Our previous three articles have focused on “how” to develop exclusive client relationships. In this article I will provide a summary of the questions from the near record number of calls and emails I have received in response to those articles.

Q: Are there different types of exclusive agreements?

A: Yes, but in all cases, the term “exclusive” must be clearly defined. As an example, there can be many variations of exclusive contingency agreements. Some agreements are designed to prevent the client from working with other staffing services and/or from advertising the position (including on their web site or on the Internet). Other exclusive contingency agreements state that all candidates, including internal candidates and employee referrals, are considered to be candidates of the staffing service and are processed accordingly. These variations may also exist in certain retainer agreements. Therefore, it is imperative not to assume anything where exclusives are concerned. In your written agreement with the client, you must spell out in specific terms exactly what is and what isn’t covered by your exclusive relationship.

Q: What is the key to getting your client’s agreement to an exclusive relationship?

A: Although clients may carefully weigh several factors before agreeing to an exclusive relationship, in most instances, the factor they consider to be most important is whether or not you can deliver, i.e. fill the position(s) within an acceptable period of time. Selling it is one thing. Delivering it is quite another. If you are sincere about developing exclusive relationships, take an honest look at your service delivery processes.

Remember

Clients do not grant exclusives because you are just like your competition. Clients grant exclusives because they see you are different (better) than your competition. And being better is not a factor of salesmanship. Being better is a factor of workmanship.

Q: Is it absolutely required that an exclusive relationship be defined by a writing agreement?

A: In life there are very few absolutes. However, in our business, this is as close to an absolute as you will find. If you have a client who is hesitant to sign an agreement that confirms the specifics of what they have already committed to, you have to question their motivations. This is the “point of no return.” However, it may have more to do with “how” you asked for an exclusive than it has to do with the client’s motivation. Positioning is critical. Consider the following:

“In order to meet your needs in a timely manner without compromising processes or selection criteria, we need to make a mutual commitment of resources. This commitment should be in writing and include a provision for an exclusive working relationship. To proceed on any other basis would not make good business sense for either of us. Wouldn’t you agree?”

Learn how to present the concept of “exclusive relationships” in a manner that makes sense to your client. If they do not see the benefits in granting you an exclusive, they will not agree to it.

Q: Should all my orders be on an exclusive basis?

A: You should work on an exclusive basis only those orders that are properly qualified and only if you are prepared to deliver on your promises. Most contingency orders do not meet the basic qualifying criteria for exclusivity because of one or both of the following reasons:

1. The prospect/client has already given the order to several other recruiting firms and/or has developed alternative sources for candidates.
2. The client is unrealistic in their candidate selection criteria or simply not in a position to attract the level of candidate they require.

Remember

There is one thing worse than working on a poorly qualified order and that is working on a poorly qualified order that you have on an exclusive basis.

When you work on an exclusive basis, you must perform. Your client justifiably expects you to perform and to do otherwise will place your relationship in jeopardy. Therefore, as with any commitment, do not enter into it lightly. Know your capabilities. Have in place objective standards for measuring each business opportunity. Understand how and when to properly position the concept of exclusive relationships. Most importantly, build a reputation for delivering on your promises.

As always, if you have questions or comments about this article or wish to receive my input on any other topic related to this business, just let me know. Your calls and emails are most welcome.

View the whole ‘Exclusives‘ series:

1. The Power of Exclusives
2. The Presentation
3. The Written Agreement
4. Q&A and Final Thoughts

Lemonade was the theme of our last Fordyce Letter article (Lemonade, Anyone? From the January 2011 issue). We were happy to share the three main strategies we implemented when a down economy really forced our hand, driving a change from a salesperson-driven culture to one more affordable and still focused on new business development, but sans salesperson. To recap, our three “Lemonade” initiatives were:

1. No more salespeople. Our traditional staffing coordinators are now relationship experts — not only with applicants and contract employees, but also with prospects and customers. Their relationships, and strategic business development goals, drive new business development.
2. A bigger, friendlier brand presence with customers. We continue to be the “little staffing company that helped.” We don’t want the lack of dedicated salespeople to create a vacuum, so we continue to stay very active in personal relationships, educational marketing initiatives, and social media, to stay top-of-mind in a truly helpful way.
3. A more engaged, relationship-oriented presence continues to be our recruiting strength as well as a sales strategy. Since the Lemonade article in January, we have continued to avoid paid recruiting advertising and stayed focused on the more personal touch — including all forms social media, referral programs, job fairs, and other old-fashioned recruiting methods. We even resurrected the “Now Hiring” job flyers — they work in our market!

As we continue to make “lemonade” and improve and strengthen our relationship-based, social media-driven methodologies, we were delighted when one of our longtime clients asked us to bring those tools to the table when they threw a huge party — in honor of BURYING the recession. Here is a “When the economy throws you a curve ball, make Jambalaya” story that I hope makes you smile. Thanks to our client, OEM Fabricators in Wisconsin, for allowing us to be a part of this event and share the story.

****************

May 19th, 2011 marked a new era for Wisconsin businesses and their partners. We were curious, and a bit excited, when we first heard that our Wisconsin client, OEM Fabricators, was throwing a big, New Orleans-style funeral PARTY for the recession. When we talked with OEM’s management about the idea, we got even more excited.

We have worked with OEM, and with many other local manufacturing firms, for years. These last three years have been tough ones. In 2008 and 2009, our clients simply weren’t hiring at the pace they had been — and many were laying off. Then, in 2010, several clients started to see upticks in hiring, and we were there to help put people back to work. In 2011, while many companies still have a journey ahead of them to get to pre-2008 sales and staffing levels, things are looking up. How refreshing it was to have been a part of this party, a funeral in name only, as hundreds of folks gathered to say “Enough!” and put the recession behind them.

We placed flowers on the gravesite of the recession to signify NEW growth and opportunity.

