People Archives | Page 3 of 4 | Underwood Executive | Executive Search & Talent Management

Mar 06

5

“Part-time is a dirty word” & why it needs to change

By Underwood Executive | Leadership, Recruitment, Women in Leadership

Last week in Adelaide, there was controversy and speculation after the CEO of the SA Tourism Commission was sacked with 9 months left to go on his contract. This was the leading news story of the night, but it wasn’t that so much that got my attention; it was the newsreader’s description on the ad break. She said something along the lines of “…and tonight the sacking of….and how he will be re-placed by a part-timer!” The inflection in her voice suggested how could such an important role be part-time, how absurd, can you believe it, how prospertious! The insinuation that a part-time person was not capable of doing a CEO role made my blood boil. Now, I didn’t see the full news bulletin to see if this was their point, which I’m sure it wasn’t, but the newsbreak certainly created the drama.

It raises the question “can a part-timer be successful in a senior leadership role”? And what if the best person for the job is a part-timer?

I know when I returned to my general management role part-time in early 2008, I was met with a few challenges in terms of negotiating my new conditions and proving my contribution wouldn’t be any less just because my hours in the office had decreased. I had the support of my team who certainly weren’t concerned and I was positive, as I didn’t see that what I was doing was any less or that it was going to lessen my contribution.

The truth is there is still a stigma around part-time. There I’ve said it. Even if you, your boss and your team are all supportive and encouraging of such arrangements, you are constantly surrounded by other opinions, judgments and sometimes-even envy of being part-time. “Oh you’re part time” can often be the response, as if what you do is less significant and that you aren’t contributing as meaningfully as your full time counterparts. In this day and age, you would think the actual hours you are paid would be irrelevant as we embrace blending work-life balance and structure our businesses to ensure all employees have flexibility to achieve their goals inside and outside of work.

Last week someone in my network was on the look out to fill a mid-level role and I knew of someone with the right industry experience, degree qualifications, who lived close by (important for this role & location) and had the strong intrinsic motivation for the position. However, this person wanted part-time. The client dismissed it almost immediately. “No, we need a full-timer for this position”. Well, no, you need someone to perform in the role, produce results and contribute to the company’s overall revenue. The immediate assumption was that a part-timer could not achieve the objectives of this role.

Funny isn’t it, because the most successful financial year on record when I was in my leadership role, I was part-time and nearly half of my workforce were under some type of flexible work arrangement. These agreements grew loyalty, increased retention and ultimately delivered higher results.

Looking at the flip side, sometimes people returning part-time don’t want to continue at the same level or want the same pressures or responsibility. A good friend of mine who is in a senior marketing role with a global business is going through this right now. In 3 days per week she is still expected to do a full time load plus some and it’s taking a toll. With two small children under the age of 5 and a husband who has an executive role involving lots of travel, she wakes every day at 5am to get herself and the household ready before doing 2-drop offs and getting to work herself. To keep on top of her workload she often works into the late hours of evening to ensure her contribution, performance and achievements continue at the level that they were when she was full-time. Like many women in similar situations, she doesn’t want her performance to suffer due to fewer hours in the office. The cost of this is less time with the family, no time for herself and even health consequences due to constantly being rushed and running on adrenalin. It came to a head this week where she has said enough – we need to reduce the workload or I have to go, as this is not sustainable. As senior talent she is pegged for a directorship and of course they don’t want to lose her so a compromise is being made. I think she did the right thing speaking up, but too often part-timers suffer in silence not wanting to appear weak or incapable because “aren’t they lucky” to have a part-time role especially at an executive level.

Until we stop measuring performance and success by job title, status and hours and focus more on contribution, achievements and outcomes, the stigma of part-time will continue to exist. When considering suitable candidates for roles – the focus should be on skills and experience and more importantly competencies and motivational fit because the best candidate for the job just might be part-time. Let’s lose the negative connotations of part-time and focus on the right person in the right role every time.

Feb 06

5

Don’t sweat the cold call….how to get your Consultants on the phone & winning business

By Underwood Executive | Recruitment, Results

In my recent blog “head in the sand vs action junkie ….what’s your mantra?” I wrote about a Consultant who worked for me who didn’t enjoy prospecting new business as she felt that she was annoying clients when she rang. This generated a range of comments and questions asking how I helped her overcome this.

The recruitment industry is notorious for its continuous flow of calls to clients asking for appointments. This in itself gives us a bad name. Now, I agree, don’t get me a wrong, a cold call with no purpose, interrupting my day for what seems like only their benefit, is completely annoying. I tap my foot thinking yes? So what? What’s in it for me? I assume that many clients feel the same way when Recruiters ring.

