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Results Archives | Page 3 of 6 | Underwood Executive | Executive Search & Talent Management

Sep 18
5

6 Lessons to Introduce Flexibility in Your Workforce

By | Culture, Flexibility

I have recently returned from speaking at the International Recruitment Conference in Fiji where the theme was “Recruitment at the Speed of Tomorrow”.  It was an inspiring couple of days learning about innovative ideas that are driving companies forward. In my session, I shared some of the key lessons I learnt whilst building a recruitment business and combating two of the biggest challenges in our industry – staff turnover and attracting top talent.  The recruitment industry doesn’t have a good record in this area and I met several companies who had appalling staff turnover! One company has an average staff turnover of 60%! The owner openly admitted that he doesn’t incorporate any flexible arrangements in his business. I have a feeling that this might not be the only issue, but let’s hope he might take on a few of the following ideas:

Lesson 1: Business culture enables flexibility or kills it

I learnt the hard way that the traditional recruitment culture of long hours, where client is king and being available 24/7 makes it pretty difficult to attract and keep the best talent long-term.  It doesn’t take long for people to get fed up from inflexible conditions. They  suffer from burn out or pressure from loved ones ultimately deciding they can’t successfully integrate a work life blend. The recruitment culture typically demands 8am meetings, expects after hours commitments and compulsory candidate calling nights. It doesn’t genuinely embrace flexible arrangements successfully. It wasn’t an overnight fix – changing culture, implementing innovative ways of doing things and getting staff to trust that the new way is okay takes time.

Lesson 2: A leader’s support and mindset makes it possible (or not)

During the conference discussions, there were many leaders who have identified this is as the biggest area that is holding them back from being a truly flexible employer – their own bias, trust issues and the way they have always done things. If a leader can’t successfully change their mindset to trust, support and believe that flexibility will work, it won’t. Forget it. Don’t bother trying to implement, it will fail. Part-timers will feel constantly watched, guilty and that they have to constantly justify their arrangement. Leading from the front is critical.

Lesson 3: Flexibility isn’t a fad that will go away…….learn to incorporate it

Work/life balance, flexibility, part-time, working from home…are increasingly being demanded. The show of hands during my presentation suggested that nearly everyone had experienced some type of request in the past 12 months. As a business leader, being on the front foot and being prepared for these requests can ensure a higher success rate.  Meet face to face, be open to new suggestions, and probe to find out the “real” reason for the request and a trial period might be a good starting point.  I remember setting up structures to help make it easier for me to accept a request eg: abolishing 8am weekly meetings and moving to daily meetings to ensure all staff had the opportunity to contribute.

Lesson 4: Productivity and performance won’t suffer, it will thrive

A quick survey of recruitment owners via rossclennett.com, showed me that the biggest concern they had in regards to implementing flexible arrangements was loss of productivity.   The thought of Consultants reducing their core hours, leads to an immediate concern for a reduction in billings.  In my experience, through the implementation of team structures and providing tools of trade, it actually had the opposite effect.  When given the autonomy, clear expectations and support, part-time Consultants proved that they could actually be just as or even more productive than their full-time counterparts.

Lesson 5: Essential ingredients for flexibility to work – teamwork & communication

Part-time successful Recruitment Consultants can’t exist or achieve significant results as a solo effort.  Through trial and error, it became apparent to avoid full-time resentment and other’s ‘picking up the slack’; team structures and communication systems were essential.  We moved from individual responsibility and accountability to team’s responsible for clients, jobs and candidates. It was the shared goals, offering full-time staff flexibility through buddy systems and days off, sharing of fees and rewarding team participation that proved that part-time ‘client facing’ roles did work.

Lesson 6: Take Action!

None of this is relevant, unless you are prepared to take action.  So many companies talk about flexibility, put in their employer value proposition and hope that things will change.  The best thing I ever did was jump in and give it a go. Our systems, structure and approach certainly weren’t perfect – I had to keep adapting and solving issues as they arose. But I can tell you that the outcomes and results were worth the sometimes-painful journey.  I was able to say goodbye to thinking about people issues 24/7, retention rates soared to 5 – 6 years per Consultant, succession plans were developed, new consultants called us to join our business and the financial results increased.

Organisations who value workplace flexibility and embrace it will stand out from the crowd. You’ll not only start attracting more and better performing Consultants, you will actually start retaining them too! Don’t miss the opportunity to gain an edge on the competition to build a more productive and sustainable consultant workforce through fostering a positive and flexible culture.

A flexible workplace culture WILL create high performing and productive Consultants who stay (AND attract others just like them)

Jul 30
5

Do your interviews stink? 10 ways to turn pro

By | Attraction, Recruitment

This week I met with a promising new client. They have a handful of vacancies, one position that has been vacant for 3 months and another that they have interviewed 30 candidates for (yes, face to face) and still haven’t found the right candidate. Hmmmm…. Houston we have a problem!