Mark Tyler, President of OEM Fabricators, said it well, in his “eulogy”:

I am asking you to dig deep and muster your most positive attitude! I am asking you to join me in declaring this thing dead! I am asking you to look forward, not back, with hope and aggressive action to make our economy, our outlook, our future incredible. Don’t let the naysayers hold you back! We in manufacturing have been being told for years how we are has-beens. We have been told that we are leaving the U.S. economy for greener financial statements. I say, get your head out of your past, and pay attention! Manufacturing . . . is leading the way in Wisconsin and across the US out of the now dead recession.

So we join OEM and other local businesses that refuse to listen to the news and are instead moving boldly ahead to create jobs. And I reach out to other local companies, who may still be struggling to bury their own economic woes—we’re here to help, however we can. We see significant hiring increases and good economic signs from where we sit, and we hope you do, too.

Oh, and the jambalaya was great!

Have you done anything fun and unique with your clients or your local community to celebrate their hiring and/or job growth? Share some of your stories in the comments below!

The agreement to work on an exclusive basis with your client can be confirmed either verbally or in writing. However, as a wise man once noted:

“Verbal agreements aren’t worth the paper they’re written on.”

The exclusive relationship is established verbally but should be confirmed in writing and signed off by both parties. If you are dealing with a reputable client who is sincere about utilizing your services on an exclusive basis, there should be no valid reason why they would not sign a document that confirms that to which they have already agreed. Therefore, we will concentrate on written agreements.

In the process of establishing an exclusive relationship you must determine:

1. What elements of an exclusive relationship hold the greatest value for your client.
2. The viability of the job specifications and the selection criteria.
3. The level of time, energy, and resources required from you to effectively meet the client’s needs.
4. The level of process adaptation required to effectively and efficiently service this client.
5. From a potential employee’s perspective, the attractiveness of the client’s organization and the positions on which you will be working.
6. If prior experience or activity on the opening(s) will unnecessarily restrict the nature and scope of your efforts on their behalf.

Once these points have been clarified and you and your client have agreed to work on an exclusive basis, you need to construct the written agreement. Written agreements should be developed and signed whenever you establish a relationship that can be classified as an:

• Exclusive Contingency
• Engagement Fee or Partial Retainer
• Standard Retainer
• Recruiting Services or Hourly

All of these agreements may include many of the standard provisions you currently have in your normal fee agreement. Additionally, the agreement should:

1. State that the person signing the agreement is authorized to bind the client’s organization to the terms of the document.
2. Establish that the services will be provided on an exclusive basis.
3. Outline the process that will be followed, as well as mutual responsibilities and specific accountabilities.
4. Define how internal candidates, internal and external referrals (whether solicited or not), and walk-ins (including mail-ins and e-mails) will be processed.
5. Clearly define “what” constitutes acceptable performance on your part.
6. Define whether or not any agreed upon payments are “progress payments” or “installment payments.”

Although most of these agreements can be structured without utilizing an over-abundance of legal terminology or “remedies” clauses, the specific circumstances may require this approach.

Any written agreement should be entered into with caution and therefore you need to pay particular attention to three areas:

1. Be careful when stating specific time or performance provisions.
2. Make certain that all key provisions are in writing.
3. Do not begin your service process until you have a signed agreement and where retainers or engagement fees are involved, a check in hand.

Exclusive relationships that are confirmed with written agreements are not developed easily. However, when properly established and structured, working on an exclusive basis allows you to better focus your resources in achieving results while positioning you as absolutely indispensable to the success or your client’s organization.

If you would like to receive examples of the various agreements that apply to exclusive relationships, just e-mail your request to: Terry@tpetra.com.

As always, if you have questions or comments about this article or wish to receive my input on any other topic related to this business, just let me know. Your calls and e-mails are most welcome.

View the whole ‘Exclusives‘ series:

1. The Power of Exclusives
2. The Presentation
3. The Written Agreement
4. Q&A and Final Thoughts — coming next week…
   

In our previous article we stated that “… exclusive relationships generally produce better results, in less time, while requiring the investment of fewer client resources than traditional methodologies.” However, this is a fact that may not be widely accepted by your prospect/clients. Therefore, in order to sell the concept of exclusivity, whether retainer or contingency, you must understand the justification for establishing such a relationship.

One or more of the following reasons typically provide your prospect/client with the necessary justification:

1. Their sense of urgency places the highest priority on filling the position. The position must be filled right and must be filled now. Little or no margin for error exists with this hire.
2. The difficulty of the search requires a focused resource approach. The required skills and experience are not resident within the readily available candidate pool.
3. The prospect/client does not possess the wherewithal to effectively conduct the search through alternative means. A quantity approach would not only waste time and staff resources, but also would increase the level of frustration and aggravation that comes from being stretched too thin.

Focusing  your marketing efforts for exclusives on prospects and clients where one or more of the above listed justifications are present is just the beginning. Convincing them to grant you an exclusive is quite another matter. Whether or not you receive an exclusive will depend on:

1. The client’s belief that you truly understand the specifics of their needs and the peculiarities of their organization. The development of a comprehensive job description and realistic selection criteria needs to go hand-in-hand with gaining an understanding of the outcomes that must be achieved through this position.
2. The client’s belief that you can access the talent, skills, and experience they require in the desired employee. Your search efforts must go beyond easily identified and readily available candidates.
3. The client’s belief that your service delivery capabilities will produce a successful hire within an acceptable timeframe. They must be convinced that you can orchestrate a process that will result in a successful hire.
4. The client’s belief that the risk they take in granting you an exclusive is well worth taking. They must have confidence in your ability to deliver on your promises.

Obviously, one of the most effective ways of convincing the prospect/client that you can deliver on your promises is to prepare a list of references, i.e. clients who can qualitatively verify your claims. This list should be prepared in advance. Depending on your area of specialization, you may wish to customize it to include companies of similar size and focus as that of your prospect.