One of the problems is that many Consultants start their week, look in their calendars and realise that they don’t have any appointments for the next 5 days. Their weekly meeting with their manager is that day and they will be asked, drilled, coached, questioned or in some consultancies have strips torn off them for not meeting their KPI’s. I’ve heard of these experiences from many Recruiters over the years…including one boss who waves $20 in the air for the next consultant who jumps on the phone and wins a client visit. There’s another manager who stands directly behind her Consultants until she is satisfied that they are actually doing their marketing. Hmmmm and we wonder where our bad rep comes from?

Picking up the phone will the sole intention of winning a marketing visit is a recipe for disaster. The client can hear the desperation in your voice, they will detect that you need to meet your quota and that you’re just another ‘sales person’ trying to fill the week with appointments. I’m sure with this approach most consultants don’t have a very high hit rate nor a very high job satisfaction level.

Tip 1 – Mindset

Changing a Consultant’s mindset from “I’m annoying”, “they don’t want to hear from me”, “I’m the 100^th recruiter who has called them today”, can be a challenge to overcome! Especially when you have a Recruiter who is a top performer and is streets ahead of the competition in terms of knowledge, results and ability. The shift occurred when I could get them to move away from thinking ‘get the appointment’ to ‘what’s in it for them’. This successfully moved the mindset from annoying sales person to helpful expert. Approaching the conversation in terms of offering, differentiator, benefits and helpfulness broke down a lot of barriers and stereotypes.

Tip 2 – Strategy

This is where a lot of Consultants go wrong – they simply don’t have a targeted approach as to whom they will call. Yesterday I was in a client’s office who was using the yellow pages for a screen monitor boost and that’s about all it is good for these days. You can’t build a profitable client base from random lists or with a scattergun approach. When starting a desk from scratch, I would recommend Consultants start with something familiar – perhaps an industry they have worked in previously to give them the confidence to start. With no strategy, there will be no success.

Tip 3 – Always have a real reason to call

Don’t pick up the phone without having thought about what you are going to say first and please don’t ever ring to ‘touch base’ (a pet hate of mine)! . When I coached Consultants on this particular issue we would brainstorm all the reasons why you could ring to speak to a client and then what were the benefits for them in taking your call. It is amazing how many reasons there are to call a new potential client – to tell them about a star candidate you have recently interviewed, to ask for their help/advice, congratulate them on a recent piece of news in the media, to follow up a previous conversation, to invite them to a function, to ask for an introduction to another person in the business etc etc. The list is endless. Just make sure you have prepared your plan of attack before picking up that handset.

Tip 4 – Technique

Do your Consultants know how to prospect new business? Might sound like a silly and very basic question, but have they been taught and shown how to make these calls? A client of mine recently instructed her team to make 5 calls to existing clients to generate referral business. The instruction was clear – make 5 calls by the end of the week. By Friday morning, no one had even started their calls. They were petrified! After a further conversation, I uncovered that there was no strategy, training or instructions about how to go about making the calls and what could be said. As soon as she ran through some scenarios, techniques and quick role-plays, the team was off and running. Never assume people know how to make effective calls.

Tip 5 – Big picture outlook

The amount of procrastination, excuses and palaver that goes on in consultancies in order to avoid ringing clients is amazing. Two techniques I would use to help overcome this with Consultants were to get them to focus on the bigger picture – what is the goal? What are the benefits they receive in achieving them (see staff mojo….planting the seeds of motivation)? In the scheme of things, picking up the phone and having a conversation is pretty insignificant right? The other technique is to do your hard tasks first – speak to 3 clients, make 2 appointments etc before doing anything else. This focus on taking action and “do it until it’s done” was another successful strategy.

Tip 6 – Referrals & common links

To ensure you never make a cold call again, use your existing networks as well as common links to make new connections. This can be as simple as “I’m in the area visiting client ABC”, through to industry associations to suppliers to direct referrals. People are always going to feel more comfortable doing business with people they know and trust or if their connections are already working with you. The power of connections is proven with Linkedin, Twitter and Facebook. Every interaction is an opportunity to ask for new business or to ask for a new introduction or referral. It takes discipline to form the habit of asking – but remember the benefit is no more cold calling.

Prospecting new business is a means to an end. It is a necessary ‘evil’ to get in front of new clients and to be given the opportunity to then develop relationships. We all want the easy road to a full list of clients we love working with, but it takes discipline and action to achieve this end outcome. A shift in mindset is essential to move cold calling to a conversation and being clear on what’s in it for them to see you.

Get on the phone, get out of the office and remember being face to face is where relationships are built, opportunities are discovered and results are made.

Jan 25

5

Earth to CEO’s….are you missing the link between talent acquisition & HR process?

By Underwood Executive | Leadership, Talent

The balance between utilising internal HR and external recruiters to find the right person for a vacancy is a fine line. There is a time and place for both in my opinion. The key is having the CEO or Leader take an interest and making talent attraction and acquisition a priority rather than a process.

