The challenge of closing can be daunting, especially during tight times. Clients are reluctant to close deals and the decision making process has become 22% longer (SiriusDecisions) and typically there are three more decision makers participating in the buying process, meaning we have to work harder to close that deal. We often feel if we push too hard we may annoy the client but at the same time being too timid may let that deal slip away. Continue reading “The challenge of closing”
As a leader, one of your powerful tools is ‘Leading by example’ and if you are feeling demotivated and worried, start by taking care of yourself! It’s a bit like the instructions you get on an aircraft about the oxygen – ‘always put the oxygen mask on yourself, before you try to help others.’
One way to help yourself is to ask for advice. Have a conversation with your manager, it is their job to support you, share your concerns and ask their guidance and draw from their experiences. Also make sure you know Continue reading “It’s not a weakness to ask for help!”
Isn’t it interesting how different people view Performance Management? Working across a wide range of recruitment companies, the term we frequently hear time and time again is “If you’re not hitting target, you’re going on performance management”.
So what are we saying here? That performance management only happens when objectives aren’t being achieved or when someone is under-performing? No wonder it’s perceived to be a negative management tool by so many!
Let’s look at it from the positive side, performance management is about getting the best from people and helping them achieve their potential. It is a continuous process; helping new people through their onboarding; taking average performers from good to great; as well as guiding the underperformer on how to get back on track.
The fundamentals of performance management: Continue reading “Focus on performance”
Here is our checklist of competencies we train as part of our recruitment induction – consultants should get to grips with these within their first few months: Continue reading “Are your new recruiters making the grade?”
We have taken you through the twelve distinct types of call reluctance that can derail a recruiter’s success in this difficult sales environment. In my research I found a slightly painful but effective solution in an Australian recruitment journal.
A rubber band is the only tool you need to cure some of the more common types of call reluctance, says psychologist and sales trainer Terry Coyne, of BSRP Asia.
Thought zapping, he explains, stops or interferes with the negative emotion associated with the learnt behaviour. It relies on “suddenly interrupting” the flow of negative thoughts.
A simple method, he says, is for the person with call reluctance to place a strong rubber band around his or her wrist. When negative thoughts begin to intrude, the person should give themselves “a good twang” with the rubber band, Coyne says, and this “physically stops the person thinking about the negative thoughts”. The next step is to replace the “negative intruders” with positive thoughts.
Continue reading “Call reluctance…the cure!”
I saw this article on Forbes advocating transparency in the workplace and how this has become a popular demand by employees, especially throughout these uncertain times. People want to exist in an environment with less surprises and more trust. Transparency and authenticity are powerful tools and the article lists 5 reasons to be a more transparent leader:
We hire people because of the individual talents and promise they bring to the table. But managers need to make sure that people work together and use that talent in synergy, to get the highest performance from everyone and realise their potential.
Humphrey Walters, who is best known for helping the World Cup winning England Rugby Team with their team development, wrote a case study of the 1996 Global Challenge in which he took part. Deemed as the ‘worlds toughest yacht race’, this race was the perfect setting to study the leadership and team building factors needed for survival and high level performance in difficult, changeable environment. A study which can easily be transferred from competitive sport to the boardroom in today’s market conditions.
Here’s Humphrey’s high performance check list: Continue reading “Building high performance teams”
So what makes a good boss?
There were some clear behaviours that distinguished a good manager from a poor one. The report suggested great managers did three things particularly well. They: Continue reading “Quality of your manager is key!”
An article by progressive business magazine Fast Company, highlights the importance of actively engaging bright, new recruits as quickly as possible, here is a brief overview of the article:
In the same way we invest time and effort in nurturing relationships with new clients, we need to cultivate relationships with new employees. By engaging new employees from the beginning of the onboarding process, you will give them an early stake in your organisation. Their relationship will continue to grow over time, but these early experiences set the tone for the employee’s entire career with you.
Meaningful engagement is much more than taking them through HR procedure and hosting an office meet and greet on their first day.It occurs through a carefully developed onboarding strategy with touch points before and during their induction.