Why is it that, as soon as your staff leave the meeting room, it’s as if a device has zapped their brain and erased everything you’ve discussed? You’ve had a useful conversation, identified the goals and objectives, and still, two weeks later… nothing.
Recruitment entrepreneur Wayne Brophy calls it “The Zappers” – the only possible reason why culpability and commitment miraculously vanish the moment people return back to their desks. For meetings to be effective, you need to ramp up accountability. In other words: inspect, don’t expect.
Recruitment is facing its biggest challenge: shifting from bums on seats to consultancy. This is not evolution, but revolution, and as a business leader, you need to embrace where the market’s going and adapt to Business 3.0. We’re not the only ones going through this transition. Everyone’s having to compete online and adjust to modern […]
Successful business leaders don’t need complete oversight of the operation. But your vision, value and voice do need to be seen in all decisions across the company.
Combined, these things form your personal brand: the perception others have of you. It’s all about how you act, how you stand out from the crowd, and how you make clients see why they should choose you over a competitor – both online and offline.
While most daily choices can be decided by gut instinct, the general direction of your organisation needs to embrace your personal brand. The trick is achieving a balance atevery stageof your journey as a recruitment business leader.
If you have seen Split, you will know all about the power of personality – multiple ones too. But in recruitment, all you need is one good one.
If you Google the personality traits that recruiters need, you will be met with dozens of articles saying you need things like resilience, grit, honesty, resourcefulness, and empathy. This is all very unfortunate considering how long the waiting list is for people in need of personality transplants.
How do we inspire people to be superhuman at work? Short of buying them a cape, spandex and a steroid injection, the answer may be unclear at first. That’s why held a themed super lunch event earlier this year, putting Psychology at Work in the spotlight. We’ve pulled together a five-strong speaker list from all walks of corporate life, to help you understand how to get the best from your team.
My 16-year-old recently started a psychology group at boarding school. Her friends get together and talk about derangement, strange motivations, and ‘potentially’ criminal ambition. Which are all traits, you might say, that a teenager is familiar with.
A lot of people I work with can’t wait to have a business where they don’t have to go in on a Friday. “At what point can I start to ease off?” they ask. My heart sinks: recruiters with this mentality are never going to move beyond a lifestyle business.
Building a legacy gets harder, not easier. But it should also get more rewarding at every milestone. After all, if you don’t enjoy your business more than everyone else put together, why on earth would people come and work for you?
There are 50,000 recruitment agencies in the UK. The last thing the world needs is another one. To rise to the top, you need to bring something clever and genuinely different to the market, and have the balls and brains to make people believe it.
Everyone tells you to be niche. Not everyone takes the time to explain what this means or how far you should go in practice. Having strict discipline about your markets is imperative if you want to grow fast, especially as the recruitment sector becomes even more saturated and squeezed.
Too many leaders find it difficult to explain themselves clearly and pass on responsibility with confidence. As a result, they end up being the limiter to their own business. It’s a bad coach that says if a job’s worth doing, do it yourself. Why? Because if you skill your people up and delegate early, you’ll make them feel embedded in your business and ultimately build a succession plan.