My first week back for 2012 turned out to be an exercise in frustration purely based on the fact that many leaders aren’t taking the topic of talent and recruitment as a serious priority in their business. I returned full of energy and excitement – specifically around some amazing people in my network who have decided to put their feelers out in the new year. Not active talent scanning job boards and the paper – individuals who are happy for me, as someone in the game to keep an eye out, to represent them and to make a match. They want a recommendation of an employer of choice – to sell them an opportunity so they aren’t just randomly floating in the market hoping to get it right.

Let’s just remember for a moment that there is a skills shortage. Top talent is hard to find. The BEST person for your vacancy is more than likely to still be sitting in 90% of the passive market completely unaware your position exists. Greg Savage, Australia’s recruitment king said last week that it is time to “increase innovation and time on talent acquisition”. I tend to think many businesses still have their head stuck in the sand running their administrative processes, convinced this will give them the right candidate. I agree that often these processes will place the job, but will it deliver the very best the market has to offer? I doubt it.

So keeping all this in mind, when I was doing my market research last week, I noticed an opportunity with an organisation, who’s CEO I am connected to on LinkedIn. After reading their requirements, I instantly thought of someone in my talent network working in a similar organisation with the skill set required. This person is highly motivated, a top performer and is only interested in hearing about real opportunities with organisations that value contributions and support ongoing learning. He is not an active candidate. He does not read the job advertisements in the paper and he certainly doesn’t scan job sites. Is he open to a new opportunity? Of course, everyone is available for a change.

I approached the CEO with good intent – to offer him the potential of someone who he won’t find through other methods. I had a return call from the HR person. The typical spiel goes “we are running our own process, we aren’t engaging any agencies and will not be accepting resumes from recruiters”. We’ve all heard it. So you’re not interested in seeing a high performing candidate who is doing a similar role in a competitor organisation? You’re not open to viewing the details of a candidate who could hit the ground running right now and potentially start delivering results for you in the next 3 months? You want to wait 4 – 6 weeks to run a process with a risk of finding no one of this calibre because “it’s policy”. Pleeeassssee! Spare me.

This is where I think some leaders have it all wrong. You don’t need to outsource your entire recruitment process. If you have capable, forward thinking HR people in your team – great, utilise them, but don’t have tunnel vision that restricts opportunities and potentially the best individuals joining your organisation. There is a balance. A balance between internal HR and using external consultants who specialise in finding the untapped potential in the market can be a winning combination. This is the difference between just running a process and being innovative and getting ahead of the game, using all resources, networks, tools and connections to ensure your hire the best person every time. After all, surely that’s the goal to have the very best people working for you in your organisation?

On the other side of the coin, I know a dynamic entrepreneur 3 years into his business and he is kicking some serious goals. He is winning contracts here and overseas, hiring some of the best people in the market and has already had several offers from the big boys around town to buy-him out. What is his approach? Not to palm off the process to HR that’s for sure. He networks, he is open to opportunities, he speaks, he connects people and the results are he is winning the race for top talent. He has hired 3 executives in the last 2 months that were not on the market, working for larger competitors and guess what? They weren’t reading advertisements in the paper and they certainly didn’t have seek alerts in their inbox. He has advocates selling his story, he always makes time for a new introduction and he knows that the right people in the right jobs are the key to his business success.

There is a whole un-tapped market of passive candidates who are open to conversations. They are open to new opportunities IF asked, IF engaged in a conversation and IF a forward-thinking leader is open to the possibility, without the fear of not sticking to process, standard advertisements and standard recruitment methodologies. You don’t find passive candidates by your HR department running a standard process.

The next time your phone rings, you get a LinkedIn request or an email recommending someone who is interested in your business – count yourself lucky, be open to the opportunity and for goodness sake clear 20 minutes in your diary to at least consider the possibility. As highlighted by Ross Clennett, the PWC global CEO survey supports my concern by stating that two-thirds of CEOs believing they’re facing a limited supply of skilled candidates, but what action are leaders taking? Make it a priority! After all what could be more important than growing and improving your business through recruiting talented high performers?

Nov 23

6

Weekly meetings like groundhog day? 10 tips to spice them up

By Underwood Executive | Leadership, Results

Running an effective one on one meeting with staff is no easy task. It is a leadership essential that has managers of people second-guessing their importance, relevance and benefit. I know CEO’s who don’t even do them – leaving it to their direct reports to schedule time in their diaries if there is an ‘issue’ to discuss. Others cancel them on a regular basis, especially at the last minute, discarding their importance. Then there are the ones who do conduct them weekly – but with no real benefit for either party. It can leave everyone frustrated and wondering what is the point?

I know for me it was a struggle to get in right – when to hold a meeting, what the agenda would be and ultimately what was the purpose. Over time, I would change them when I felt they weren’t achieving anything significant. I remember moving them to fortnightly sessions. The results were terrible.

