Sunday, July 18, 2010 at 10:18PM Empathy is a trait crucial for a Search Consultant, both in client and candidate contacts. It is "the" key to personal effectiveness. What empathy allows is : 1. Understand the character, values, perceptions and personality of individuals, and the context they're embedded in. 2. Build deep and meaningful relationships 3. Give an appropriate response to others
Monday, July 12, 2010 at 5:31PM Have you ever been in a situation where despite communicating in the clearest, most confident and transparent manner to a client, you just can't get through? You fully understand the problems causing the pain points in his organization, and you can provide the right the solution for the mess he finds himself in. Despite explaining yourself at length you can't seem to show him the light. Incomprehensibly, that light seems more to blind rather than to illuminate.
Thursday, July 8, 2010 at 10:35PM If you want to sell search service succesfully, give three different answers to the following questions:
1. Why does a company need your service at all ?
2. Why should they buy the service from your organization ?
3. Why should they buy that service from you personally ?
Great Search Consultants have 3 * 3 convicing answers to the above questions.
Do you ?
Tuesday, July 28, 2009 at 12:09PM Search consultants and buyers of search services have one major thing in common: the former offers something invisible that the latter wants to buy. This something is called a service.
It is invisible because it is has no smell, taste, shape or touch; there is nothing empirical to it. You can always test drive a car, visit a house you intend to buy, or fit the suit that looks so good; but you cannot test a haircut or try-out a surgeon. As I outlined in an earlier post, every service has a consequence you can't turn your back on, and this will constitute service as a good or bad experience. Indeed, the proof is in the eating of the pudding.
The problem with the "invisible" is that it is fickle. It is fickle because so many intangibles are involved, most important of all, your personal brand perception to clients and candidates. In our business, to quote Alan Weiss , "there is no empirical quality catalogue that buyers consult. The only thing that matters is what the perception of the buyer is". Therefore I can't stress it enough: perception is reality.
Therefore what matters is your communication, presentation, competence, integrity, passion and so on. Perception is established from the first time a prospect lays his or her eyes on you, throughout the time span of the business relationship. Most important, your brand perception is established de facto, with or without your help, including both positive and negative aspects.
Therefore, the fickle invisible is shaped through your interaction with everyone else in your business: perception and personal branding happens by default, whether you like it or not. Therefore, take positive control of all your interaction with clients and candidates.
If you believe this is unimportant, you won't stay long in the service business - you will become invisible yourself in very short time.
Monday, July 27, 2009 at 3:06PM A plumber offering to replace tubes and pipes, a lawyer proposing to write contracts or a doctor claiming present a diagnosis will loose out quickly to plumbers proposing to plug your leaks quickly, efficiently and economically; to lawyers structuring your acquisition in a beneficial and solid manner; and to doctors curing your ailment fast and without complications.
The successful sales and marketing of services does not consist in the presentation of a series of actions that constitute the service, but in the offer of an efficient, effective and lasting solution.
HR buyers often approach search consultants with the request to find "someone", and the majority of search consultants present a service consisting of "finding candidates". The former immediately come up with job descriptions and desired profiles; while the latter in return will pitch a search system and methodology. Both however forget to define the value to be realized from the transaction, even less to "dollarize" that value. It is similar to the mute communicating to the deaf, though in this particular case they can find an agreement.
Does the client organization want to double or triple sales, increase revenue per employee, gross margins, to reduce dramatically employee churn, inventory leakage, improve cash flow from operations, reorganize the business unit to such extent that the channel has more depth, customer satisfaction increases, manufacturing yields improve dramatically,... ? I am astonished by how few companies want to initiate a search without a clear idea of what exactly they want to improve, least by how much; and by the search consultants who will avoid any inquiry beyond the plain obvious related to the act of finding an executive.
Of course, job descriptions contain a list of responsibilities described as "the management of the sales team", "report to the VP Manufacturing", "present leadership in customer satisfaction", "deliver great quality", "manage operations profitably and efficiently", "grow international sales" etc... They are common to the majority of job descriptions produced by HR departments. However, they do not cover the tangible and intangible improvements in value to be delivered by the executive to be brought in.
Search consultants must offer a solution to a business problem. Though that business problem is related to filling a critical and sensitive position, the solution is found not in the search for an executive, but in delivering someone uniquely qualified to create the specific improvements sought.
Search consultants who relentlessly ask questions to frame and define the value sought by their prospect are the right people to entrust the critical task of bringing in executive power. Shy away from those consultants pounding on their search methods and systems: hammering with a blindfold on is guaranteeing a risky and painful outcome. Caveat Emptor.
