Merge Today

Do All Candidates Lie?

Maybe not all of them but many do lie.

When I worked as a recruiter at Keith Lamb and Associates in Chicago we had a saying, All Candidates Exaggerate. The real saying was All Candidates Lie but I always found that to be a little strong. Clearly I understand that what candidates are doing is trying to paint a very colorful picture of themselves in order to be selected for a certain position. The difficult part for an executive recruiter is to investigate what is absolute measurable truth and what is poetic license. I've always thought how refreshing it would be for a candidate to be completely candid and straight forward rather than always attempting to justify the hiccups on his or her resume.

So thanks to Steve Roesler at All Things Workplace who shared this application / resume on a recent blog post. Like Steve mentions in his post, I haven't the slightest idea of the original source, truth, or accuracy of the article below. But you have to appreciate both the honesty and humor of the applicant.

And as far as embellishing on your resume not only can it damage your credibility, it can also cost you. When Ronald Zarrella, CEO at Bausch & Lomb, falsely claimed to have a master's degree in business administration from NYU, he lost his promised $1.1 million year-end bonus.

A recent article published on Yahoo states that in fact over 53% of those surveyed by the Society for Human Resource Managers lie on their resume.

So, have you ever lied on a resume or do you know anyone who has? What was the result?

 

 

According to Ed: No Time for Celebration

I was one of those kids growing up (and by growing up I mean until just recently) that thought my dad was totally full of bologna.  What does Ed Garrison know about my business? He can barely get his eMail.  Always passing on ridiculous, esoteric advice that he learned from being in business back in the 60's, 70's, 80's and 90's. I mean what can a guy who's been a part of the life insurance industry for nearly 50 years teach me? What can a guy who has been responsible for recruiting several hundred of the top presidents, CMO's, general agents, agency managers, and countless other important role players for some of the most prestigious and innovative insurance companies and consulting companies in America teach me about business, executive recruiting and employee personality assessments? Duh!

For starters, he taught me that I have a lot yet to learn! So in honor of my dad's 50 years of business experience and wisdom, I've decided I'm going to share his insight, wisdom, and ramblings with you. Take it or leave it.

According to Ed, The best time to make a sale is right after you've made a sale.

Back in about 1997 I was working in Chicago for a contingency search firm that specialized in recruiting information technology professionals. I had only been there three weeks when I set a new company record for the fastest placement by a new employee. We had a big cowbell sitting in the middle of the room to ring for everyone in the office (and everyone else on W. Erie) to hear. I rang the bell, gave a high five to the my co-workers, then immediately picked up the phone to call my dad.

Essentially this is what he said, "I'm happy for you and proud of you but you can celebrate at the end of the day. Right now you need to pick up the phone and make your next call. The best time to make a sale is right after you've made a sale."

As disappointed as I was, my dad was right. People can always sense your enthusiasm, passion and confidence even if it's over the telephone. Use that enthusiasm to your advantage. Let it ride. Don't waste the momentum by doing a silly dance in the end-zone when it's only the first quarter. Close the sale, pick up the phone, and make something else happen! Who knows, at the end of the day you may just have two reasons to celebrate!

Flickr Photo by Laniebird5000

Bending The Rules

I'm not exactly a rebel or a trouble maker. Sure, I spent my fair share of time in Principal Miller's office in elementary school. I also was occasionally called out of class in middle school to visit the guidance counselor. But I rarely did anything to cause anyone harm. It was usually a case of me not following a certain process or a slight bending of the rules. Those meetings usually ended up in nice conversation with a few laughs and the advice "keep your nose clean" or "do better next time". The way I look at it is rather than being embarrassed that I had to go to the principal's office, I was building my relationship with the administration of my illustrious learning institution.

As long as I can remember this has been my goal. Whether it be with friends, clients, candidates, strangers or teachers. Always work to advance the relationship!

I understand and believe in the need to have a sequential sales process. But as Tom Peters points out in his recent post on sales goals, what often times will happen is that salespeople are so focused on getting to the next step that they miss the chance to have a great encounter during the meeting they are in at the moment.

Good salespeople know that getting to the next step is essential in the sales process. But Peters goes on to mention that what great salespeople know is that the sequential sales process is subservient to the current meeting. They know that the best way to get to the next step in the process is to create a relationship-building encounter in the present.

Have you ever developed a genuine friendship with a prospect before they became a client? 