The managers are pulling their hair out as it is taking too long to find and appoint talent and the HR team is frustrated that the leaders aren’t taking more ownership of the process.  Clearly what they are currently doing is not working. They need to change and fast! It got me thinking about the basics of interviewing.

1. Prepare – have you read their resume prior to the candidate walking in the door? I remember years ago a client asked one of my consultants after an interview why the candidate was walking with a limp.  On the resume it detailed his involvement in the Paralympics after having his leg amputated in an accident years earlier. It could have been an awkward moment if the client had asked the candidate directly or worse still…..made a joke about it! Reading all details on a resume allows you to be on the front foot (pardon the pun) and demonstrates to the candidate that you are interested in their background and are taking the process seriously.

2. Welcome – make sure the receptionist knows who will be arriving and at what time so the candidate can be greeted in a professional manner.  I had a meeting the other week and within 3 seconds of walking in, the receptionist got up from her desk walked around to greet me by name and took me straight into a meeting room where I was offered tea, coffee or water. Wow! What a welcome. Simple, but so effective. I was immediately impressed.  Also consider where you will be interviewing and make sure the environment is creating a great first impression, not like the other week when I observed dirty coffee cups from the last interview still on the desk!

3. Timing – a structured behavioural based interview should take 45 minutes to an hour. However, depending on the role and how many people are on an interview panel, interviews can blow out past this allocated time. Make sure you either stick to the schedule or have a fudge factor between candidates. Don’t make the mistake one large company made with one of my friends when his interview went over and on his way out he met the other candidate short listed for the role. He just happened to be an old colleague he had only spoken to days earlier for advice on the role! Awkward!

4. Icebreakers – I have observed many client interviews and it seems one of the hardest parts for people who don’t interview that often are the first 30 seconds to a minute. I have seen full silence where no one knows what to say through to immediate drilling of candidates with a barrage of questions.  We need a warm up folks! No matter how experienced a candidate is, there is always going to be nerves, so having some small talk from reception to the meeting room is essential before settling into more of the formalities of the process.

5. 1st question – I know most inexperienced interviewers tend to run a less structured interview and that can be okay, but one word of advice, have your first question ready.  Go for something open and general to get things moving for the candidate. I recommend so tell me about your current work situation or how is that you are in front of us today?

6. Technique – we all have our own styles and way of asking and extracting information, so when you get to the end of the hour to ensure you have got all the information you were after, have three areas to investigate – skills and experience (years, industry, qualifications, tasks), competencies (learned behaviors eg: communication, analytical skills) and finally motivation (rational and emotional) around why this job? Otherwise you risk an hour of chatting and getting off track, the result being that you can’t accurately assess the candidate’s suitability.

7. Close – winding up the discussion is just as important as the welcome. Thanking the candidate for their time, asking if they have any further questions and then telling them what the next steps will be in the process. I also like walking them to the door / lift, shaking their hand and encouraging them to call within the agreed timeframe.  This leaves a lasting impression.

8. Summary/rating /concerns – once the candidate leaves, don’t answer the phone, check your emails or race off to your next meeting, take 10 minutes to write down your thoughts. Do a pros and cons list. What could this candidate bring to your business, what answers did they rate highly on? On the flip side, where are there still question marks that need to be flushed out. Give them an overall rating to compare with other candidates.

9. Response & speed – you know the biggest gripe from job seekers is that companies don’t get back to them.  If you are going to the effort of interviewing someone face to face, then you should give them the courtesy of ringing them and telling them verbally why they didn’t get the job. Honesty and respect go a long way in building your reputation as an employer of choice. Speed is also another crucial ingredient to a successful interview process.  Don’t wait 4 weeks to get back to people – trust me they will have forgotten you by then and probably taken a more attractive offer.  Ask yourself what your expectations would be? 7 days at a maximum.

10. Feedback – don’t take the wimps way out and say “Sorry; there was a more suitable candidate.” No kidding!! That’s why you’re not offering them the job. But specifically what did that candidate demonstrate more effectively or what was missing? It is extremely rare for someone to get defensive if the feedback is delivered in an honest, genuine and specific manner. After all, anything that you can offer them to improve their chances next time will be appreciated.

Some of you may ask, “Why do all this if we don’t like the candidate and we know we aren’t going to hire them. Why go to all this effort?” One answer – market reputation.   As much as you might find it easy to hire one person today, there is still a skills shortage and depending on roles, availability, timing or competition you might just find yourself in a situation of trying to attract talent to your organisation and role.  It is still very much a two-way street in the employment market, so do your best to ensure the candidate leaves wanting the job, wanting to join the team and with an overall positive impression of their dealings and interaction with you and your company.

Interviewing is a skill.  It takes time, practice and preparation to ensure it is an effective exercise that achieves the end result of assessing a candidate’s suitability for your vacancy.

Want your team to get the edge on interviewing techniques? Speak to Nicole about workshops and coaching programs here.