I was happy on one hand that I had more ‘time’ and my week wasn’t full of meetings. However, what essentially happened was I lost touch with details and I just filled my ‘extra’ time with more “stuff” that wasn’t as important as being face to face with my team. I believed I was giving them more time to do their jobs and more responsibility to make results happen, without being a micromanager. What I missed was the golden leadership opportunity to regularly listen, praise, give feedback, share stories and bring people together. The moment I realised this – I reverted back to weekly meetings instantly and the benefits flowed. Here’s some tips to getting the most out of one on one meetings with your staff:

Weekly agenda – having a regular agenda is critical for consistency and ensuring that both parties are clear on what is going to be discussed. Ultimately the meeting should focus on the person’s key achievements, outcomes they have produced and the activity and goals in their pipeline. I had it written on the white board in the office so we could follow it along and if we got lost or sidetracked, it gave us a clear structure to revert to.
Purpose – every weekly meeting should be approached with good intent, especially if there are difficult issues to discuss. As a leader, our role is to bring out the best in people and lift their performance to levels they didn’t even think possible. This message can only be heard when you approach all discussions with good intent – the intent to help them perform better.
Help – in all one on one meetings there should be an opportunity for the staff member to discuss any issues they feel strongly about, without it becoming a whinge fest. It can be tricky to manage and it can be tricky to be heard without sounding like a whinger, or weak or a ‘drama queen’. The truth is there are problems that do require a leader to listen and help you solve. However, most leaders aren’t that good at solving them – often dismissing the concern, brushing it under the carpet and hoping it will go away. Do this too often and your people will ultimately stop talking to you.
Connect to the vision – in all jobs, sometimes staff members lose their way. They forget the bigger picture of why they are doing what they are doing or how it contributes to the vision and values of the organisation. A weekly one on one meeting is prime time to demonstrate and invigorate a staff member about their individual contribution.
Commit to action together – the real magic of leadership happens in action. When you are in the field, with a client, in a negotiation – somewhere where staff members can look up to you and learn one new thing that might enhance their own performance. In a one on one meeting take the opportunity right then and there to book a client meeting together in the diary, book a time to have lunch together or a 20 minute coaching session for later in the week on an area your staff member is struggling with. Don’t talk about what you should do – just do it.
Inspiration – the most effective one on one meetings are the ones where people walk out inspired to conquer their day, to accomplish a task that perhaps they were dreading or to make a difference somehow with someone. This is an intangible something that great leaders know how to do – through asking the right questions, praising specific behavior or encouraging them to achieve. The quick test – ask yourself how you feel when your staff member has left? In my experience, if you feel a bit unsure that the meeting was effective, your staff member probably feels the same way. If you feel happy and that you contributed something insightful – again they probably feel that too.
Just talk – an important element to all relationship building, especially with your employees is the opportunity and interest to talk on a personal level. This has to be authentic. You can’t fake interest. All employees want to know their boss is human too and talking about your lives outside of work, is a well-rounding element to strengthen a relationship.
Share a story – your team wants to know that you have been in their shoes. They want to hear that you too struggled, made a mistake, hated prospecting new clients or simply weren’t perfect. Sharing these examples will go a long way to earning respect as well as sharing ways to solve problems.
Be present – if you knew the outcome of your meeting could be the difference between missing or making your budget, winning a new client or making someone’s day – would you suddenly sit up and be a bit more interested? My advice – don’t dread the weekly meeting and stop wasting time thinking about what else you have on your agenda that day. Be in the moment to make an impact.
No hidden agendas – there is nothing worse than being in a meeting and knowing that something isn’t quite right. I am a big believer in honesty about observations and sharing with good intent. The critical piece is the delivery around how they can perform better at work and what specifically they can start or stop doing to achieve that. It’s not a game – straight conversations are critical to an effective meeting.

What I have learnt is that every employee is different and whilst the agenda gives the guide, the person must drive the tone and style so it works for them. I had one employee who was highly structured – came in all prepared – graphs, figures, pipeline activity right down to the specific questions she wanted to ask. Then I had another who always wanted to talk about the weekend before getting into the heavy detail of her results. Both were successful in achieving their goals to perform at a higher level, the difference was in the format and style.

If you are feeling that your meetings are lacking the impact or that you need to change it up a bit, try changing the location. One of my clients who works in the sporting arena will take a corporate box overlooking the oval to talk to her team, another takes them to their favouriate coffee shop – or do what I did once a month – sit at their desk, in their space, on their territory. It is all about your people after all and the difference they can make to your business by being a high performing employee.

At the end of the day, if you won’t spend an hour a week with your most important asset – your people, perhaps you’re in the wrong job?

Nov 07

5

Employee retention: how to crack the code

By Underwood Executive | Recruitment, Results, Retention

What I’ve learnt over the years is that there is no one secret ingredient to retaining staff. In my early days of running a business, I had high staff turnover and it used to drive me crazy the amount of money, effort, time and emotional energy I would invest in new recruits only to lose them within a 12-month period. A realisation that people are at the core of business success was my breakthrough moment. I became acutely aware that the right people in the right roles with the right leadership is the key to keeping them. I increased the average length of service of staff to six years in an industry that averages eight months for a typical consultant role. What I learnt translates into any business in any profession.

