The first 90 days for any new hire is critical. It’s your role as their manager to lead them to success.
“Do you come here often?”
“Can I buy you a drink?”
“Do you want to dance?”
“Can I have your number?”
What answers normally follow these questions? Whether you get an air punching YES or a heart dropping NO these are usually the two options offered that follow a closed question.
It’s the magic formula we all wish we had. The ability to turn poor performing consultants into absolute world beaters.
There are some fabulous training tools available that can help us business owners along the way, both online and in person, but if the consultant just doesn’t have “it” in them, it could turn out to be a fruitless exercise and a waste of energy and resources.
So how do we get them to turn around their performance, how do we give them the tools to succeed in both good and tough markets? From my experience it has to be a combination of things
Empathy; it’s a declining trait in today’s workplace and, according to a recent study, society in general. And that’s a shame because in a people-driven environment like the recruitment industry, learning and developing empathic skills can be a huge boost to your client, candidate and colleague relationships.
If you are an owner or manager of a successful recruitment agency, you no doubt have a number of different personalities and staff of varying levels of performance in your offices.
Big ego’s, quiet and methodical, high achievers, those that talk a good game but don’t deliver — any of these sound familiar?
I regularly meet my peers, other MD’s, CEO’s, and recruitment business owners and it’s clear we all seem to face similar issues with a few, select members of staff, so I thought I’d address this in this article.
Do you ever finish a phone call or leave your client’s premises and think that they just weren’t listening to you? If you’re a manager or leader, do you ever think that you are talking to yourself? As a parent, do you sometimes wish that your children would just hear what you were saying?
As a speaker, coach and human being I hear these kind of comments and frustrations regularly. People feel that when they talk, the other party just isn’t listening. And this translates into unwanted situations whether lost sales, unsatisfactory team performance, or unruly teenagers.
If only you could be more persuasive, more influential or more impactful. If only, then people would listen to you…
I am not going to pertain to know all the answers. I’ve made plenty of mistakes, but I’ve learnt from them and tried not to make them again. Here’s what I’ve learnt about effectively running and managing a recruitment business
Quarterly business plans (QBPs) work so well in recruitment. As with the four seasons, recruitment trends change considerably throughout the year, so planning in detail for more than 3 months at a time, can sometimes be counter productive.
Your success as a billing manager is defined more by the success of those around you, than by your own billing success, which is hard for many managers to fully understand.
All billing managers struggle with balancing billing time with finding time to actually manage.
Yet manage that balance we must. And the solution can be found in disciplined personal organisation.
We have to have a work plan, a strategy to make sure we include all the key components of what is important. “Working hard” is not enough. This short video will show you some key strategies to maintain your personal billings but also improve the billings of those around you;