will you measure the success of your (recruiting) program over time? How will you

know when your objectives have been met?

To understand the Problem that needs to be solved:

What is keeping you from meeting your recruiting goals right now? What is the most pressing obstacle that is keeping you from being most effective? With the challenges you face, what different provisions have you put in place to help you

accomplish your recruiting goals? What do you personally see as the most challenging part of achieving these goals? If your current recruiting approach is described as ‘not working,’ what is not working and

why is it not working? When you do have openings, what is your most difficult position to fill and why?

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Questions to understand the Need that exists:

What are the primary duties and responsibilities of this position? Considering your goals and challenges, what are your growth expectations and time

frames? What do you believe to be your most urgent need for the situation? What key resources need to be in place that are currently lacking in your organization? What key personnel must be in place to meet your goals for this year? What are the most critical positions that need to be filled now?

Questions to understand Financial Factors:

How can we assist you in justifying your budget? What are the criteria you will use to evaluate the investment in an outside resource? Are you incented to come in under budget? How does working with an outside resource

affect that budget for you? Are there time constraints to your budget? Is this a “use it” or “lose it” budget item? What would be the consequence of not investing in a partnership for your recruiting

needs? What is the process for approving your budget? When does your budget cycle begin?

Questions to understand our Competition and the history of past experiences:

Who have you worked with in the past? What other potential options are you considering? Will you work exclusively or with multiple recruiting firms? What recruiting firms are you currently working with that are driving value to your

recruiting efforts? What do they do best? Where could they improve? How many proposals will you be soliciting for this project? What are your available options at this point?

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Questions to understand the Decision Process:

What is your process for making decisions? Where are you in the decision-making process? What criteria will you use to make a decision? Would you list them in order of

importance? What is your timing on making the decision? What key issues or events are driving your

deadline? Who in addition to you is a part of this process? What is the extent of their involvement?

What are their roles? How will you measure the success of the decision?

Facilitator: (resume video at 30:00 and watch through the end of the video) Let’s take the questions we have scripted above and select a few to wrap in context, rationale, perspective, opinion, or probing for symptoms:

• Context / Rationale • “Knowing that this search has to pay for itself and that we’re going to be held

accountable, how will you track and measure the success of the placement?” • “The economy continues to give many companies a pretty tough time; where are

you experiencing your greatest hiring and retention challenges right now?”

• Perspective / Opinion: • “From your perspective, is it more important…..?” • “You’ve worked with this team before; in your opinion..?” • “I would value your insight; why do you think…..?” • “Would you share your perspective on….?” • “I haven’t seen this situation before but in your experience…?”

• Probing for Symptoms / Fact Finding

• “Could you tell me more about.…?” • “Could you give me an example of….?” • “When did you first notice…..?” • “What seems to be the key contributing factors to…..?” • “How has this affected…..?” • “Have you had the chance to see what this might be costing the business in

terms of…..?”

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