Nevertheless, references alone may not be enough to convince the wary prospect/client. Therefore, you need to discuss the details of your service delivery system. You must clearly describe in specific terms “how” you work and the steps you will take to meet your client’s needs. It is in this critical area that most recruiters/consultants lose the sale. You should demonstrate that your process is thorough, systematic, and designed to achieve the desired results while eliminating as much as possible those variables that contribute to hiring error. Many of the following factors could be included in your presentation:

1. The nature of the exclusive relationship allows the client greater control over the search process.
2. Search firm accountability is specific and detailed. No mutual mystification.
3. Initial and long-term objectives become more clearly focused.
4. For the client, a greater understanding should result from both the internal and external factors that may influence the achievement of objectives.
5. Comprehensive job and candidate descriptions will be formulated thereby defining not only the structure and functionality of the position but also realistic, specific, and job-related selection criteria.
6. The search process becomes quickly focused, thereby allowing for an improved allocation of corporate resources, i.e. time, financial, and human resources.
7. The depth and scope of the search will be greater thereby improving the likelihood results will meet or exceed expectations. Search efforts are not restricted to easily identified, readily available candidates.
8. Dialogue and interest can be established with targeted individuals who may not be available through alternative approaches (see previous article, “The Power of Exclusives”).
9. The presentation of the opportunity to the candidates can be handled in a more sensitive, discreet, and objective manner.
10. The closed-loop partnering relationship should help control the potentially negative variables in the hiring process. Expectations can be kept in line with reality. An objective third party perspective adds tremendous value to the process.
11. Candidate acceptance criteria are identified and assistance is provided in formulating an offer that will be acceptable to both parties. Proper handling of the offer is guaranteed, as no offer will be extended until or unless the candidate is pre-qualified to accept it.
12. Comprehensive referencing is performed to help ensure that the candidate selected is qualified to fulfill the responsibilities of the position and properly suited to the client’s organization.
13. A comprehensive strategy for proper onboarding is implemented to insure a smooth transition for both the client and the candidate.
14. Appropriate follow-up involvement with all parties, at proper intervals, facilitates the evolution of a functional and mutually beneficial relationship between the client and their new employee.

If your presentation is delivered in person, the description of your delivery (search) process may include the use of a laptop computer, audio/video equipment, or collateral material. It can be very beneficial to have your process outlined on paper in some form of “leave behind” document. An example of this type of document is a “Search Project Timetable.”

A properly constructed “Search Project Timetable” provides a visual representation of your service delivery system. Additionally, this form can be instrumental in gaining the client’s commitment to work within a structured, partnering process to achieve their desired results. If you would like to receive an example of a “Search Project Timetable” send your request to terry@tpetra.com.

Whether the presentation is made in person or on the phone, in order to gain an exclusive relationship with your client, you must create a belief that the risk they are taking in granting you an exclusive is well worth taking.

As always, if you have questions or comments about this article or wish to receive my input on any other topic related to this business, just let me know. Your calls and e-mails are most welcome.

View the whole ‘Exclusives‘ series:

1. The Power of Exclusives
2. The Presentation
3. The Written Agreement — coming next week…
   
4. Q&A and Final Thoughts — coming soon…
   

Everyone knows that the recruiting business is a phone business. Without that basic communication tool, we wouldn’t be able to interface with as many people as we do. Our business is also a “sales” business. We’re constantly selling our value to our client. Crucial to the “sales process” is that we must first establish our credibility with our client. Really for all of us, the sales process begins by identifying a client with a need. That is in knowing your market or being attuned to what is going on.

Knowing Your Niche

Selling your value proposition begins with the marketing call, and once you have your prospect’s attention, then you can work on establishing credibility. That is, in this field, that you know the market and that you have credible candidates that can perform the job. For most recruiters, that generally comes from market knowledge or market research. It comes from becoming a Market Master — knowing your niche. It includes knowing which companies you want to work with and which ones you want to stay away from. It also means that you know where to find the right candidates.

Many firms start their recruiters out making bountiful phone calls into the marketplace. They are well mentored by a good trainer to recruit talented candidates for the opportunities that more senior recruiters have developed. At Ag 1 Source, we took a slightly different path in seeking out our recruiting talent. We chose to focus on prospects who were experienced sales professionals in their industry niche and who have direct market knowledge. We then chose to develop a training program focused on channeling that talent into highly effective recruiting skills. Why did we do that, and how is that working?

“It was refreshing to work with someone that knows what they are talking about related to my business,” an Ag 1 client said. “Understanding the market, the lingo, and coming from the industry is really key to the success of how Ag 1 Source has built their market. The recruiters come from the industry, are experienced in sales or related areas, know the market, the regions, the key market strengths, and where the business is being done. That, for us, is known as an expert in the field.”

One thing that we at Ag 1 Source knew early on is that agriculture is a marketplace where the bulk of the clients demand integrity in a working relationship. That’s a trait that is not easy to earn and is certainly hard to keep. Those who don’t put the time in to work at it find themselves working the scrap deals. If you want to work the choice deals, the credibility has to be demonstrated. We all, especially our clients, tend to have a high ability to sniff out a salesperson in the first twenty seconds of a call.

Knowing the Lingo

What is market knowledge? In agriculture, our recruiters know what “diesel fever” means. They know what the smell of acetylene is on a crisp spring morning. For those not indoctrinated, diesel fever refers to the first farmer to be tilling his fields early in the spring and the smell of acetylene means that someone had to get up early to repair the boom on the spray rig that hit the power pole the night before. That’s what is known as market knowledge or lingo. It’s the ability to relate to the farm center manager that got only four hours of sleep last night during the “spring rush.” It’s also the advantage that a recruiter has when working on establishing that all-important credibility with the client that’s being won over. It’s the ability of a recruiter to understand when he/she needs to cut to the chase and ask the right question, or in the absence of the knowledge, get lumped into the class of “salesmen” that keep calling at the wrong time and “bugging” the manager. It is also equally important to have that same credibility when recruiting candidates. We have to understand what will really make the difference in the right position fit for both sides, the client and the candidate.