 

Jun 18
4

Reward & recognition – the secret to reducing staff turnover

By | Leadership, Retention

When one of my Consultants resigned after 7 years I was excited for her. She was taking a leap of faith and pursuing her life long dream of becoming a paramedic. It was at her farewell when it hit me how important it is to reward staff. In her speech, she mentioned the time I invested $500 for each staff member to pursue a personal goal outside of work.  Funny isn’t it – but as she was talking I was struggling to recall the exact detail of the initiative. On the other hand, she was describing it in vivid detail and the impact it had on her in terms of pursuing a hobby (share trading), which helped her develop her relationship with her husband (he is a day trader).  She loved that I had shown an interest in her as a person beyond what she delivered at work.  Notice she didn’t rave on about her base salary or the significant monthly bonus cheques she got – she talked about several small random rewards that I gave her over the years to recognise her achievements, loyalty and contribution.

It was when I engaged a business coach to help me develop my leadership skills that I learnt the importance of praise, recognition and random reward in attracting and retaining talent.  It sounds simple in theory doesn’t it? Of course staff love to be told they are doing a great job, of course they love a gift voucher for achieving a target or getting a group email saying how wonderful they are. BUT in reality how often does this happen? And randomly? Perhaps when an important milestone comes around or someone lands a big deal, but the day-to-day successes are rarely recognised, let alone rewarded.  I was guilty as charged.

To assist me in taking action in this area and making sure I actually delivered what I knew to be right in theory, I kept a reward and recognition book.  It made me consciously recognise and record what someone did and how I rewarded it.  This could range from a personal email, to a company wide announcement, to a lunch, to a specific gift or even time off.  It didn’t matter, as long as I was consistently rewarding the desired behaviours for individuals to consistently achieve top performance. The book was an easy idea and it kept the importance front of mind as well as myself accountable to take action.

Quick ideas to take action:

  1. Public acknowledgement – giving someone praise in a public forum (team meeting, group email etc) is a great way to pump someone up in front of their teammates.  It is also an opportunity to reinforce company-desired behaviours. I would always share positive client feedback in our sales meeting on a Monday, with any five star ratings receiving a Freddo Frog.
  2. Small rewards, big impact – I know you are thinking chocolate – come on Nicole, no one is going to be aiming for that! Small rewards can often have a big impact – it is often not the gift itself, but the acknowledgement of the performance.
  3. Be specific – how often have you been given something as a thank you that you didn’t like? Maybe you got red wine and you don’t drink red wine, maybe it was flowers that make your sneeze or a subscription to a magazine you don’t read? I developed a $5 – $500 chart for each staff member where they listed rewards in that range that they would value and appreciate. This way the reward was personal to them and well received rather than a generic gift.
  4. All staff recognised – don’t forget non-revenue generating roles! Administration staff were always included in recognising their contribution to the team.  This could be the way they resolve a client query through to their phone manner or going beyond the call of duty.
  5. Random – don’t wait for only the big milestones to say well done and don’t reward the same people and actions all the time.  Your team will get pretty sick of seeing the same rewards, you will lose impact and you could be accused of playing favourites.

Overall, my aim was to be specific with the reward.  What was the behaviour they demonstrated that I wanted to see demonstrated again in the future? Don’t lose the meaning of recognition by just saying well done. Be specific about what the reward is for.  This is important not only for the individual, but also for the rest of the team to hear the right message.

Don’t wait for someone to crack their budget or out-perform last’s year’s record – reward people now for the action they take, the small steps they make and the lessons they learn.  It’s never to late to let your staff know that you appreciate what they do, to say thank you or to publicly reward action and effort rather than just outcomes and revenue.  Random recognition and rewards will win you loyalty and trust as well as assisting to reduce unnecessary staff turnover due to feeling valued and acknowledged.  Human nature tells us we like to feel appreciated and we want to do a good job – so go on, look for the successes, go and say thank you, be specific and randomly reward a team member today.

Nicole Underwood understands what it takes to create, build and grow a successful business. As a previous finalist in the prestigious Telstra Business Women Awards, Nicole consults and coaches individuals and organisations to improve their results through effective leadership and attracting and retaining top talent.

 This article was written for Lifestyle Elements – a great way to reward your staff with their own personal concierge.  

Jun 12
4

Swamped by your workload? 5 ways to get out of the mess!

By | Performance, Productivity

This week I met up with a client who had over 150 emails in their inbox waiting for their attention. Just the thought made me squirm with discomfort!  How can you possibly respond, action, remember or even read that many emails? How can you honestly be productive with that much content staring you in the face?

This situation reminded me of a common problem I would witness with consulting staff time and time again.  A month would not go by without someone in the team getting themselves in a flat spin about the pile of work in front of them. When my Consultants found themselves in this tough situation, stressed, overwhelmed and really not knowing where to start I would do ‘desktime’.  If any old staff member is reading this now, they will probably be having a cold shudder just at the thought. They honestly dreaded it at the time, but loved it afterwards because they came out clear, focused and organised.

