I’ve had a great year in 2010 after 2 extremely challenging years. The recovery started slowly but by July had gained momentum and my billings were back to pre GFC days by the end of the quarter.
Perhaps 2010 wasn’t quite the year you had planned. If that was the case, it doesn’t really matter because every year is about learning and developing so that you can reach your potential in life.
The end of a year is always a good time to reflect on what has happened and look forward to a brighter, better future. Why not take some time to go through the following process and set up a plan for 2011 to be your best year yet.
What did I accomplish in this year?
This is a great starting point for setting goals. Even if you had a “shocker” of a year , there will have been some good points. Really spend some time reflecting on the year and write down your accomplishments. Perhaps you were a top performer in your organization, perhaps you got married or bought a house, perhaps your learnt something new this year.
It is really important for a balanced life to pat yourself on the back for what you have achieved, regardless of how significant or insignificant it may seem to others. Rarely do we reflect on what we have achieved in a week, let alone a year. By shifting your awareness to what you have achieved this year you will be setting yourself up for success when planning next year. Often we spend so much time listening to that little (or for some very big) negative voice inside that we don’t spend time acknowledging our achievements.
What were my biggest disappointments this year?What dreams didn’t come true for you this year? What did you do that you wish now you hadn’t? What ended for you?
Spend some time and make a list of all the stuff you wish hadn’t happened or that you were disappointed about this year. Perhaps you didn’t lose that weight you said you would, or your relationship ended or a business failed. Perhaps you didn’t bill what you thought you would.
Why is this of value? Simply that it is important that you understand exactly where you are right now before you start setting goals for the future. By looking at what went well and what didn’t go so well you have both the positive and negative with which to move forward. To have your best year yet in 2011, you need to understand where you are right now, rebalance your sense of yourself and make room for new possibilities.
What did I learn?Take a minute to look over your accomplishments list and consider – what was the secret to my success? Why was I able to achieve that? What did I learn about myself this year? Then do the same with your disappointments list. What would have worked better? Why didn’t it work? What was the lesson? If I were an observer, what advice would I give myself? Avoid judgment here, just be objective and write it down.
Really consider what changes you need to make to be the best you can be and have the life that you really want.
In your experience of this past year is your recipe for success; increasing income; building better relationships; taking better care of yourself. What does this information tell you about who you want to be?
Now here is the painful bit. To have your best year yet you must understand how you limit yourself and how to make it stop.
How do I limit myself and how can I make it stop?Think through your accomplishments, your disappointments and your learning around the last year. Do you see some patterns emerging? Could it be that every year pretty much the same thing happens? You start a diet in January each year and by February you are back to your old eating habits? Could it be that you have created limiting beliefs around money or success or lifestyle (I couldn’t possibly have that?)
Make a list of your limiting beliefs. For example I’m not worth that much money or I could never have a relationship with XXX sort of person. Ask yourself the question and wait for your inner voice to respond.
Remember we attract what we think about whether we want it or don’t want it. Have you heard the saying “what you resist persists?” (The Secret by Rhonda Byrne will help with this philosophy).
In what areas of my life am I not achieving what I want?This is the first step in the paradigm shift that will occur to allow you to experience your best year yet. Make a list of what areas in your life are not the way you want them to be.
What are my personal values?
Coaching taught me that all behavior emanates from an individual’s values and beliefs. If I have a belief about myself, then I will act it out for the world. Take some time to think about what is most important to you in your life – relationships? Status? Money? Making a contribution? What gets you out of bed in the morning? What really drives to behave in a certain way?
Understanding and articulating your values helps you understand yourself and perhaps with that understanding you will realize how you are holding yourself back.
What roles do I play in my life?Thinking about the roles you play in your life helps provide direction and places your values at the centre of your life where they should be. Your roles provide the framework in which to set and achieve goals. Make a list of all the roles you currently play in your life. Do you have a dream role for next year?
Which role is my major focus for next year?Reflect on your personal values and how you want them to impact each role you currently play. To help you do this ask yourself:
• If I could put one problem behind me what would it be?
• In which role do I want significant change?
• What’s stopping me from being happy right now?
• What would I love to accomplish in the next year?
What are my goals for each role?
Set goals for each role, ensuing they are SMART goals:
• Specific
• Measurable
• Attributable to me
• Realistic
• Time frame attached
A specific sentence in present tense works best. I feel sexy weighing 55kg by December 2011
What are my top 10 goals for next year?
Before you select your ten most important goals for next year, review everything you have written down. Remind yourself of what really matters to you and why. Select the goals that mean the most to you and if achieved would really make a difference to your life. Once you have done this, prioritize your list, putting the most important one first.
