August 2014

Priming The Collaborative Pump

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Wintrip Consulting Group : Take No PrisonersTake No Prisoners is a free weekly memo from Scott Wintrip that explores how Radical Accountability prospers companies and changes lives. Instead of taking people hostage with outdated, heavy-handed, and ineffective methods of management, measurement, and motivation, Radical Accountability focuses on creating an unwavering responsibility for getting done what matters most.

Companies fall into one of three categories when it comes to collaboration:

  • It rarely happens.
  • It often happens.
  • It almost always happens.

In all three cases, there’s always room for improvement. The process visual below will help you find that improvement.

To get started, here are some definitions of the three elements required for a sustainable collaborative culture:

  • Mutually Assured Recognition: The efforts and contributions of all parties are recognized by all of the parties.
  • Public Displays of Affection: While PDA wasn’t okay when growing up, it’s vital in growing a more collaborative culture. Frequent, varied, and appropriate methods of showing gratitude is optimal.
  • Collaborative Primers: Just like priming a pump to churn water out of a well, collaboration often needs a nudge to get flowing. Leaders can do this through requests, formal and informal programs, and actively participating in the collaborative effort.

The numbers in the diagram represent what happens when an element is missing.

To use this as a diagnostic:

  • Look for which of three elements are missing, and add them in.
  • Assess which are being used sporadically and take steps to ensure they’re used more often.
  • Determine which of the numbers is the most accurate label for what’s going on to identify the missing or inconsistently used elements.

For example, if collaboration is happening, but there is clear evidence that some people aren’t aware of it (Collaborative Blindness), the element that’s not being used often enough, if at all, is PDA.

This Week’s Radical Accountability Activating Action: Use one of the three diagnostic methods to begin to enhance the level of collaboration in your team or within your entire company.


Follow me on Twitter! You can find me here: https://twitter.com/ScottWintrip
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Scott WintripPriming The Collaborative Pump
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Liars, Cheaters, and Thieves

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Scott's Monday Morning MessageIn the past eight days of travel in Australia and New Zealand, I’ve asked over 100 people, chosen at random, the first word that comes to mind when they think of recruiters. In the past three months, I’ve asked this same question while in London and also about the staffing industry in several cities in the United States. I need only one hand to tick off the number of positive responses I heard, which included “helpful,” “partner,” and “beneficial.”

On the other hand, and that one would need hundreds of fingers, the various negative replies were stunning, not so much in their selection, but in the vitriol with which they were said. The most common were:

“Liars”

“Cheaters”

“Thieves”

Even the Australian press has elected a few choice words, such as these in a prominent business journal:

“Every industry has its deadbeats – but some manage to do an excellent job in giving everyone else a bad name. The recruitment industry is particularly prone to ‘bad apples’ because of the fly-by-night nature of so many of the people who work there and the short-term focus of monthly targets.” – Fiona Smith, BRW, April 2013

So, are we an industry that helps or harms?

Your first response, most likely, is “helps,” which is true. And, I submit that any real harm done is perpetrated by a select few, those “bad apples” mentioned by Smith. Unfortunately, our belief in our value pales when stacked against global, public sentiment.

Yes, there are clients and candidates who see us differently, understanding, at least to some degree, the helpful nature of staffing and recruitment. However, the disparity in the number of companies using our services yearly versus during a decade, as illustrated below, demonstrates, at least to some degree, the disconnect with the tremendous value we provide.

The next step in the maturation of our industry requires that we do a much better job in helping more companies hire better people, faster than they would on their own. Also, an increasing number of candidates must feel as they though they’ve accomplished something they wouldn’t have been able to through their own efforts. The only way to do this is by laying out a process for both parties to follow that accomplishes better results for all.

This is often different from how we typically cater to clients, in particular, jumping through their hoops and following their processes. If their processes worked so well, would they even need to contact a staffing or recruitment firm in the first place?