In any job, there are often so many tasks to do and all of them can appear urgent.  It is very easy to get lost in the detail of emails, phone calls and ‘stuff’ that distracts you from the bigger picture goals that you are trying to achieve.

Let me start by saying I am not a micro manager.  I am not interested in looking over someone’s shoulder, critiquing and controlling their every move.  Who has time for a start? I learnt that lesson early in my leadership career that carrying everyone else’s problems and being a control freak is a complete waste of time and effort as well as being incredibly ineffective.

However, there have been countless occasions where a senior staff member, and often a top performer, can get inundated with work and can become quite upset in not knowing where to start or how to tackle what seems to be the impossible.

1. Clear the inbox

If you’re like this client and have an overload of emails, start by getting rid of them. Clear the inbox! Being flooded with emails is usually the downward spiral on a slippery slope to disorganisation and feeling out of control.  As a rule, my inbox will only have enough emails to take it to the preview line, let’s say 10 – 12.  This will usually consist of new emails ready to be actioned, or something I need to refer to that day in terms of reference information.  That’s it.  Everything else has either been actioned or deleted.  My motto has been do it, delegate it, delete it, but don’t delay it!

2. Re-prioritise & re-organise

One afternoon in early 2002, one of my consultants was in tears in a complete panic unsure of where to start.  I spent two hours with her at her desk going through papers, trays, resumes, client files, emails and filing systems to see where it was going wrong.  It was a painful exercise.  She was completely disorganised.  I had to bite my tongue and avoid the lecture of how did things get like this in the first place? That wasn’t going to help.  For her, it was difficult as she felt being exposed like this made her incompetent.  We agreed that the purpose of the exercise was to help, with good intent, find a solution to avoid getting herself in this situation again and to re-prioritise.

3. Clean your space

I have always maintained a clean work-desk policy in all my roles.  At the end of every day, I would insist that all Consultants clean their desk.  This included empty inbox, files away, work in trays etc. Apart from just liking things neat and tidy, there is method in my madness.  A clean and organised workspace has the benefit of feeling like you’re on top of things, being clear in what needs to be done and not being distracted by mess.  There are of course obvious benefits like being able to find things, the cleaners could actually do their job and clean as well as the confidentiality of not having candidate’s personal details lying around.

4. Central list

Through these situations, I learnt that sometimes people just need to go back to basics. I strongly recommend one list – a daily to do list (see are you busy or just ineffective?) where every task or action is recorded (avoiding sticky notes and electronic reminders).  This way there is a central point and you don’t need to rely on your memory (which rarely works).  The inbox can be cleared when there is a central list, your in-tray should match the list with anything that needs to be actioned and the rest should be filed and out of sight creating a clear and organised workspace.

5. Time out & clear your thoughts

When things just seem all too much, I am a big believer in getting up from your desk, taking a deep breath and getting some fresh air.  A walk around the block, a trip to the mall or grabbing a coffee can seem a bit trivial, but honestly it can work wonders.  Physically removing yourself from a situation that is causing stress or where you can’t think straight is an easy remedy to get some immediate time out.  I would often take a notebook and pen with me, to be away from the chaos to refresh and rewrite my priorities to re-focus on what I wanted to achieve.

These tactics were consistently successful with Consultants over the years as they found it helpful (and painful at times!) to have someone external to sit with, to talk to and get some clarity around “ok, what are the priorities again”. It got to the point where ‘desktime’ was even requested!

The client with the 150 emails argued with me, telling me that you should keep everything.  It is a record and you never know when you may need to refer back to it.  I don’t disagree completely ….. but hording hundreds of emails in an inbox is a sure fire way to miss something important or a quality service standard.

Instead of feeling swamped by workload and looming deadlines…clear your head, desk and inbox, reorganise and reprioritise so you can take control.

 

Nicole Underwood offers a range of consulting and workshop services to help other businesses implement similar success strategies.  As a previous finalist in the prestigious Telstra Business Women Awards, a business coach and entrepreneur, Nicole partners with organisations to improve their leadership, performance and results. Contact Nicole here.

 

 

Jun 04
4

“Let’s connect” – the new way to network

By | Communication, Confidence

Last week I spoke at the UNSW (The University of New South Wales) AGSM (Australian Graduate School of Management) MBA networking evening “Let’s Connect” on the importance of networking.  I don’t know about you… but surely this topic has been done to death? We all know how to work a room and meet new people don’t we? Hmmm….apparently not and it’s clear that professionals still want to know how to do it effectively.

Networking is becoming a redundant term in this modern era of social media where “connecting” is the buzzword.  Every time I open my email there is a new invitation to connect with someone on Twitter, Facebook, LinkedIn, Google + etc. Never before have we had so many channels and forums to meet new people, discover new opportunities, join groups and discuss and debate with other like-minded individuals.