Recruit the right people

First and foremost, recruiting people is not easy, and picking the right person is even harder. I have done this every day in the recruitment industry for over 13 years and advise clients on how to do it better. Finding and recruiting the right people is an ongoing battle for most business owners. The key is to look beyond what’s on paper and what’s technically being said at the interview, and hire for culture and motivational fit. Forget experience and length of service in a similar role—find out what motivates them, what their values are, what they want to achieve long-term and where the best culture that they have worked in has been. Recruiting on competencies, attitude and culture are mandatory for long-term fit and retention, and far outweigh years of experience on a resume.

Believe in people

The best approach you can take as a leader is to assume that people want to perform at their best. Most people come to work to do a good job—they want to perform and succeed. As a leader you need to relate to them as a top performer, don’t expect anything less. This belief speaks volumes, builds trust, delivers results and ultimately keeps top talent on your team.

Empower others

For most business owners, you have created the business, know the ins and outs of how things are done and you probably enjoy being in control. However, “control freaks” don’t retain top talent; they can often drive it away. Being the leader doesn’t mean making all the decisions and having an ‘I know best’ attitude. Letting go, trusting others to achieve, and supporting this learning curve will go a long way to increasing length of service.

Flexibility

In my business I gave people the tools and freedom to get on with the job. It’s critical to be clear on the outcomes and timeframes, but then get out of the way. People want to achieve their own goals without having to work within rigid and structured environments. Flexibility in approach, hours, and blending home and work situations instantly motivates top performers.

Feedback

People want feedback—they want to know what they are doing well, so they can keep doing it. They want to know what they are not doing well, so they can stop doing it. Those thirsty for greater success and reward will want to know what they can start doing to perform at a higher level. As a leader, it is your job to recognise top performance and reinforce it, so it happens again. On the flip side, when you observe behaviour that is inconsistent, giving this feedback instantly (with good intent) will push people outside their comfort zones, which is necessary for changes in behaviour.

Professional development

Investing in your people is one of the best investments you can make. Hiring an external external coach or mentor for an individual is a reward that can have incredible effects, such as increased performance and confidence. Paying a professional to just listen or be an external confidante is also a great way to invest upfront in new talent and prevent staff turnover. This goes a long way to reducing unnecessary replacement and re-recruitment costs, as well as increasing engagement levels and ultimately assisting in retaining key people.

Tools of the trade

It may seem a little light or trivial, but having the right tools of the trade and the right support systems in place are critical in keeping staff happy. A candidate once told me she left a job because she was promised a company car and after eight weeks of using her own car, paying for parking and petrol, she gave up on the false promise and decided to move on. Tools such as iPhones, car parks, admin support, remote access, and laptops, are now seen as essential for a lot of roles—get it right from day one to avoid unnecessary ‘misunderstandings’.

Induction

The first 90 days is an important time period for a new recruit in determining whether they stay long-term with an organisation, and day one in particular plays a key role. Who is there to greet them? Is their desk set up, are their business cards ready and is there a welcome message from the CEO? Don’t spend weeks going through a recruitment process to then spend no effort at all on the induction. This is a once-only opportunity to create a lasting impression and increase employee attachment and engagement from the first day.

Invest in your own leadership skills

A leader that is continuously learning and investing in their own professional development is more inspiring to be around. We can never know it all and we can always improve. Being authentic and transparent with your team about your own development and desire to improve will have a flow-on effect.

You can’t win them all

As much as you want all top performers to stay, sometimes it just doesn’t turn out that way no matter how hard you try and what you implement. A partner gets a transfer, a headhunter offers something an employee can’t refuse—it happens. In these circumstances all you can do is give them the best offer you have available and then wish them well if it doesn’t fall your way.

How can you retain top talent? It’s not just about money and perks, such as days off for birthdays and free yoga classes—although they’re nice and staff will appreciate them, that isn’t what gets them to stick around long-term. It’s two things in my experience—leadership and culture.

Become a better leader, have great systems and an inspiring culture. Only then can you attract the top talent that will stay.

This article has been written for Australian Physiotherapy Association’s monthly magazine “Business in Practice”.

Nicole Underwood understands what it takes to create, build and grow a successful business. The essential ingredient is recruiting, engaging and retaining people. Great people. Top talent. High performers. As a previous finalist in the prestigious Telstra Business Women Awards, a regular blogger and entrepreneur, Nicole works with organisations to improve results through hiring and keeping the right people. www.nicoleunderwood.com.au

Oct 26

4

Technical competence without people skills – what is it costing you?

