team of chef or restauranteurs

As the old saying goes: ‘give a recruiter an account and they’ll eat for a year, but teach them business development and they’ll eat for life’! Or something like that…

I remember thinking in 1995 that you should make yourself redundant ASAP so you can do the jobs you need or want to do next. It’s still relevant now. Your success should set the tone, but if you’re still the major breadwinner two years in, then something is drastically wrong.

Training your staff to recruit will only get you so far. To really leave a legacy, you need to create restauranteurs, not chefs. When your team start to go out and win their own business, that’s a true reflection of success.

Here’s how to go about it:

Divide and conquer accounts

Split your accounts across the floor, putting two or more people on each. Then set targets that you can measure monthly.

Trusted clients provide an easy stomping ground for untested recruiters and, provided all goes well, you can still booze with the head honcho – depending on spend that is.

Implement a winning methodology

Your success is not scalable or achievable for rookies. The standard you work to is based on your provenance and experience in the industry.

Instead of trying to replicate your approach, build products with clear deliverables and features that answer today’s customer challenges and navigates all gatekeepers. Nail your pitches, then start rolling it out!

Shout loud and proud

Distil your methodology into a marketing plan that gets your name out there. 

You’re looking to stand out. So, remember that an idea that’s already being communicated to within an inch of its life isn’t going to be unique. Wear your ingenuity proudly as it gives rookies a fighting chance when making your pitch theirs. 

Have realistic and measurable goals

You need one eye on the market at all times, monitoring supply and demand while predicting impact on your target audience.

It sounds overwhelming but building up industry knowledge and identifying client needs long before they can is why companies choose recruiters. Once you’ve nailed this and hit six heads, start working on the business and extract yourself from winning clients.

Ultimately, your job as a recruitment leader is to grow 6 members of staff to 20, and you can’t do this while chasing deals.

Say it once, say it twice, then say it again

Recruitment is hard. It involves repetition, persistence, hard work and repetition – your staff need to understand this.

Sure, it might take twenty calls and five meetings to win ‘the right to trade’. But that’s how you build lasting relationships. Coming to grips with the fact that a ‘no’ is just a ‘not today’ is essential, and it’s your job to teach that.