This connecting is really at the heart of what life is all about. Regardless of whether we are in business, sport, families, friends or community groups, our experiences are enhanced when meeting new people and forming new relationships.  This in essence is what connecting is all about.

These relationships, the connections, the networks you have created and built over your lifetime give you access to information and knowledge that we need to generate business deals, job opportunities, new relationships and long-term success.  It is also these connections in your direct network that have a direct influence and impact on your life.  In fact, master wealth creator Jim Rohn discovered that your “income is generally the average of the 7 people you spend most time with”. Time to change friends perhaps!?!

Let me give you an example, at my daughter’s school I met two parents who have immigrated from the UK and they have been on the verge of being deported as they have been unable to gain employment and therefore the right visas. They have strong knowledge, skills and experience in their relevant fields, both present well, have great communication skills…yet going through the normal channels of finding a job, they couldn’t even snag an interview.  But they’re determined and have been great at connecting! Through the school network, they have been to the school ballet concert, art show, every child’s birthday party, school assembly, drop off and pick up – and instead of standing in the corner, they have taken every opportunity to meet other parents, ask questions and show an interest in getting to know new people.  It’s paid off – they both have new jobs and here’s the thing – it wasn’t through a Recruiter (sadly for me) or a job ad, or via the Internets thousand of vacancies – no it was through good old fashion networking.

Quick tips for effective ‘connecting’: 

1)    Be interested and curious in people – don’t be like the Adelaide businesswoman I met years ago that was looking straight past me when I was talking to her to see who else was more important in the room.

2)    Don’t focus on what somebody’s position, title or label is – people’s influence goes way beyond what’s on their business card.

3)    Describe what you do, don’t just hand over a business card – it opens up the conversation and gets the dialogue moving 

4)    Have something interesting to say – not the weather please! 

5)    Don’t expect an instant return every time – real connecting is about building long term relationships, not about an immediate sale or what can this person help me achieve right now?

6)    Follow up on social media – after the AGSM event, nearly everyone I met that night has been followed up on LinkedIn or Twitter to stay connected

I think overall the best advice is to think about networking strategically. That is, not what’s in it for me today, but having an open mind of whom can I meet and what can I learn?

Being open to the results is essential, after all this could be a new client, a new job, a new friend or perhaps a new relationship! Connecting is at the heart of what we do – it’s a life skill. Approach networking as an opportunity to learn and meet new people without expectations – you will be pleasantly surprised by the results.

 The most valuable asset of any business is your relationships. Without them, you have nothing. See people you meet today as relationships you can build on as these are the most valuable things you have”

John McGrath

 

 

May 21
5

5 tips to pitch to clients fearlessly

By | Communication, Performance

This is a guest post written by Dr Gemma Munro, an Adelaide-based life coach and facilitator and the Director of Inkling Coaching. Gemma has a PhD in performance psychology and extensive experience working with senior-level leaders to maximise their performance and enjoyment at work.

I know a number of women recruiters and, to a tee, I would describe them as capable, charming and confident. I also know that this confidence can crumble rather quickly in the face of the dreaded client pitch. I have experienced this firsthand, having spent a number of years in executive recruitment. The palms start sweating, the heart starts beating faster, and suddenly all our usual confidence and charm seems to sink into our stockings.

Over the years, I developed a number of techniques to start enjoying client pitches – and what do you know, my success rate improved phenomenally. I’m now a coach and facilitator, but client pitches are one of my favourite parts of the job. Here are my top five tips to shine in front of clients and make the most of every pitch opportunity:

1. Create a pitch that captures your clients’ attention

Most clients have one question going through their minds when listening to a pitch. That question is ‘what’s in it for me?’; in other words, how will this recruiter make my job easier?’. To pitch well you need to put yourself in your clients’ shoes – what problems are keeping them awake? Shape your pitch around what is going to make your clients sit up in their chairs and listen. Address their needs, never yours.

2. Engage in some armchair rehearsal

Did you know that the great Laurence Olivier used to walk on stage before almost every performance and announce to the empty auditorium, “You are about to see the best show you have seen in your entire lives. And I will be delivering it. You lucky people”. Being not quite as famous as Laurence Olivier, most of us will need to say something similar to ourselves quietly before we step into a pitch. An equally useful technique is to spend a few minutes each day before a meeting visualizing ourselves in the pitch meeting looking, sounding and feeling confident. Works a charm.

3. Do the wall stand

Just before you meet your client, stand up against a wall so your body is flat against it, then walk into the room maintaining this posture. It’s amazing how it calms your nerves and centres your body (and, as a bonus, standing this way makes anyone look assured and at ease).

4. Fall in love with your client

A quick disclaimer – this tip is metaphorical, not literal! But it’s amazing how well it works. Think back to how you communicated when you were falling in love. You maintained intense eye contact for long periods of time. You looked at your lover as if she or he was the most fascinating thing in the world. Do the same with your client – look them in the eyes, be genuinely interested in them. Most people are seeking one of two things; to feel valued or to feel important. Your client is exactly the same.