The old adage is that it takes an average of six sales calls to make a sale, right? What if you could trim that average down to four, or even three? What would that mean? Could you make the same amount of calls and earn another third or even twice as many clients? How important is that? Making the time expended count is huge. Being able to devote more time to ask the right questions and listen in on what the client really needs is critical. The ability to direct more of your time to really listening in, versus the required time to first establish the credibility, results in more time that can be spent on closing the deal.

Hiring for Your Business

So, what are we looking for in the “Right Stuff” for a recruiting consultant prospect?

1. Accomplished sales skills – a sales closer
2. Integrity and honesty as core values
3. The credibility factor – a large book of contacts and working knowledge of the targeted market segment
4. A driven style, a conation, and passion for success
5. A strong ability to read people – comes equipped with a BS meter and connectivity – you like the person instantly
6. Strong communication skills – a great “questioner”
7. Controlled time management skills
8. The capability to understand the need – prior interviewing, hiring, or management experience
9. Consciousness – Aware of their surroundings, having strong follow-through, and realizing what’s really important
10. Courage – to step into the unknown,  try the impossible, do the difficult tasks first and not put off until tomorrow what can be done today
11. Confidence – The ability to get up when knocked down
12. Entrepreneurship – Someone that has built something from scratch, someone that wants to contribute to the bottom line, both to the client and the agency

When it comes to what skills we seek, there are more details we will look at, but the above twelve are must-haves. The above factors are likely quite similar to and are based on models created by several other organizations with one key difference for us: how we look at the credibility factor.

Trying to train industry or market knowledge can take considerable time in our world. The training to adapt a sales approach to our system takes much less time. It is what works for our industry, and it is what works for the design of our training program. Naturally, we as recruiters generally come across as salesmen initially, but with credibility quickly established, the bond is made: “You’re one of us” in a client’s or a candidate’s eyes.

The state of the economy notwithstanding, the opportunity to secure business on an exclusive basis may be greater today than at any time in the past ten years. Companies have no margin for error when filling mission critical positions and many of them are choosing to use fewer vendors who can produce better, more consistent results. This presents an increased opportunity to build exclusive relationships with your clients. However, in order to take advantage of this opportunity, you must be prepared to understand and properly present the benefits that accrue for clients through this type of mutually supportive relationship.

The major difference between a contingency client relationship and an exclusive client relationship may have been stated best by a client who said:

“If I understand it correctly, with a contingency relationship I’m in if it works. However, in an exclusive relationship, I’m in and it better work. Does that about sum it up?”

Yes, that about sums it up.

Exclusive client relationships are not for everyone. They require a level of bipartisan commitment that may be uncomfortable for one or both parties. Nevertheless, when the client, position, and timing are right, settling for anything less than an exclusive relationship may prove to be a disservice to everyone involved.

However, give careful consideration to the following.

Fact #1: Exclusive relationships with recruiting firms generally produce better results, in less time, while requiring the investment of fewer client resources (time, energy, and staff) than traditional methodologies.

Fact #2: Most clients and prospects do not understand and/or believe “Fact #1.”

Fact #3: Most recruiting professionals do not know how to make their prospects and clients believers in “Fact #1.”

There are many reasons why exclusive relationships generally produce better results than non-exclusive relationships. However, in this article we will focus on just two and they both relate to POWER, i.e. the ability to generate results that meet or exceed the client’s expectations.

First, in a truly exclusive relationship, you can choose to apply the full resources of your organization in an unencumbered fashion to meet your client’s needs. Assuming you possess and utilize certain base competencies in executing your processes, exclusivity provides you the power to “go to the wall” for your client. With this level of power at your command, along with the necessary commitment and follow-through, you should be able to out-perform any other alternative available to your client. In turn, your client will learn to call you first, to grant you exclusivity, and most importantly, to believe that the quest for organizational excellence is best served through this form of relationship.

Second, in a truly exclusive relationship, you are the only access point to the client’s opportunity. Properly leveraged, this exclusivity can be a tremendous source of power for you when dealing with low-supply, high-demand candidates and recruits. It demonstrates to them that you have a strong trust relationship with your client, a relationship that could hold great value for them as well.

In many instances, these individuals can only be approached in a discreet and confidential manner by a seasoned recruiting professional, one who has earned the right to represent a select client on an exclusive basis. The perceived power you gain from this type of relationship can many times be the deciding factor in whether or not the targeted individual feels comfortable in stepping forward and investigating your client’s opportunity.

In explaining the power that is created through an exclusive client relationship and how it applies to the recruiting process, you may want to use role projection. Here is an example.

“(Client’s name), put yourself in the position of a well qualified individual who receives an unanticipated call from a recruiter. Would you be more or less likely to speak with that recruiter if you knew they were working on an exclusive search for their client thereby providing the security of a closed loop communications process?”

Most clients will respond “more likely” because they recognize the benefit to the potential recruit in terms of maintaining confidentiality as well as being involved in a tight process where as many variables as possible are under the control of the recruiter. You may also add that the only way the client will have an opportunity to interview one of these highly qualified and motivated individuals is if you can recruit them and that process begins with an initial conversation. No initial conversation, no recruit. This is a simple concept – it is easy to understand and that is the very reason it is so effective.

If your clients are interested in getting results on time, every time, without exception, they need to understand the dynamics of power and how it can be utilized for their benefit in the recruitment process.

If you are interested in building and maintaining long-term profitable relationships with your clients, you must learn how to sell the concept and benefits of power; the power that comes from exclusive relationships.