By Underwood Executive | Leadership, Results

A common problem I see in many organisations is that somewhere in their senior management team they have a person with strong technical competence, but who lacks the essential people skills and leadership expertise. The story goes that they are leading the way with their knowledge and experience, meeting expectations, producing innovative ideas, delivering on project deadlines and are knowledge champions in their field. However, the issue preventing them from getting ahead or a roadblock to their further success is their inability to deal with colleagues, inspire their staff and get outside their comfort zone to take the next step in their professional and personal development.

One HR Director told me that the response from a technically brilliant manager was “things are good, there aren’t any problems, no-one’s losing money – let’s keep doing things the way they are”. Another in an accounting firm is a star – she is “a doer”. In a client meeting, she is all business, discussing the issues and then is firing on all cylinders to get the job done. Meanwhile, the client is still pouring a cup of coffee wanting to debrief and perhaps even converse in a little banter about the weekend. In another, a technical manager has got significant staff turnover and the Managing Director refuses to do anything about his ‘leadership style’ because there is no one as good as him in the industry. Really?

At what point does technical competence excuse someone from poor behaviour and being able to operate under a separate set of rules? At what point does an organisation say enough – we love the results, but you’re destroying our culture, loosing our future talent and just a pain the butt to work with!

I’ve seen it and I’m sure you have too. These people can sometimes appear as a protected species – anything goes because they have the knowledge, they’ve been in the business forever and are producing the results. Here’s the problem – you can’t promote them to an executive role because they don’t inspire, empower or lead from the front. The alternative is to leave them and continue the way they are, improve and coach them on their people skills or let them go. In my observations, most choose to leave them as they are, because it is “too hard” to do anything else.

The long-term recruitment and retention issue here is that high potentials may not be attracted to the firm due to the perceived reputation they have heard on the grapevine. Similarly, high potentials within the business eventually leave because they can’t see a career path working for this person or in an environment where these behaviours are accepted.

The best result is to build on their leadership and people skills. Imagine that – your highly valuable employee is now not only producing, but also inspiring others to deliver similar results. That would be a huge turnaround for culture, results and retention. A typical by-product is the individual also benefiting through increased job satisfaction – due to not being the only technical expert with all critical pieces of work resting on their shoulders.

In my experience a technically experienced performer is not magically going to improve their people skills over-night. Hoping that it will get better is not a strategy. In the past, what tends to happen is they are sent on a leadership course with fingers crossed that they will return a ‘changed person’. I don’t know about you, but I have never seen such changes after attending a training program. Of course they come back with increased knowledge, perhaps even some awareness and on the odd occasion you may even see them implement a couple of new strategies! Once the course is finished and becomes a distant memory, these new ideas are generally long gone and tend to disappear.

What is more valuable and can have far reaching effects is when a person is coached on their behaviours and the impacts that they are having on other team members, direct reports or clients and the long term cost to them if they continue in this way. The key here is of course knowing what this particular person’s triggers are eg: not gaining access to larger projects or more responsibility, bigger clients, bonus payments etc. Linking the behavior to what motivates or demotivates them is certainly going help drive the message home while keeping them accountable to change.

I was surprised last month when someone I know left a high profile job and what I percieved as a great business. He said to me after leaving “Nicole, life is too short to work with d#!*heads”. I was surprised to hear something so blunt, but I got the message loud and clear. I wonder when some of these leaders are going to get a similar message that technical competence is only one part of a much larger people picture that if dealt with can produce bigger and better results for all involved.

Sep 28

3

The search for talent is evolving ….are you considering the bigger picture?

By Underwood Executive | Recruitment

Over the past few weeks I have met some amazing talent through my networks. These people are not active job seekers trawling the papers and websites looking for their next move – they are successful business people in their own disciplines who are open to being “shoulder tapped” for the right opportunity with the right organisation.

What are they looking for and why the move? I believe it is what most people are seeking in their work – at the very core of what motivates us to be at work and ultimately achieve and be happy is finding a value match. When that value alignment is out of whack, it makes it very hard to continue as a high performer, being invigorated at work everyday. In just about all cases, there was nothing major or significant happening (or not happening) that was making them feel negative or unloved. It’s only through circumstance, change or internal motivators, they can see the end of the road, the next challenge calling or a craving to fulfill a greater need or purpose.

The Dream Employers list was released a few weeks ago which also supports these conversations. In short, the survey concludes that “people-centric organisations are gaining a competitive advantage in the employment market”. I am yet to meet a candidate who at interview tells me they will compromise their values and cultural match for a bigger pay packet. Don’t get me wrong, I understand remuneration is an important piece of the overall value proposition, but in my interactions it is rarely number one.

For example, a senior executive this week told me of her desire to move out of big corporates to find the right opportunity in the not for profit sector. She feels the integrity match is critical and finding an organisation that treats others with honesty and respect is paramount in her next career move. Although we agreed on a minimum salary target, it is significantly lower than at her previous peak earnings.