5. Reframe your pitch as a chance to help your client

One of the most useful things to remember is that your clients won’t be thinking about you much at all. Like most people, clients are wrapped up in their own world and are just looking for some help or hope – this is something you can give them. Take the emphasis off yourself, and place it on making a difference to your client.

As a motivated, accomplished recruiter, what you have to offer is of exceptional value. The trick is to know it, but then to remove the focus entirely off yourself and onto your client. And the other trick? Over time, give yourself permission to have fun in pitch meeting. Pitches always represent an opportunity to help your clients tremendously. What a privilege.

To the smart, savvy women out there

If you’re interested in building your confidence and skills as speakers, I am running my Speakeasy program on June 18-19 in Adelaide. Speakeasy is a two-day workshop for a small group of women who want to communicate and pitch more confidently, effectively and authentically. Designed and facilitated by Dr Gemma Munro, the program is specifically for women who are smart, self-motivated and positive in outlook, but who believe that they do not communicate their full potential when speaking to a group.

 

About Gemma Munro

Gemma is an accomplished public speaker herself. She is known as a highly skilled facilitator with an engaging, energetic and compassionate approach. She has presented her research nationally and internationally, and has won several prizes for her speaking. Gemma is also a long-time performer, having toured Europe, the United States and Asia as a classical and folk singer. She understands performance nerves, having experienced them first-hand, and she is deeply interested in helping others to get the fear out of the way and experience joy and success at work.

Visit www.inklingcoaching.com for testimonials from clients and participants who have worked with Gemma.

May 15
5

Beauty vs brains……does it have to be a competition?

By | Results, Success

The Adelaide Advertiser ran an article on Saturday titled “The Ugly Side of Being Beautiful”.  It revealed research stating that 47% of US Recruiters believe women can be penalised for ‘being too good looking’ and attractive women who attach a photo to their resume were less likely to secure an interview than their ‘plainer rivals’.  On the flip side, Chief Economist Darryl Gobbett said, “the aesthetically gifted will always reign supreme”. So is beauty a help or hindrance in getting ahead?

Just last week I spent a coaching session with a female recruiter who is both young and attractive – a combination that she perceives is proving a little tricky in securing more senior work.  The assumption is that she doesn’t know what she is talking about, doesn’t have as much as experience and couldn’t possibly do as good a job as the more ‘seasoned’ recruiters in the market.

A CEO (a man in his mid 60’s) told her that she would have a tough time ‘making it’ in the market. When she enquired why, he said being young and good looking would mean that a lot of people would automatically think she lacked substance! Really? Isn’t that a little old fashioned? Aren’t we past that day and age of outdated thinking? Perhaps not and truthfully people generally won’t admit to making these assumptions or give you the time to prove them otherwise.

I decided to play devils advocate.  How can you prove to me that you are capable of doing this type of recruitment I asked her? What confidence can you give me that you will do a good job and deliver results? After our 90-minute session, here is what we uncovered:

  1. Mind set & belief – you can’t buy into someone else’s incorrect perceptions of what you might or might not be capable of.  If you belief you can, then you can.  If you wavier, doubt or demonstrate insecurities, you will never convince a third party of your abilities.  Be clear on your knowledge, ability and results.
  2. Walk the talk – I had a consultant who worked for me many years ago who was beautiful, young and had a high-pitched voice.  She was convinced that clients didn’t take her seriously once they saw and heard her.  To combat this, she wanted her physical presentation to represent her ability (she was extremely capable and delivered top performance results).  Small things like tying her hair back, wearing glasses, dark coloured suits etc all helped her own confidence in walking the talk – portraying the image she felt was more representative of her abilities.  There is nothing wrong with a “fake it until you make it” approach which involves exuding confidence, remaining calm and delivering an educated response.
  3.  Tell them – having your elevator pitch ready is critical to answer “…and why should we use you?” What makes you different from the last Consultant? This pitch should describe your offering, differentiator, benefits and the results you deliver.  However, let’s face it, most Consultants’ say similar things, which is why you need to be able to communicate this with passion and conviction to then back it up with real examples.
  4. Show them – actions speak louder than words! Using visuals in a pitch is very convincing.  Get really specific – show an example of a campaign, search methods used, how many candidates you had, where you found the successful applicant, timeframes etc.  Any piece of data (think facts & figures) is going to help build your pitch and show the client you have done this before and the results speak for themselves.
  5. Risk-free – giving the client a “what have you got to lose” enticement is helpful in getting them over the line.  What can you offer that your competitors won’t? Is it a longer guarantee, testimonials from a similar campaign or client? Less financial commitment upfront or a timeframe deadline? Entice them to take a risk and give you the opportunity.

Regardless of industry, role or level of experience, we all have to prove our capabilities, demonstrate our experience and be able to articulate our offerings in a compelling and convincing way that brings long term opportunities and results – regardless of looks.