Staying on trackThe best way I have found to stay on track is to make them visible. I have my goals stuck on my bathroom mirror so that I can’t miss them when I go in there!
Set actions to ensure that you reach your goals. I find 90, 60, 30 and 7 day actions work best for me. Review and revise regularly and you will be well on your way to 2011 being your best year yet.
If you are still having trouble staying on track or if you really want to “stretch” yourself then get yourself a coach who is trained to help you achieve your goals! If you would like to talk with me about a coaching program, then please do so.
This article is based on “your Best Year Yet” by Jinny Ditzler; published by Harper Element, a division of Harper Collins.
Need help with setting goals? Then contact me and arrange a coaching session to help you clarify what is important to you.
Friday, November 26, 2010
Monday, November 8, 2010
Who is in Control?
Recently, I have been working with a medium sized recruitment company in Sydney who has some pretty reasonable billers. I tell you this because they could be really big billers if they just had more control over the recruitment process. Every single one of them understands the importance in theory of being in control but not one person appears to be able to stay in control. This is because they have so many vacancies on, that they rush through the process and try and beat their competitors to the close.
You have lost control when:
· Candidates don’t show up for interview with you
· Candidates aren’t honest with you or don’t return your calls
· Clients won’t give you feedback or return your calls
· Candidates get counter offered and accept
· Candidates receive conflicting offers and accept
· Candidates don’t start with your client or don’t last through the guarantee period.
Control is an interesting concept for recruiters and my belief is and always has been that the recruiter should be in control of the process. That is, all things being equal, the recruiter should know what is going to happen next.
Client control
Many recruiters have a weak link as far as client control as far as client control is concerned. Let’s discuss the parts of the process where recruiters tend to lose control (or give the client control).
1. Taking in the job
To be in control of this part of the process, you must know the following:
· How many recruitment agencies have been briefed
· Where is the client up to in the process (ie. How many candidates has he seen and whom did he like/not like and why?)
· How committed is he to the process – I always ask “on a scale of 1 to 10, how urgent is filling this role for you?”
· If I can present a shortlist today, how soon can you interview?
· If you have decided based on what has been said that you will work the job, gain commitment from the client on either exclusivity, tentative interview times for your candidates or commitment to providing feedback within 2 hours of presenting the candidate CV’s.
2. Presenting Candidates
Too many recruiters that I train send through CV’s on e-mail and then wait for feedback. Who is in control now? The client, because you have sent the CV’s and he can come back to you (or not) at his leisure. To stay in control over this part of the process, you must phone your client first to let him know that the CV’s are on the way, then agree a time to phone back the same day for feedback on the candidates. I normally have a 2 hour rule. I call my client at say 10am to advise that the CV’s are coming over via e-mail now and tell him that I will call at 12.00 noon for feedback.
If, when you call back for feedback, the client has not read through the CV’s, ask the client to do it now whilst you are on the phone so you can answer any questions.
If you leave the follow up 24 hours or more, you have lost control.
3. Organizing candidate/client interviews
Ensure that the client agrees that he will provide detailed and timely feedback on each and every candidate interviewed. When organizing interview times, agree a time to follow up for feedback and ask the client to put the time in his diary. If you don’t agree this part of the process, you have lost control again.
4. After client/candidate interview
This is the time to slow the process down and ensure that you stay in the drivers seat. Gain quality feedback on each candidate and close the client on the front runner. “so all things being equal, if my competitors can’t come up with the same quality as X, when will you be in a position to offer X?”
Agree a follow up time and ensure that you follow up. Ask the client to compare the candidates he has seen and resell the benefits of your candidate based on the original (and detailed) job brief you took.
Each time you follow up with the client, create a sense of urgency around the candidate and restate the positive things the candidate said about the client/client company.
A note about salary
If a client gives you a salary range to work within, ie $100-$150K, always close the client up and the candidate down when contacting after the client/candidate interview. This is because you lose control when you start assuming, ensure that all steps in the process are followed correctly.
5. At offer stage
This is another part of the process that consultants seem happy to relinquish control. Never allow a client to speak with a candidate directly. As soon as you allow that, you have lost control over all salary negotiations. If you seek written confirmation of offers, get it immediately. Tell your client that you are unable to give the candidate the offer until you have written confirmation.
At this stage of the process, I always seek client feedback on how well I have performed. I do this so I can then remind them why they work with me and move them up the relationship ladder.