Through our conversations, I asked her to consider a professional services role – which she was reluctant to do. She felt that perhaps their values may not be in alignment (just her market perception). My experience with the people I know in the organisation through to Partner level, I thought it was quite the contrary. She agreed to investigate, giving me permission to present her details as available passive talent in the market, knowing there was a vacancy in her field.

In my previous business, whether I had a vacancy or not, I was always interested in top talent. Who wouldn’t want to know who is available in the market? Who they know, what they are considering, what experience they can bring – it can lead to hundreds of other things – new opportunities, other talent, new business etc. It’s not what you know; it’s who you know is still very much the case in all facets of life. The person in charge of talent, leadership and direction was my approach. Surely, like me, that person is the most interested in getting the people piece right throughout the entire organisation, from attraction through to recruitment, engagement and retention?

Sadly I was wrong. My approach was palmed off to HR where I got a lovely email explaining that they don’t engage “Recruiters”. It continued that they do all recruitment internally themselves and if they did on the off-chance outsource it, they have a list of national preferred suppliers to use……

Well what can I say? You missed out. My candidate was not surprised by the response and said she felt that no matter who you are or what you do, there has to be mutual respect……this example only validated her pre-conceived thoughts.

What a missed opportunity for everyone! The bigger picture here is that she has a network, an executive network that does require services from professional services firms just like this one. Not only in business, but also in life, we all need to take a big picture perspective that today’s email could be tomorrow’s client, new talent or referral to others in our network. After all, if you aren’t taking time to at least consider new talent, you can be sure your competitors are. So…..don’t burn your bridges….don’t have tunnel vision….and never, ever cut off your nose to spite your face…it’s an ugly look.

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Sep 14

5

Learning from mistakes….7 tips to making amends

By Underwood Executive | Empowerment, Leadership

A few months ago, one of my staff members rang me in a panic. She had stuffed up. Big time. She had accidentally hit reply to an email instead of forward to an internal colleague. The content of the message was…well let’s say, pretty direct and used a few “internal” jargons referring to the sender of the email and instead it went to the sender! Oh dear. A mistake. An embarrassing mistake that she felt terrible about. What to do?

One of my biggest motto’s in running a business has been you have to make mistakes to learn and if you aren’t making mistakes you’re not making anything. I read this philosophy in 2001 reading Richard Branson’s “losing my virginity”. It’s an attitude that I have adopted and put into practice many many times.

The advice and steps we took to deal with it were:

Empathy – let the person de-brief, cry, whinge, discuss the issue – being heard is really important. Being able to de-brief and just talk about a stuff up without judgment or problem solving is really important so people know you care. On this occasion, the Consultant was mortified….she had referred to the candidate in a way that could have been perceived as ‘judgmental’ and perhaps a little unprofessional, so letting her vent was therapeutic, as she wasn’t ready to solve the problem yet.
Step back from the emotion and really look at the facts of what’s happened. Looking a raw data, sequence of events and timelines can help get clear on what’s important and distinguish how did this happen? (as opposed to the why – which will drive excuses).
How can we solve this – what are all our options here? There is never only one option so it’s important to brainstorm every possible solution, even if you don’t like them or you think that others will disagree.
Execute – decide on the best plan of attack to the solve the problem. The Consultant just jumped on the phone to the “sender” and apologised. Being honest and upfront and using verbal communication was the best option. They actually ended up having a good laugh and she came in for an interview the next day! Phew!
Learning – what have we learnt? Whenever there is a mistake, there is an opportunity to learn. This is a good thing! I know one of the biggest lessons I learnt early in my career was not to gossip about other clients … Adelaide is a small market and this is sure-fire way to discredit your reputation. It was a painful mistake, but an invaluable learning.
System – let’s put a system in place to ensure that it doesn’t happen again.
Move on – don’t dwell on it and go over and over and over it again. Being able to pick yourself up and dust yourself off speaks volumes about who you are.

What happened that day for this Consultant is pretty minor in the scheme of things, as most mistakes on a day-to-day basis can be fixed by following the steps above. Over the years when I think about mistakes that were made in the business, they tend to be incremental ones such as charging an incorrect rate on a temp margin, sending a group email with all the address of the recipients visible, sending a courier to a wrong address, forgetting to send an important document in the mail, not returning a call the same day…. I think sometimes we need to remember that we are all human and mistakes happen. It’s the way that we deal with it that, see the learning opportunity and of course make sure it doesn’t happen again!

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Sep 06

4

What use is an empty cup? Filling up on innovation

By Underwood Executive | Innovation

Part of emptying my cup over the past few weeks involved travelling to Port Douglas for a dual purpose – to enjoy a couple of R&R days for myself and to also attend the RCSA (Recruitment Consulting Services Association) international conference at the Sheraton Mirage.