I don’t know about you, but with any service offering, I would much prefer to deal with someone who is enthusiastic, shows commitment, has the ability to do the job and will bend over backwards to deliver the results.  Of course, having beauty and a brain appears like the ultimate combination –but this is business, not speed dating!

Perhaps being genetically gifted gets you in the door, but brains may ultimately win you a place at the table?

 

Nicole is a Fellow of the RCSA and a current RCSA council member in South Australia. Nicole combines her recruitment, leadership and coaching expertise to work with other recruiters and organisations to achieve their own success through increased performance.  

May 09
6

South Australia – the market, the future & the opportunity

By | Change, Results, Success

I attended the AMCHAM luncheon last week featuring Raymond Spencer, the Chair of the Economic Development Board in South Australia. I was curious to hear his view and outlook as clients and candidates have consistently been telling me over the past few months – it’s tough.  In 24 hours I had a job offer recalled due to ‘cash flow’ and ‘revenue concerns’ and another candidate told me he had his interview cancelled due to the company deciding to “not proceed for now”.  Let me just mention – both of these examples are in the apparently ‘booming’ resources sector. It demonstrates the current feeling of caution by businesses in Adelaide and this mentality of “let’s wait and see”.

Raymond certainly wasn’t backward in coming forward and was quite open in his observations and thoughts of the Adelaide business community.  I found his opinions to be refreshingly honest. In short, some of his comments included:

  • SA businesses aren’t aggressive enough – it’s just not part of our DNA and in general we have a glass half empty approach – being too quick to see what’s wrong vs. what’s right
  • We are very very lucky, there is a real opportunity here in SA right now – we just don’t realise how good we have it
  • Not enough attention is paid to organisational culture and embedding the right values and behaviours that deliver successful outcomes
  • We don’t support risk with the possibility of failure here vs. the US where innovation and risk are supported and expected
  • “People are our most important asset” – everyone says this, but how do you transfer this to your bottom line? It must come back to your culture and be entrenched in everything you do

I certainly felt he illustrated the conservatism in the Adelaide business community that “newbies” to our city usually describe and perhaps our definite lean towards pessimism not optimism. What they really mean is that we generally don’t like change and there is a fear factor about doing something different, taking a risk, considering alternatives or developing new relationships.  Doing things the way we have always done them tends to be our auto pilot strategy.

The bigger picture here of course is what Raymond highlighted  – that we are potentially missing a much larger opportunity.  This could pass us all by if we don’t come together as a business community and support each other, consider new alternatives such as joint ventures to win bigger business and be open to change.

His over-riding theme and certainly based on his own business success, was clear and not linked to the economy, market conditions or political landscape – it was this: business success still comes back to people, culture and leadership. Without these key elements at your business core, the rest is pointless.

Let’s agree – Adelaide is a great place to do business. We have growth industries, we have talented people, we have the lifestyle and the cost of living, so we should all be open to new ideas and ways of doing things and embrace the opportunities before us by taking action with an attitude of positivity.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

May 02
5

Are you busy or just ineffective? 5 ways to create more hours in your week

By | Productivity, Results

I need more time with no extra hours,” a friend recently told me. She consistently feels anxious going to work, gets to the end of the day and feels like she hasn’t stopped to take a breath. Her regular rants include “I don’t have enough time”! She feels scattered, unfocussed and disorganised.  The stress is building as she runs around reacting to what is happening around her.

I think at some stage in our careers, we all have experienced moments like this when we feel like a headless chook and seem unable to get in front and on top of our workload and this often spills into other aspects of our lives.  For me, it was in early 2003 – a couple of years after establishing a new business and giving it my everything to get it off the ground.  The passion, excitement and determination to create something successful was a driving force that also pushed me closer to the burnout zone.

I learnt that feeling like I had a lack of time, meant that I had to prioritise to gain control over my day.  Several things needed to change, some were relatively small in concept and simple in application, but they made a significant difference immediately.

  1. Role definition – get a blank piece of paper and write at the top what is my job? What are the 5 major tasks to achieve this? What 5 things am I doing that I can delegate? And finally what steps can I take to delegate them?  For me, such a simple exercise clearly showed me that I was spending nearly half my time on tasks that I could easily get someone else to do and I was too “hands-on” in the business managing rather than leading.
  2. Urgent vs important – any time management guru or text will explain that we spend too much of our day reacting to what appears urgent rather than on those activities that have a direct impact on outcomes.  This became very clear to me as I proof read documents, approved invoices, accepted interruptions from other internal departments and got distracted by administrative processes.
  3. The “to do list” – a non-negotiable, essential tool that I have used every day for the past 15 years. It has become legendary with every person who has worked for me and they will tell you that I live and die by it.  It numbers and lists every task specifically that needs to be completed for the day.  It has to be specific eg: call Tony Jones re: ad approval or complete reference check on Mandy Smith.  Grouping tasks or being generic such as do reference checking or ring clients doesn’t get done because it isn’t exact or measureable.  Once completed, ticked off, it becomes a single document that lists all tasks – not using different systems such as outlook, sticky notes and a notebook – one system, one list.
  4. “Big rocks” – becoming clear on the “big rocks” – that is typically between 3 – 5 of the most important priorities that you do that deliver the outcomes you want to achieve.  Figure out what they are and spend at least 70% of your week doing them. For me these highest payoff activities were performance management, business development, coaching and sales training.
  5. Empowering others to take responsibility – when it’s your own business or where you have direct accountability for specific outcomes for a division, it can be hard to let go.  The moment I delegated authority, allowed people to make decisions and learn for themselves, the confidence and trust grew.  The result for me was more time and less stress, as I wasn’t holding sole responsibility for everything that happened. A weight was lifted off my shoulders.