Flickr photo by pixeldiva

I'm not exactly a rebel or a trouble maker. Sure, I spent my fair share of time in Principal Miller's office in elementary school. I also was occasionally called out of class in middle school to visit the guidance counselor. But I rarely did anything to cause anyone harm. It was usually a case of me not following a certain process or a slight bending of the rules. Those meetings usually ended up in nice conversation with a few laughs and the advice "keep your nose clean" or "do better next time". The way I look at it is rather than being embarrassed that I had to go to the principal's office, I was building my relationship with the administration of my illustrious learning institution.

As long as I can remember this has been my goal. Whether it be with friends, clients, candidates, strangers or teachers. Always work to advance the relationship!

I understand and believe in the need to have a sequential sales process. But as Tom Peters points out in his recent post on sales goals, what often times will happen is that salespeople are so focused on getting to the next step that they miss the chance to have a great encounter during the meeting they are in at the moment.

Good salespeople know that getting to the next step is essential in the sales process. But Peters goes on to mention that what great salespeople know is that the sequential sales process is subservient to the current meeting. They know that the best way to get to the next step in the process is to create a relationship-building encounter in the present.

Have you ever developed a genuine friendship with a prospect before they became a client? 

Flickr photo by pixeldiva

Goin' to the Chapel

In my post at IowaBiz this week I, once again, discuss the importance of planning your sales activity every day to get the most out of your time. It's my argument that the number one reason sales people fail is due to lack of daily planning.

We've all, no doubt, witnessed some aweful toasts in our time. But when was the last time you saw a Best Man or Maid of Honor who was so prepared? I'm sure the people who were in attendance will be talking about this for years to come.

Momentum Shifts

While watching my beloved Chicago Cubs last night, it was impossible not to feel the October playoff like atmosphere as the Cardinals took the field. But like in nearly every National League Ballpark, there seemed to be as many Cubbie fans as there were Cardinal fans. The Cubs are experiencing a season like they haven't seen in many many years so the fans have really come out in full force this season.

The Cubs got out to an early lead by scoring two quick runs in the top of the first inning. They then scored again in the third inning and now had a nice three run lead. Ryan Dempster seemed to really be in command. The St. Louis fans had very little to cheer about and seemed to be sitting on their hands. It was quiet...almost boring. But then it happened. I got up to get something to drink and when I returned the Cardinal's had managed to get a runner on base. The crowd politelty cheered. Then a second base runner reached base and the noise continued louder, like someone actually is turning up the volume.

There was a momentum shift happening.

Then what do my wondering eyes does appear but Albert Pujols and a really big bat step up to the plate. The crowd noise went from zero to really loud in about 4 seconds. Then it happened. Pujols crushed a home run. As you can imagine, Bush Stadium erupted and the game was tied. The crowd was back into it and ready to cheer there team on to a 4-3 win in the bottom of the 9th inning. Very exciting if you're a Cardinal's fan.

Today in the quiet of my office, I began to realize how momentum shifts in business, too. It swings back and forth all the time, and it’s up to the organization to sense the momentum shift and make adjustments. Sometimes, such as with the fans at a sporting event, it takes an outside viewpoint to notice the subtle signs of changing momentum, and the organization has to be confident enough to listen and act on the outside advice. Outsiders can point out the signs of momentum shift, but it takes action from inside – an adjustment in tactics or a redeployment of resources, for example – to change the momentum back in your favor.

Like a game plan based on talents and the competition’s weaknesses, a marketing plan or a recruiting strategy has to have enough discipline to take advantage of the organization’s brand and enough flexibility to adjust to changing momentum.

Are you sensing any change in your business?

Photo by smartee martee

Plan your work, work your plan!

In my post at IowBiz this week I discuss the importance of planning your sales activity every day to get the most out of your time. It's my argument that the number one reason sales people fail is due to lack of daily planning.

Do you plan your activity every day before getting started?

According to Ed; Talk to 10 people every day!

I was one of those kids growing up (and by growing up I mean until just recently) that thought my dad was totally full of bologna.  What does Ed Garrison know about business? He can barely get his eMail.  Always passing on ridiculous, esoteric advice that he learned from being in business back in the 60's, 70's, 80's and 90's. I mean what can a guy who's been a part of the life insurance industry for nearly 50 years teach me? What can a guy who has been responsible for recruiting several hundred of the top presidents, CMO's, general agents, agency managers, and countless other important role players for some of the most prestigious and innovative insurance companies and consulting companies in America teach me about business, recruiting, personality assessments and employment branding? Duh!

For starters, he taught me that I have a lot yet to learn!