300 Recruiters from around Australia gathered for the conference topic of “Targeting Innovation for Productivity”. Starting a new business, my expectations were to be inspired, gather new ideas, meet some new people and of course have a good time. It is fair to say that all my expectations have been met. I’m always a bit skeptical about a conference’s ability to achieve all of these things and on this occasion, it did not disappoint.

Peter Sheahan kicked things off with an energetic presentation where he discussed the gravity of success – everything that made your business profitable in the first place is potentially blinding you from innovating and seeing new opportunities. This point certainly resonated with me as trying to ‘unlearn’ and think differently from what made my last business so successful is extremely difficult. In fact, it has been the very thing blocking my creative thoughts over the past few weeks. I loved his simplicity in explaining that innovation does not have to be a big, bright, shiny, funky, new product that you want to lick (his words not mine!). True innovation is anything that you do that unlocks value and positions you in the market. This concept has worked wonders for me in developing my new ideas.

Other memorable parts included the Recruiter in NZ who runs his recruitment company similar to an accounting practice where he records his time in 6-minute chunks! Neer Korn who explained that giving people true flexibility will result in loyalty and only then can people really innovate. Amanda Gome’s direct messages included targeting bright stars who are wage slaves and offering them equity as well as getting rid of underperformers – this Tuesday at 4pm to be exact! Steve Vamos’s was a hit discussing success only happens with the involvement of others and people management should be the number one priority of all leaders.

As much as it was recruitment conference, it was relevant to any business, any industry and any leader. For any business wanting to innovate and set themselves apart from the competition, it comes down to your people. Like we already know, at the heart of any businesses success is the people. This consistent message is at the core of my new practice – working with great businesses and people to improve their results. This is the number one difference between those organisations who make the leap and those who don’t. As much as I’m “unlearning” in order to be innovative, the one thing I won’t be forgetting in a hurry is that people must come first and building a workplace that attracts, engages and keeps talented employees are the most profitable. Only then can a business be truly innovative.

I have left Port Douglas with a book full of useful notes and ideas, a little sunburn and a croaky voice from lots of socializing and I ask myself …….so have I emptied my cup? Yes, I certainly feel like I have emptied the old one. I’m ready to fill up a new one with a fresh perspective and energy to bring new value and innovation to what I already know.

Jul 29

5

Are you green and growing or ripe and rotten?

By Underwood Executive | Change, Retention

Earlier this year I attended a 2-day conference with Dale Beaumont in Melbourne. Apart from an inspiring couple of days that made me think of at least 100 new business ideas – there was one phrase that really struck a chord with me. He asked “Are you green and growing or are you ripe and rotten?” It was those words that made me sit up and listen. Intently. He continued saying that in life some things are certain – death, taxes and change. Some people like to live comfortably and accept the daily rhythm of routines and knowing what’s ahead by doing the same thing day in, day out. Others like to flick the switch, take action and move forward with fresh ideas to feel continually inspired while growing and learning.

I immediately made the link to retaining top talent and why some companies struggle to keep high performing staff. It’s easy to assume with top performers that all is fine and dandy. They are achieving, secure; earning good money, have work/life balance – why would they leave?

Consider though the nature of the beast – top performers like to be constantly challenged and learning new things. They tend to dislike comfort and become unmotivated with the same tasks, routines and the status quo.

A client told me last week they have identified 30 high potentials in their organisation – great – but now they don’t know what to do with them. They are stretched with resources and there is no capacity for HR to take them on, nor their immediate leaders to coach, mentor and challenge them to greater levels of performance and job satisfaction. This is a major risk – without continually challenging and rewarding these people – they will either become bored, fed up, comfortable or disillusioned. Ultimately they will look elsewhere or they will be head hunted – not for more money, but for greater challenges and opportunities to stretch themselves to be “green and growing”.

A leading engineering firm recently told me one of their engineers who is also a partner, was feeling unfulfilled and considering leaving the firm. Not wanting to lose this person, but still wanting the best result for him professionally and personally, they engaged a business coach to assist him work through his thoughts. The result was very surprising to the HR Director and other partners – he was actually craving challenging work. He could do his job inside out, back to front and upside down – but missed the hands on aspects of design and working with clients on complex projects. Problem solved – he has gone back to taking on 1- 2 major projects and is re-living the ‘buzz’ of what made him love his job in the first place. And in the process – they have retained him.

Sounds simple enough doesn’t it? But how many times do we just float along and go about our everyday tasks and wake up years later wondering why we aren’t satisfied? Whereas to an outsider looking in it may be perceived “we have it all”.

Going back to your core and working out what gives you the buzz, the butterflies, the energy that makes you think “I love my job!” and “I had a great day today!” may involve re-assessing your strengths and what you love to do most vs. what you have just ended up doing through promotion, circumstance or business needs.

To truly perform, feel satisfied and achieve success, may actually mean putting yourself out there again, making a change and getting outside your comfort zone. So what are you going to do? Stay on the vine or push yourself onward and upward?