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SALES RECRUITERS, INC. BLOG

Who Are Your Pivotal Leaders?

June 2nd, 2011

Excerpts from Stuart Crandell’s article Who Are Your Pivotal Leaders?:

“Now more than ever, organizational leaders realize that the right talent in the right roles will lead to operational and business success.

Talent leaders at forward-looking organizations are going a step further. They are identifying pivotal leadership roles within their organizations and using their high-potential and succession planning processes to ensure the right people are deployed into these roles in order to realize more immediate, tangible and positive results.

These roles are readily identifiable because a change in a pivotal leader’s performance will have a significant impact on an organization’s performance. Weak performance in a pivotal role can create great risk for an organization’s mission, objectives or results, whereas high performance in a pivotal role often provides greater competitive advantage and improved operational results.

Important roles are necessary to carry out key business processes or operations. Pivotal roles also are necessary, but they are utilized specifically when performance improvements can significantly impact a company’s strategic, financial or operational results.

Organizations should develop and use a strategic assessment management process that:
- Determines pivotal leadership roles for current business priorities while recognizing that these positions may change as business strategies change.
- Assesses incumbent leaders and potential successors to gauge skills, strengths and weaknesses.
- Creates a succession planning process that is directly tied to pivotal roles versus generic leadership levels.”

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Nature Never Lies

June 1st, 2011

Excerpts from Jac Fitz-enz’s article Nature Never Lies:

“Most often, particularly under stress, the basic elements of humanity – fear, greed, ignorance and ego – come to the forefront. The other side of human nature is balanced through values, hope, insight and creativity. In the end, reasoning seldom is unaffected by these other powerful forces.

People can achieve material goals and career ambitions, but that does not guarantee happiness. Unless they are retiring, they’ll always be striving to fulfill and maintain personal goals to money, status, and power.

Goal achievement is more a function of will than intellect. If your people have the will to work through adversity for the good of the organization, you have an irresistible force on your side. Call it what you will – engagement or commitment, if you like – but intelligence, skill and knowledge are not enough.

Most organizations have not been able to keep creative people long because organizations require and reward followership.

Strategy and, eventually, success are founded on objective analysis of purpose and goals.”

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Hiring and Managing the Overqualified

May 31st, 2011

Excerpts from Ladan Nikravan’s article Hiring and Managing the Overqualified:

“The abundance of overqualified talent applying for jobs below their education and skill levels is yet another lingering effect of the lackluster job market. But this pool of job seekers should not perceive their over qualification as a burden, and talent managers should realize that, if properly managed, these workers can offer more than managers expect.

Although many are simply grateful to be working right now, overqualified employees still need to be strategically placed and supervised by talent managers to ensure they’re adequately challenged.

The rise of overqualified talent in companies is not surprising. These mature and skilled individuals are just as productive as their less skilled counterparts when placed and led properly.

Organizations that hire overqualified employees need to find more meaningful work for these employees, challenge them and accommodate the types of skills and qualifications they have.

According to David First, VP of learning and development at Suffolk Construction Co, “You want to have a culture in you company where people aren’t going to be threatened by being challenged, think being challenged is a good thing and believe having very talented people below them is a positive. You want to take the best people you possibly can and challenge yourself as an organization to keep them engaged and happy in their positions.”

There are several benefits that come from hiring an overqualified candidate. When an employee with a lot of work experience joins an organization, he or she brings a lot of experience.

Additionally he or she can become a source of inspiration for other employees who may want to learn from that employee’s experience.

Someone who has proven to be talented, experienced, hardworking, energetic and has aspirations is very beneficial to a company.

As we progress into economic recovery, that bench strength will become increasingly important. Today’s overqualified hire will be the perfect person for a higher-level position in 12 to 18 months.

In order to form an agreeable, lasting relationship, both the overqualified employee and the employer must be honest and forthcoming with information.

Experienced, highly qualified workers have a lot to offer, so rather than looking at the worries in hiring someone who’s overqualified, hiring managers should focus on what they’re getting, which, if properly managed, can be a better asset than imagined.”

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Becoming a Talent Master

May 23rd, 2011

Excerpts from Ram Charan’s article Becoming a Talent Master from Talent Management Magazine:

“Conventional wisdom holds that a business chooses a strategy, creates an organizational structure for it and only then fills the structure with people. But a growing number of companies are showing that this is backward.”

“Realize that strategy and execution come from the minds of people and focus first and foremost on developing the people who will lead them into the future.”

“These are the companies we call talent masters. They are obsessed with building talent. Their senior leaders spend at least a quarter of their time trying to help people grow and expect all leaders to make talent development a top-of-mind activity.”

“Here are several ways to improve your own talent management:

- Get senior leaders involved in selecting talent: Hire not only for functional or academic expertise, but also for teamwork, interpersonal behavior, intellectual honesty and temperament.

- Drill to the specifics of each leader’s talent: Build your skill in reviewing people and getting to their core talent by practicing it repeatedly.

- Use business reviews as people reviews and vice versa.

- Don’t judge performance by numbers alone.

- Give frequent, honest feedback: Engage in knowledgeable and meaningful dialogue. Feedback is best when it is targeted, constructive and candid.

- Sort mismatches from failures: Is a leader’s problem a fatal flaw or merely a development need?

- Consider what the leader leaves behind.

- Think creatively about where a person will excel: Horizontal moves can be great accelerators of growth. Average performers in one job may be high performers in another. It’s a matter of finding the right fit.”