So in honor of my dad's 70 years of life experience and business wisdom, I've decided I'm going to share his insight, wisdom, and ramblings with you. Take it or leave it.

So without further ado;

According to Ed, talk to at least 10 people a day about your business. This does not mean leaving a bunch of voice mails. Your wife does not count as one of those 10 unless she is a potential client. We're talking 10 people in your industry who have an influence on growing your business. And better yet, get face to face (or as Ed would say, "eyeball to eyeball") with these folks as often as possible.

If you talk to 10 people everyday 5 days a week X 52 weeks a year (for those of you who don't celebrate holidays and take vacation)...well you do the math. It will not take long for the people in your industry or niche to know who you are and what you do!

Photo by jonesprimavera's

 

Look Both Ways

Remember that game we played as kids, Red Light, Green Light? The leader would yell Green Light and everyone would begin running as fast as they could towards the finish line. Then the leader would scream, Red Light and you'd have to stop dead in your tracks or be forced to start from the beginning!

Mahan Khalsa, author of the book Let's Get Real or Let's Not Play, suggests we should also watch and listen for the red lights and green lights when meeting with a prospective client.

A few weeks ago I had what at the time seemed like a good sales meeting. The client was giving me great information and I could quickly begin to understand where the issues were. When our time was up, we shook hands and agreed to get others involved and move forward through the process. Though I sensed a little hesitation in scheduling a follow up meeting, I let it go. I certainly didn't want to press the issue!

RED LIGHT!

I haven't had a conversation with him since that day. I've put in a couple of phone calls and an eMail, but no response. Maybe I was caught up in the ideas and the solutions, and wasn't paying attention to what he was really saying.

Next time your moving through the sales process with a client, pay attention to the red lights. If you're truly engaged and listening you should see them flashing!

Flickr photo courtesy of rrazor.

The Ripple Effect

We've all done it. And we still do it because it's fascinating...and fun!

When standing next to a beautiful still pond, we can't help it. We begin looking around for the nearest stone and toss it in so we can see the ripple that is created, and we stare in amazement as those ripples grow and move towards shore.

I was introduced to my wife after running into a mutual acquaintance of ours at a gas station one afternoon. Just about any job I've ever had has come through a known relationship. 

It's through the power of relationships that our lives are shaped. It's been my philosophy for sometime now that if I can help enough people in my network that someday it will come full circle. And it has more than I ever could have imagined. Just recently I read a book that has had a profound impact on the way I think. More than anything it gave confirmation to the philosophy I have been practicing for the last year and a half. The name of the book is called The Ripple Effect and it was written by Steve Harper, a creative entrepreneur from Austin, TX.

The first paragraph of chapter 1 says it all:

The most powerful, the most successful, the most satisfying accomplishments in both your life and your business result from the relationships you form with other people in the world.

It's truly amazing how this law of reciprocity works.  How has this concept helped your business grow?

Flickr photo by alicemariedesign

Table Stakes

For months now, along with many others in my line of work, I have been lamenting about the "impending" talent crunch. Baby boomers will soon start exiting the market place by the millions. It's been my instinctual argument that companies will no longer be able to compete for the best employees with things like salary and benefits. Today, those things are what Blake Reding at REL Productions would refer to as table stakes. Salary and benefits are simply the ante to get you into the game.

Earlier this week Recruiting Trends published this report that begins to validate my argument.

Research conducted by the Kenexa Research Institute (KRI), a provider of talent acquisition and retention solutions, asked workers what their reasons were for joining their current organization. The report analyzes data drawn from a representative sample of workers surveyed through WorkTrends™, KRI’s 2008 annual survey of worker opinions. For some time, many have speculated on the reasons as to why people accept a job with a new organization. While KRI’s research confirms that there are a variety of them, two top items emerge as critical decision points: compensation and corporate reputation. An organization’s reputation consists of a variety of characteristics, including their involvement in corporate responsibility initiatives, product quality or profitability.

The survey results also reveal that senior managers and sales people place the most value on the organization’s reputation in weighing an employment offer, as did employees in India, Italy, Russia and Brazil. “The correlation between the organization’s reputation and successful recruiting efforts strongly supports the importance of employment branding,” says Jack Wiley, executive director of the Kenexa Research Institute. “It’s not about each individual job offer – this research highlights the value of presenting and maintaining positive brand messaging to the potential employee talent pool. ”

Why will the most talented people choose to work for your company rather than your competitor?

Flickr photo by Howiemnet