The secret to gaining more time is through priortisation and focusing on those things that actually make a difference to what you are trying to achieve.  In the words of productivity guru Timothy Ferriss, “being busy is used as a guise for avoiding the few critically important but uncomfortable actions”.  I couldn’t agree more.  It is so easy to fill our days with unimportant, seemingly urgent but irrelevant ‘busyness’.  To my friend I say, “stop, revisit your purpose, get clear on what tasks actually contribute to achieving your results and don’t procrastinate by being ‘busy’”. You will never get more hours in the day, but you can certainly control what you put into the hours that you have.

So does my friend need more time? No! If that were a possibility, she would just fill it doing more of the same unproductive stuff she is doing now and in essence be no more effective.  Having more time doesn’t equate to greater effectiveness…but being effective will create you more time.

 

Nicole Underwood provides business coaching to leaders and owners who are seeking to improve their results through more effective leadership and communication.  A recent client has said “Her effervescent style coupled her with extensive experience in her field is a joy to work with. She is non-judgemental and not controlling in her style. I would highly recommend Nicole to any emerging leader who needs tips and support in growing a team. She is a first class consultant.” Business Owner, March 2012.

*This article was originally written and published for Training Point in January 2012

Apr 25
5

How to get the X factor of presence

By | Confidence, Success

At the end of last term, it was my daughter’s turn to be the VIP for the week in her reception class.  This is a confidence building strategy which involves the girls being interviewed by the Principal at the front of the class being asked about her family, favorite things, hobbies etc. Parents are invited along, the session is completely documented and then a full wall display including photos and quotes from the VIP is put up in the classroom.  It is truly impressive.

There were two things that really stood out for me.  The first was the process, where everyone, (her teacher, classmates, Principal and us as parents) was asked to contribute by saying what they admire about Charlie.  It was amazing to hear the perceptive things girls at the age of five were contributing. Quite frankly, it floored me. I can only imagine what this does for their self-esteem and confidence. The second thing was what the Principal said about Charlie …… she has presence.  Of all the beautiful things she said, she mentioned ‘presence’ three or four times.  She said that every time she sees or interacts with her, she is struck by the mere presence that she commands in a room or situation.

It got me thinking about this intangible presence and how to get it.

I like to think of it as charisma, the x factor, that something you can’t quite put your finger on.  That feeling when someone who has presence walks into a room and you feel their energy. Put simply, it is that unknown factor or the unexplainable thing, which adds a certain value to that person where you are drawn to listen to what they have to say.

I believe having this presence goes a long way to making a successful Recruiter.  I have seen those who ‘have it’ and those who have had to develop it and the difference in their success can be significant.

When trying to define it with Consultants in the past we have discussed public speakers, sales people, celebrities and people in our own lives to help us get clear on what this presence is and how to develop it.  I think some people are just born with it – and maybe this is already Charlie (think of me when she’s about 15!) and others can develop it and fine-tune it to assist in business meetings, presentations and winning new work.  There is just something about it that makes us want to be around these people and hear what they have to offer.

After a brainstorming session with Consultants on presence and how to get it, a range of ideas came flooding forward and the five main themes included:

  1. Body language – stand tall, look confident, carry yourself in a way that attracts attention. One Consultant mentioned that image is still really important in making a great first impression.
  2. Communication – speak with conviction; be concise and sharp in delivery.  It is rare to be engaged by a waffler!
  3. Listening skills – ability to make everyone feel important and heard.  I’ll never forget my interaction with a particular speaker some years ago. After her talk I went to speak to her, and while I was talking to her, she kept looking right past me to see who was more important in the room that she could be talking to.
  4. Know what you want – be able to lead and control a conversation to stay on track and gain an outcome.  Being clear on your message and what you stand for.
  5. Demonstrate with stories and real examples – people with presence have the experience to back up the theory.  They can easily share a story or re-count examples to demonstrate their point, making it easy to connect with them.

People who have presence inspire, engage and more often than not, educate others in a way that stimulates our thinking and questions the status quo.  As a Recruiter, you need to stand out from the crowd just to be given an opportunity to deliver your presentation.  Presence can be a significant competitive advantage.

Who do you know that has presence and what advantage do you think this gives them?