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Success – What It Is and Isn’t

May 18th, 2011

Excerpts from Zig Ziglar’s article Success – What It Is and Isn’t:

“Success is looking forward to getting home and seeing the people you love.”

“Success is sitting down to pay the bills and knowing that you have enough money to cover them, this month and next month.”

“Success is knowing where to turn when it seems that there’s nowhere to turn.”

“Success is having interests or hobbies to call your own.”

“Success is waking up in the morning and feeling good.”

“Success is turning out the light, slipping under the covers, and thinking to yourself, ‘It just doesn’t get much better than this!’”

“Success isn’t calling home from work for the fourth time this week, apologizing because you’re going to miss dinner with the family again.”

“Success isn’t hurrying into the house and hiding behind closed doors or the television set.”

“Success isn’t having all the riches in the world and still trying to figure out how to have more of all the riches in the world.”

“Success isn’t physically going to a worship service and mentally writing a to-do list for when you get home.”

“Success isn’t all work and no play.”

“Success isn’t burning the candle at both ends and living on a diet of food.”

“Success isn’t spending mental energy figuring out how to explain why your project isn’t going to come in on time.”

“Success is directly related to having a balanced life. Take the time to examine your life and take small steps to gain balance.”

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19 Keys to Success

May 17th, 2011

Excerpts from Jay Abraham’s 19 Keys to Success:

1.) You cannot predetermine what will or will not work in your marketplace!
You must analytically test various premises and run with the winning approach.

2.) Running “institutional advertising” is virtually always a waste of money.
The only purpose of advertising or marketing is to generate sales. It is either profitable or unprofitable, based on sales dollars generated.

3.) You are a salesperson, not an entertainer.

4.) Evaluate your advertising’s performance as you would your salesperson’s.

5.) Every aspect of your marketing should be built around offering more than your competitors.

6.) Read every direct-mail piece that comes to your mailbox – because direct-mail advertising is the most critical test of advertising’s effectiveness.

7.) Failure to test one headline against another is pure stupidity. Failure to use headlines or their equivalent is even worse.

8.) Human nature is unchanging.
Products, language and levels of sophistication evolve, but people still want security, beauty, health, happiness, riches, services – benefits!

9.) Be specific

10.) Every ad must tell a full story using as much copy as necessary.

11.) Make it irresistible for a customer to patronize you by offering such risk-free trail propositions.

12.) Integrate all the back-end selling, cross-selling, upselling and other techniques into one master strategy.

13.) Education is a powerful marketing tool.

14.) Tell people what to do.

15.) Marketing is the ultimate financial leverage.

16.) Radio, television, magazine and direct-mail advertising should all be designed in the same careful way a salesperson maeks a pitch to a prospective customer.

17.) People don’t appreciate what you’ve done for them – or will do for them – unless you tell them.

18.) Only a tiny handful of companies understand the huge advantage a bonus can bring to the sales proposition.

19.) Turn the tables on the risk factor with a complete “safe-purchase” guarantee, since the customers usually see the risks being borne by them – not the merchant.

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Ignoring Clients = Lost Sales

May 16th, 2011

Excerpts from Tom Hopkin’s article Ignoring Clients = Lost Sales:

“The average business loses 15% of their clients on an annual basis.”

“With the cost of gaining new business five times that of keeping current clients, it’s wise to do all you can to keep your clients coming back for more.”

“In order to thrive in business, it’s important to make each client feel important.”

“You start by expressing gratitude for their business.”

“Follow up every transaction with a thank you note.”

“Schedule a follow up phone call within a few days of every service. Ask your clients if they’re still satisfied with the service you provided and how you can improve.”

“When clients do have a challenge with your service, listen carefully to what they say.”

“If the challenge takes days or longer to resolve, call or e-mail the client frequently to let them know your progress.”

“If you service can be scheduled periodically, put a reminder program in place.”

“Building client loyalty is all about providing service…whether it’s the service itself or your time in considering their needs doesn’t matter. What does matter is to make them feel good about continuing to do business with you.”

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Tips For Calling in the Digital Age

May 10th, 2011

The follow tips for calling in the digital age were posted in a recent issue of Selling Power magazine:

1.) Prepare to handle more inbound calls.
2.) Always know how prospects found you.
3.) Know who else they may be contacting.
4.) Know your own Website cold.
5.) Be aware of your position on the Web compared with competitors.
6.) Know how much prospects know when they call you.
7.) Don’t waste their time, but…
8.) Don’t assume they know everything.
9.) Prepare to move quicker to qualification and defining specific needs.
10.) Use your Website as support for information, demos, and electronic brochures.
11.) Customers are smarter; treat them that way.

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A Leisurely Approach to Performance

April 21st, 2011

The following is excerpted from Harold D. Stolovitch’s article titled A Leisurely Approach to Performance

“In the workplace, we expend far more energy on behaviors – how people should do things – than on valued accomplishments – the goals to be achieved. Don’t focus on behavior – instead begin with accomplishment and work backward.

We require careful observation, analysis and consensus to establish the ideal. Next, we identify exemplary performers, those achieving measured accomplishment closest to the ideal. Finally, we compare their accomplishments with average performance.

The potential for improved performance is the ratio of the worth of exemplary performance to that of typical performance (PIP = Wet/Wt). The greater the PIP, the greater the potential for improved performance for an entire group.

Deficiencies in accomplishments are ultimately caused by management system weaknesses. By selecting performers best suited for the job and providing the best conditions and resources to accomplish the job, wasted effort is reduced as valued accomplishment soars.”

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That Was Then, This is Now

April 19th, 2011

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