Remember

Power is a factor of perception. If you believe you have power, you do!

By the nature of your role as a recruiting professional, you already have power. However, you cannot fully utilize it unless those with whom you deal perceive your power as being of benefit to them. Only in this manner will you be consistently successful in building exclusive client relationships.

As always, if you have questions or comments about this article or wish to receive my input on any other topic related to this business, just let me know. Your calls and e-mails are most welcome.

View the whole ‘Exclusives‘ series:

1. The Power of Exclusives
2. The Presentation — coming soon…
   
3. The Written Agreement — coming soon…
   
4. Q&A and Final Thoughts — coming soon…
   

This article is from the May 2011 print Fordyce Letter. To subscribe and receive a monthly print issue, please go to our Subscription Services page.

By definition, a tie down question is one that requires a response that clarifies (ties down) the position of the one answering the question. Asking the right tie down questions at each step of the search and placement process is one of the earmarks of a top producer.

The two primary benefits of asking tie down questions are:

1. The answers provide you with information needed to better control and direct the process toward a successful conclusion.
2. The answers, by their very nature, define the level of commitment and positional flexibility of the one answering the question.

In the jargon of sales training, tie down questions are also referred to as closing questions. In our business, we need to be asking tie down questions (closing questions) at every step of our process. At no point is this more critical than when we begin our process with a client. In fact, many recruiters who fail to ask the proper tie down questions at that time eventually discover they are trying to work with a client who really has little or no desire to work with them. This represents an almost perfect definition of a waste of time.

Therefore, here are three examples of tie down questions that can be asked at the outset of your discussions with a client if you have any doubt whatsoever about their willingness to work with you. These examples are simple in their wording but leave no room for ambiguity in their answers.

Example One: After presenting an MPC (Most Placeable Candidate) to a prospect/client who then expresses some level of interest in your candidate and requests that you send them more information.

“What priority do you want me to give this?”

How they answer this question will provide a clear indication of their real level of interest. If they want you to give it a high priority, you can follow-up with additional tie down questions such as:

“Why such a high priority?”

And, based on their response:

“Specifically, what additional information do you require?” (See my article in the August 2008 issue of The Fordyce Letter, “It’s Better Than A Resume”)

Example Two: When a client or prospect indicates a possible need but does not directly ask for your assistance.

“Do you want me to conduct a search and recruit someone for this position?”

A straightforward, direct question requires a “Yes” or “No” answer, either of which is acceptable because it quickly clarifies the situation. Any other answer represents a stall tactic or is a demonstration of uncertainty and therefore requires the asking of additional tie down questions such as:

“Do you actually have an open position at this time?”

Or

“What is your timeline or target date?”

Or

“What do you want me to do?”

Depending on their response:

“Are there any other actions I could take on your behalf that may be beneficial for you or your company?”

Notice the emphasis is placed on what they need and not what you want.

Example Three: If the prospect/client answers “yes” to your question (example two), you need to clarify their sense of urgency.

“What level of commitment (or priority) do you want me to give this search?”

If they want you to give it a full commitment or make it a top priority, ask additional tie down questions, the answers to which will clearly define their sense of urgency as well as the status of the opening (see my article in the December 2007 issue of The Fordyce Letter, “Establishing the Sense of Urgency”).

These questions may appear to be basic and second nature to you and if that’s true, then you are in a distinct minority of recruiters in this industry. From my experience in working with thousands of recruiters over the years, I estimate that 80% or more of them fail to ask these or similar tie down questions when taking an order or search. In many of these instances it’s not a lack of knowing which questions to ask, rather, it’s a lack of courage to ask the right questions. That’s a classic execution deficiency and if it’s not corrected, it will seriously hinder the recruiters’ chances for success in this business.

In addition to working hard, the primary reason top producers out-perform everyone else is they work smart by not wasting their time. They only work on properly qualified orders/searches and candidates while executing processes that maximize the likelihood of a positive outcome. The cornerstone of their success is the willingness and wherewithal to ask direct tie down questions throughout their process.

As always, if you have questions or comments about this article or wish to receive my input on any other topic related to this business, just let me know. Your calls and e-mails are most welcome.

image source: Bruno Covas

This article is from the April 2011 print Fordyce Letter. To subscribe and receive a monthly print issue, please go to our Subscription Services page.

As demand for our search and placement services started to pick up late last summer, I decided to focus intently on one huge task; increasing the production on my desk.  I established new goals, blocked out all other peripheral responsibilities, and hunkered down to re-create a profitable business. Today I can report that my venture has been a huge success!

Those of you that run a solo practice know we all have the challenging day to day task of managing priorities. We have to determine if we truly have the right searches to fill, once we obtain them, and then must attack each placement opportunity with precision and efficiency. We must qualify diligently and seek immediate results without appearing impatient or testy. This process has required maximum focus, a willingness to learn from the challenges of 2009 and a dedication to what has, and always will, work in this awesome industry of ours.

The attention to detail on each search assignment is where it all starts, but often the other aspects of being a successful practitioner get overlooked. I am here today to say that if and when you put together a string of six months of approximately $50K in billings per as I just have, the resulting financial payoff makes it all okay.

So after turning off my creative writing skills and re-prioritizing several minor aspects of my business (like my Twitter account), I am back to share my positive energy as my momentum continues to grow. The first bright note I can share is that years like 2009 are necessary! A lack of demand for our services separates the survivors from the wannabees in any hard core sales profession like headhunting and brings out entrepreneurs that plant seeds to become our next prospects. In the second half of 2010 and 2011 to date, 80% of my billings are with brand new (first ever) clients. This is really saying something, as I am in my 30^th year of working the same niche.

