As part of on-going performance management, the individual 1-1 coaching session is a staple element – so why do so many managers in the recruitment industry not rate them?
The art of leadership entails a great deal of knowledge, know-how, interpersonal skills, along with a myriad of work and non-work related activities, ranging from employee productivity, to brand recognition and trust, all the way to meeting the deadlines and leading the business to success.
As you can probably tell, being a leader is no easy task. While true leaders are born with a natural talent for the job, it doesn’t mean that leadership skills cannot be practiced, learned and improved upon.
Let’s take a look at some of the best actions you could implement in order to bolster productivity and become a better leader all-around.
I’m sure we’ve all experienced it – either personally, or we know someone that has attempted it and hopefully even succeeded; that superstar consultant, who just got it from their first month and was very successful. They grow with their company over a few years and then hit the point where their entrepreneurial spirit takes over and they make the leap to “I’m going to set up and do this on my own”.
The other day on LinkedIn, I noticed a question in my news stream — it was from someone I did not know and it was asking about pricing for sales. Maybe it was the way it was worded, or maybe it was because pricing and beliefs about money cut to the core of what I talk about, but I decided to have a look at the comments and replies that the person had received.
Some managers need to be constantly pushing and driving their team to ensure sales activity is completed and targets met. Other managers inspire, positively lead by example and assertively empower their teams so they drive themselves when the manager is absent.
Do any of these styles ring a bell?
So you’re a great consultant, the top biller in your company and everyone is asking you “when are you going to be a manager?”
This seems to be a typical situation for recruitment consultancies the world over. As soon as consultants start performing well, the senior management team label them as a major part of their succession planning strategy. Sometimes the individual hasn’t even been asked!
“Putting People First” is more commonly preached but less followed in reality. What we observe is corporate executives and HR managers have been offering good lip service to this idea and advocating the principles to place people at the epicentre of an organisation success. However, in reality, a lot more is easier said than done.
This piece seeks to look beyond the “people first” adage and talks about the challenges to infusing transformation in the workplace culture. A healthy workplace culture attracts and retains the best talent, since the people are satisfied in their job roles and happy. Indeed, there is no counter thought on why not to place people first.
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.
Are you measuring a compliant Claire…Or a Rebellious Robert?
When making the choice to set KPI’s I would advise you are clear on the reason why you are setting them in the first place. To help the individual, to give direction or to check up on individuals?
Compliant Claire can be compared to Lisa Simpson: ‘nice, willing, compliant, honest and very eager to please. Having a detailed outline of what Compliant Claire needs to do could work well for her…as long the instructions are clear not open to interpretation. Someone like Compliant Claire will need specific and measurable KPI’s so she can ensure she achieves them.
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