6. During guarantee (after sale service)
I actually believe that as a professional, we don’t take this part of the process seriously enough. This is an opportunity to cement your relationship and stay in control of any bumps during the settling in period. You must ensure that you make time to do your quality control checks, in person if at all practicable. You are responsible for the candidate settling into the client organization and if the candidate leaves during guarantee then you either have placed the wrong person in the wrong job (which should happen only very rarely if you are a quality recruiter) OR your have stayed in control after the candidate commenced with the client company.
Take this opportunity to build your relationship with your client and demonstrate that you are committed to after sales service.
Remember that you are the professional and therefore you should be driving the recruitment process. If you stay in control, you are less likely to be surprised when the outcome doesn’t go your way.
You have lost control when:
· Candidates don’t show up for interview with you
· Candidates aren’t honest with you or don’t return your calls
· Clients won’t give you feedback or return your calls
· Candidates get counter offered and accept
· Candidates receive conflicting offers and accept
· Candidates don’t start with your client or don’t last through the guarantee period.
Control is an interesting concept for recruiters and my belief is and always has been that the recruiter should be in control of the process. That is, all things being equal, the recruiter should know what is going to happen next.
Client control
Many recruiters have a weak link as far as client control as far as client control is concerned. Let’s discuss the parts of the process where recruiters tend to lose control (or give the client control).
1. Taking in the job
To be in control of this part of the process, you must know the following:
· How many recruitment agencies have been briefed
· Where is the client up to in the process (ie. How many candidates has he seen and whom did he like/not like and why?)
· How committed is he to the process – I always ask “on a scale of 1 to 10, how urgent is filling this role for you?”
· If I can present a shortlist today, how soon can you interview?
· If you have decided based on what has been said that you will work the job, gain commitment from the client on either exclusivity, tentative interview times for your candidates or commitment to providing feedback within 2 hours of presenting the candidate CV’s.
2. Presenting Candidates
Too many recruiters that I train send through CV’s on e-mail and then wait for feedback. Who is in control now? The client, because you have sent the CV’s and he can come back to you (or not) at his leisure. To stay in control over this part of the process, you must phone your client first to let him know that the CV’s are on the way, then agree a time to phone back the same day for feedback on the candidates. I normally have a 2 hour rule. I call my client at say 10am to advise that the CV’s are coming over via e-mail now and tell him that I will call at 12.00 noon for feedback.
If, when you call back for feedback, the client has not read through the CV’s, ask the client to do it now whilst you are on the phone so you can answer any questions.
If you leave the follow up 24 hours or more, you have lost control.
3. Organizing candidate/client interviews
Ensure that the client agrees that he will provide detailed and timely feedback on each and every candidate interviewed. When organizing interview times, agree a time to follow up for feedback and ask the client to put the time in his diary. If you don’t agree this part of the process, you have lost control again.
4. After client/candidate interview
This is the time to slow the process down and ensure that you stay in the drivers seat. Gain quality feedback on each candidate and close the client on the front runner. “so all things being equal, if my competitors can’t come up with the same quality as X, when will you be in a position to offer X?”
Agree a follow up time and ensure that you follow up. Ask the client to compare the candidates he has seen and resell the benefits of your candidate based on the original (and detailed) job brief you took.
Each time you follow up with the client, create a sense of urgency around the candidate and restate the positive things the candidate said about the client/client company.
A note about salary
If a client gives you a salary range to work within, ie $100-$150K, always close the client up and the candidate down when contacting after the client/candidate interview. This is because you lose control when you start assuming, ensure that all steps in the process are followed correctly.
5. At offer stage
This is another part of the process that consultants seem happy to relinquish control. Never allow a client to speak with a candidate directly. As soon as you allow that, you have lost control over all salary negotiations. If you seek written confirmation of offers, get it immediately. Tell your client that you are unable to give the candidate the offer until you have written confirmation.
At this stage of the process, I always seek client feedback on how well I have performed. I do this so I can then remind them why they work with me and move them up the relationship ladder.
6. During guarantee (after sale service)
I actually believe that as a professional, we don’t take this part of the process seriously enough. This is an opportunity to cement your relationship and stay in control of any bumps during the settling in period. You must ensure that you make time to do your quality control checks, in person if at all practicable. You are responsible for the candidate settling into the client organization and if the candidate leaves during guarantee then you either have placed the wrong person in the wrong job (which should happen only very rarely if you are a quality recruiter) OR your have stayed in control after the candidate commenced with the client company.
Take this opportunity to build your relationship with your client and demonstrate that you are committed to after sales service.
Remember that you are the professional and therefore you should be driving the recruitment process. If you stay in control, you are less likely to be surprised when the outcome doesn’t go your way.
Subscribe to:
Posts (Atom)