The second thing about a tough period like we recently experienced is that it is clarifying. The prolonged dearth of demand enabled me to get tuned into what truly works and is critical to our success as executive recruiters — like the fact that we can never stop prospecting. I over-achieved by telling myself to keep cold calling, to make more MPC presentations, and to be willing to work “one too many searches” as often as possible. That worked and here’s how.

Actually, first let’s look at what I did not do:

1. I did not worry about or focus on the past. Past clients were tired of hearing from me for the most part and many did not come out of the Great Recession with vigor anyway I put my time and energy into sprouting firms ready to emerge from the ashes.
2. I did not buy an Applicant Tracking System. Yes, believe it or not I still don’t have one. I beat myself up about this from time to time and do realize that my productivity will increase once installed and configured and customized, and, and, and… In the meantime, I went back to what I know works and stopped berating myself.
3. I did not rely on search engines. I use LinkedIn extensively, but I still do not pay for it. I have never paid a dollar for a monthly subscription for any candidate/client database or job board. I was trained by the best to use my phone, my pen, my pad, and my brain and they are all still working!

Speaking of training, I owe most of my success in this business to the myriad of exceptional mentors we are so fortunate to have available to us. For instance, all one has to do is look at the reasons for my current success and see that you too can benefit from the inexpensive/free sources of our unbelievably valuable education. So, here’s what I did do and whom I attribute some of these lesson to:

1. Pick up the darn phone! – Steve Finkel. When I was first trained in the 1980’s we had no automation to speak of. Tough huh?  No, actually it wasn’t. Because as sure as I am sitting here writing this out, we still do not have to rely on exhaustive usage of technology tools to succeed. Not if you make enough calls that is.
2. Call your client, every client you are working a search for, every Friday – Barb Bruno. When I first heard Barb say this, it was apparent that this was common sense. But was I doing it? No. It really makes a difference in the quality of the communication you will enjoy with each client if you just check in with them each Friday. Whether you have great news regarding a new candidate you just identified, or whether you just ask a question that’s been on your mind, make the call.  Let them know you care; you are thinking of them and are working on their behalf.
3. There is no substitute for cold, grass-roots recruiting. About five years ago I did some research that revealed the top software companies in my state (Colorado) that employed large telesales organizations for a client that gave me a VP (Inside) Sales Search. I then wrote a recruiting script, per my client’s needs and calmly asked to talk to the VP Sales at each of the 10-15 source companies on my list.
   To be honest, I do not remember exactly what the result of that search was. What I do know, for sure, was that one of the candidates I contacted that day was very impressed with my approach. He was not looking to leave and did not bite at my tantalizing script, but he went on to start his own company two years later and has given me 10-12 searches since. Today he is one of my top clients and best source of networking for relevant candidates.
4. Stick to the basics – Scott Love. For instance, once you obtain a search – write up your recruiting script, keep it concise, and use it — on every recruiting call.   Your results will increase.
5. Make another call before you go home. This one I learned the value of in 2009. After two dozen or more “no’s” it’s hard to get back into the ring and anticipate one more punch. But whether you are seeking a new search or that elusive candidate my advice is to plan your next day before you pack up and then say OK – I am gonna make one more call. Sometimes that leads to success or maybe five more calls. Ultimately the numbers game we live in will work for you.
6. Specialize. As tough as it might appear on the surface to establish and stay within a niche market, believe me, it is much more difficult to survive our industry’s ups and downs as a generalist. As the economy ticks back up, requests for my placement services moves in lockstep with it because I am a proven, known expert within a well defined area of specialization. My niche, IT Sales/Sales Management in Colorado, is not prolific. But if one dominates it and/or has a branded reputation to service it, the demand for you will follow.
7. Share your love and passion for what works. All of the above is relevant advice regarding the conscious approach we can take to make ourselves better search consultants. But perhaps a more powerful lesson can be learned thru the subconscious.
   If you, like me, can get to a place of feeling how fortunate we are to be in the ultimate people business and communicate your joy for this vital role we play; your success will come naturally. Your success will come through the honest words and heartfelt thoughts you share with candidates and clients in each and every conversation.
   I am blessed to be in that place.

It’s good to be back. In all senses of that statement.

P.S.  I hope to meet you in Las Vegas.

image source: Alejandro Serrano Durán

In virtually all professional service organizations, clients are the key to success. More and more service professionals understand that  strong, face-to-face-client communication is the antidote to escalating commoditization pressures and the intense competition of the New Economy.

Every conversation, whether with clients or not, involves two messages—a content message and a relationship message. Relationship talk, usually nonverbal, is just as important as the content message. Sometimes more so. Relationship talk provides subtexts, which can give the astute professional very important information about the client. Subtexts show up in the client’s communication competence, nonverbals, such as emotional intensity, message emphasis, facial, and bodily reactions.

Because of my background in communication studies, as well as the very pointed demands of such clients as 3M and my clients in law and architecture, we’ve focused narrowly on the elements of client relationships. Doing so is the best means for gaining commitment, developing new insights, and accessing project connections, as well as reducing mistakes and misunderstandings. Not only does this expertise go a long way toward developing one’s reputation as highly competent (He’s really a smart guy), but significantly it opens clients to long-term, dependency relations which can turn out to be very profitable.

In this article, I intend to focus on one process—developing client relationships. I’ve found that most professionals are largely unaware of this cutting-edge pattern of behaviors. I call it a pattern, but it could also be considered the format or logistics of client interaction. You’ll find, however, that it is exceedingly applicable to any client conversation, especially one where you ask the client to analyze the job now as well as what he wants it to become. More significantly, this pattern is key to building and retaining client relationships. So as you think through these five behaviors, be aware that the built-in redundancy is purposeful, and that each behavior may be recycled again and again in a single hour conversation with clients.

Initiate a collaborative relationship.

Initiating a collaborative relationship is rather straightforward, and should take place in the first meeting with the client right after the introductory small talk. Here is a potential script:

Jean, I’d like to get right down to your recruiting needs . . . but before we do that, can we talk about our relationship first? I’m quite convinced that a really good work relationship will result in a better recruit for you. (Take five or ten minutes at the most. You probably won’t finish the work relationship issues, but you can go back to them in the next meeting. What’s important is that you facilitate the social contract from the start, rather than wait for an inevitable problem to drive that conversation.)

In this conversation you may want to talk about such things as the best way for you to communicate, how to work out problems or conflicts, and the best ways to keep everyone updated and in the loop. But be aware that over time you’ll have to renegotiate and renegotiate that work relationship. Clients are quick to step out of those engagement relationships, and you’ll need to be quick on your feet and gutsy to remind them of the best ways to work together.

The research rather clearly shows that well-defined work relations, especially when codified as in the above example, strengthen the client’s commitment to you. Furthermore, such scripts disclosing how you prefer to work are also useful strategies for obtaining further information from the client. If you disclose something as simple as how you prefer to work with a client, the client is likely to disclose in return.

Verbalize the client’s input for definition and clarification.

Whether you’re talking about work relationships, the client’s business, or the recruiting needs of the client, it’s always important to verbalize what your client says. I make a point of doing this every three or four minutes when the material is either complex or strategically significant.

Joe, let’s talk about what you just said. (Wait for the client’s assent.) When you say . . . I’m not certain what you mean. Specifically, what do you mean when you say . . . ? Why is that important? (Listen intently and reflect, parrot or paraphrase.) So what you’re saying is . . . ? (Recycle until there is no possibility of misunderstanding.)

Most understand the importance of clarification, but few understand its degree of importance. Things can go wrong at any point in the communication process, and they usually do. It’s scary, but it’s a well-researched fact that misunderstanding in the organizational setting is more prevalent than actual understanding. If you factor in layers of hierarchy, opposing goals, struggles for power, uses of technology, and organizational politics, misunderstanding is inevitable. So make certain you understand what that client wants by quoting, paraphrasing, and clarifying his message, or sure as hell that will be your last project with him.

But much more comes out of the clarification experience. Inevitably, the client will correct your information and in so doing reveal a great deal more about himself and the organization (i.e., his degree of self-awareness, priorities, anxieties, organizational concerns, business opportunities, his own career). This is all free information which you can leverage  not only to understand him, but also the organization and culture, in order to work most effectively with him. Free information about your client will surface in all of the behaviors, so listen and question intentionally. Much of that information will be highly useful for adapting your messages, making recommendations, and building your long-term business with him–and his network.

Surface the client’s rationale for his/her decision.

All of us make decisions and set objectives on an intuitive basis. Intuition is nothing more than extremely fast pattern matching built upon past experience. However, when a decision has strategic implications, complexity, and is liable to impact business processes, gut feel and intuition should be suspect. The Nobel-winner Daniel Kahneman has shown that experts (read, “executives”) tend to be remarkably overconfident about their ability to quickly solve problems and make accurate predictions.

In spite of all the opportunities provided by the client’s rationale, I’ve found that consultants can be resistant to a lot of questioning. You can overdo it, but that’s rare especially with thoughtful, relevant questions. Studies show that we are impulse driven to respond to questions. Indeed, executives readily succumb to questioning from consultants of any stripe. Many clients, driven by their narcissistic leanings, really want to offer advice, especially when the questioner is a consultant who’s just received a contract.

As you work through the client’s rationale for a candidate, realize that once again the subtexts of your client’s responses can reveal a great deal. Specifically, don’t miss the information on the client’s strengths and weaknesses, his fears, and especially his needs for power and control. This is the best place to begin listening for the client’s anxieties. Client anxieties inevitably circle around personal power and control. Once you identify his peculiar set of anxieties, you can play to them in your presentation, resolve or manage them in your recruiting, and set yourself up for a long-term relationship.

It’s very important to understand that the consultant’s business is far more tied to the personal needs of the client than those of his or her organization. It’s a well-documented fact that execs will let their business die before they give up their power and control. Thus, it’s an imperative that you understand those personal concerns.

Your questions might sound like this:

Let’s talk about your decision for a minute. If you don’t mind, I’d like to know how you came to that conclusion. I’m sure that if I understand your thinking better, I’d be able to do a better job for you. (Whenever possible, appeal to the client’s self-interest. Furthermore, be aware that s/he may not be able to answer your question. As a general rule, the majority of opinions held by most have never been thought through. Their answer may be something like, “Well, it just made sense to me.”

When the client has no answers to your questions, follow through, if possible, with some alternative answers to your question.)

“Well, was it. . . “ or, . . . ?“ (Once you’ve put words in a person’s mouth, she’s liable to talk about the subject.)

Surface alternatives.

If you’ve been making it easy for your client to disclose information, make intelligent connections and add political informationthirty to forty minutes into the conversation, the conversation has been enriched by a great deal of new information that includes different perspectives or a different positioning. If you’ve been careful in your questioning and offering of feedback, you now understand a great deal more about the client’s original objectives. This is the time to add value and facilitate creative options between you and your client.

So what you’re thinking is . . . ? Right? How else could you look at these issues? (You may need to be ready to offer suggestions to get that conversation started.)

Research shows that expertise is the foundation for all creative thinking and work. By this point your client interaction has resulted in the surfacing and development of a great deal of expertise surrounding the recruiting issue at hand, the needs, the politics, and the personalities in play. In addition, both you and your client brought a great deal of recruiting expertise to the party when you walked in the door. That expertise will support at least a modicum of creative thinking. Creative thinking can provide significant value to the client—and profit to you.

Summarize and check to see what you’re missing or don’t understand.

Although it’s wise to do internal conversational summaries throughout the interview, it’s also necessary to do a final summary at the end of the meeting. This will provide one last opportunity to clarify potential misunderstandings or identify information that’s missing. I’ve found that more than half the time when I ask what I’m missing or what I don’t understand that the client is quick to comment or straighten me out. Often it’s information that keeps me out of trouble. But in this summary, you especially want to be certain that you and your client are in complete agreement regarding the goal or objective of your contract. The most serious breakdowns come from failure to get agreement in the recruiting consult, so you’ll want to be scrupulous in this conversational segment.

My summaries start off with language like this:

OK. Let me see if I can put all this together. What you’re saying is. . . ? Right? (Listen, get agreement and go on. Or, if not agreement, then recycle the entire process.) What am I missing? What else don’t I understand? (Keep digging until you have full agreement and a happy client.)

Summaries should normally end with this:

OK, I think we’re in full agreement on your objectives. Now, one question. How could I get in trouble here?

This is your last double-check on the political dimensions of the project. It’s often very revealing and it usually results in your being protected by the client throughout the project.

Once again, it’s not merely the content of the summary, but also its relational impact. Clients tend to read a good summary as a sign of competence, superb listening skills, and a compliment to their choice of you as advisor and recruiter. Significantly, those experiences motivate clients to provide more and better information, and motivate them to keep you in their loop.

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On numerous occasions when I’ve taught this material in depth, the trainees will ask whether I can really say this or ask that question. Actually, they should be questioning what would keep them from asking those questions. When you dissect your reasons for not asking, usually they make no sense.

In sum, pay close attention to the content messages, but realize that the relational message is as important and sometimes more so than the content.

You can never know with 100% certainty how your client relationship will play out. But if you become an artist with this pattern, you will know for sure that your hours and days of work will be more profitable, meaningful and fun—and that you’ll sleep a lot better at night.

When asked about the NFL’s decision the next day, Governor Rendell made his stance clear: “My biggest beef is that this is part of what’s happened in this country. We’ve become a nation of wusses.”

This nation of wusses has extended into the field of sales. There’s no hiding that sales is difficult. Day in and day out you face rejection, you must constantly be filling the pipeline with new leads, you have quotas you must meet, and results are often inconsistent.

Yet too many sales people use these difficulties as excuses and let them hinder their own success – they wuss out.

How can you tell if the wuss factor is dragging you down? Look out for these five symptoms: 

1. Need for Approval

Everyone wants to be liked, but when it gets in the way of asking the tough questions, it deters your ability to move the prospect along the sales process and close the deal. If you are constantly seeking approval from your prospects, you don’t ask about budgets, never understand the buying process, and generally don’t probe deep enough. You avoid any hard questions that you think might negatively affect the relationship and end up making too many assumptions, never fully understanding the prospect’s situation well enough to craft an appropriate solution.

Don’t confuse need for approval with relationship and rapport building. Rapport is essential and relationships are important. But relationships are ultimately built on professionalism and respect, not acquiescing to every circumstance that might lead to a confrontational moment.

2. Difficulty with Rejection

How you respond after hearing a “no” greatly affects your sales success. This is especially important in prospecting. Prospecting, even for the best, is a losing proposition; you will obviously hear “no” many more times than you will hear “yes.”

Good salespeople accept this, and realize that a “no” from a qualified prospect means no for now. It allows you to put them back in the pipeline as a long term lead and focus your efforts on more fruitful opportunities. Prospecting is a numbers game at a certain level, and if you never seek rejection, you will spend too much time chasing unqualified prospects when you could have moved on.

3. Buy Cycle Issues

The way you make major purchases affects the way you sell. If you like to comparison shop, look at a years’ worth of consumer reports, read hundreds of reviews, and consult with friends before making a major purchase, you’ll think it’s normal for your prospect to do the same. You’ll accept put-offs and allow the sales process to drag well beyond what is normal.

Time kills sales and the longer you let the prospect hem and haw over the decision, the less likely you are to win the deal. Be prescriptive, and your prospects will benefit. Always lay out a next step and don’t accept prospect put-offs when they say they want to check other prices or consult with a colleague.

4. Discomfort Talking about Money

“Don’t talk about money; it’s not polite conversation.” I’m sure we can all remember our parents saying this to us when we were young. However, at the right time in the sales process, it’s a necessary conversation to have. All too many salespeople simply avoid this conversation because they are uncomfortable talking about money.

This is deadly. Flying blind – not knowing if there is money, where the money is coming from, and most importantly, what the prospect is thinking of spending – will result in wasting a lot of time with unqualified prospects. You don’t want to be writing Cadillac proposals when the prospect is shopping for a Chevrolet.

5. Self Limiting Beliefs

We all intuitively feel we are good at some things and not so good at others. You may think:

• I am not good at making cold calls.
• I have difficulty getting referrals.
• I have to discount.
• I can’t get past gatekeepers.
• I can’t sell to CEOs.
• I don’t need goals to succeed.

We call these self-limiting beliefs. These beliefs manifest themselves over time and don’t always correlate to reality. In fact, self-limiting beliefs tend to develop from a germ of an idea and grow because you don’t do anything to stop them. They become self-fulfilling. You don’t like cold calling so you avoid it, then over time you start to believe you are not good at it. You simply accept the belief without ever validating it, examining it, or creating a strategy to overcome it.

The more you tell yourself these things, the more they become true.

Despite what you think of Ed Rendell, his fearless attitude and obvious lack of need for approval would have made him an excellent salesperson. This type of determination will serve you well.

Unfortunately, Rendell may have been on to something when he called us a “nation of wusses.” I’ve seen my fair share of salespeople fall victim to these 5 symptoms.

So if you or anyone on your team is experiencing any of these symptoms, it’s time to get help. A coach, a sales manager, or a change of mindset can go a long way to help treating and overcoming the wuss factor. At a minimum, it’s time to try something new – roll the dice and be bold; you don’t have much to lose and have everything to win.