The customer is always right, until the customer is wrong. All too often, we wrongly allow buyers to dictate price and process, hampering us from doing great work. This is where I suggest you begin in your contribution to the elevation of the reputation of our industry. Continually refine and improve your process and respectfully insist that those you serve follow this as the best way to do business. As long as you’re good at what you do, the results will speak for themselves, making it difficult, if not impossible, for anyone to use words like liar, cheater, or thief.

Global Recruitment Buying

Scott WintripLiars, Cheaters, and Thieves
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Sustainable Action Plans

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Wintrip Consulting Group : Take No PrisonersTake No Prisoners is a free weekly memo from Scott Wintrip that explores how Radical Accountability prospers companies and changes lives. Instead of taking people hostage with outdated, heavy-handed, and ineffective methods of management, measurement, and motivation, Radical Accountability focuses on creating an unwavering responsibility for getting what matters most done.

As a leader, one of your primary functions is to define the strategic direction of the company (what you are going to accomplish). The designing of how that result is going to happen is not your job as a leader, as this is the responsibility of your team. This is how you simply and sustainably generate buy-in as they create the action plan. You don’t just turn them loose to do this as you’ll need to ensure that the plan they create has the highest likelihood of achieving the desired outcome while also honoring your culture and values. So, you’ll be coaching your team through a four-step process:

1. Assess the current status and the desired end results
Accomplishment of any goal starts with honestly assessing current benchmarks, where you want them to be (the goals), and by when. With these beginning and end points in mind, along with a clear timeline for completion, creating a plan of action is easier to generate and implement.

2. Create a step-by-step roadmap
With clarity on the starting and ending points, charting a course is straightforward, just like planning a trip from one destination to another. You can guide your team backwards from the achievement of the desired strategic outcome or forward towards the goals in a step-by-step process. It’s a simple conversation of, “What will you do next? And what about after that? And after that?” If you start at the end and work backwards you’ll ask, “What will need to happen to generate that outcome? And what must happen before that? And before that?”

3. Plan daily and weekly actions
Since the achievement of long-term goals happens over a period of time, the steps of the roadmap must be distilled down into manageable quantities of work. Your next step in coaching is to guide everyone in planning daily and weekly measurable actions. This way, you’ll both know if they are on track, ahead, or behind, and be able to make adjustments, accordingly.

4. Follow-up for progress
Coaching without commitment is just another conversation, so this final step in action planning is to ensure that accountabilities are met, adjustments are made, as needed, and support is provided along the way. Weekly one-on-ones are an ideal way to do this.

A director of a regional staffing firm headquartered in New Jersey recently implemented this approach and is finding that productivity is much higher as a result. “Everyone is clear on where we are going, what’s expected, and how we are going to achieve our goals. Our branch managers and employees are all on the same page, and both new and tenured employees are making faster progress than we have in the past.”

This Week’s Radical Accountability Activating Action: Pick a project and use the four-step process. This could be as small as something that will take a few days or as large as a year-end goal.


Follow me on Twitter! You can find me here: https://twitter.com/ScottWintrip
Every day I provide pithy pieces of advice and wisdom. Join the growing crowd who read these gems every day.

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Check out my podcast series called Simply Scott on iTunes.

If you’d like to reach me, email: scott@ScottWintrip.com or call my direct line: (727) 502-9182

Visit my web site: https://www.WintripConsultingGroup.com

Scott WintripSustainable Action Plans
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The VMS Test

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Not all VMS opportunities are bad; they’re just not all created equal.

Next time you have a prospect you are pursuing using a VMS system to manage the process, apply the VMS Test. Your results will guide you in learning if it is worth your time, energy, and effort to accept this business.

Answer each question “yes” or “no.”

  1. Have you been provided with detailed job descriptions, required and desired skills, details on cultural fit, and specifics on compensation and benefits (if applicable)?
  2. Will you have access to the managers to whom the positions report to ask questions and discuss important details?
  3. Has the client committed to providing detailed feedback about submittals within one to two business days (at most) from submission?
  4. Does the client appear to be using the VMS system in a manner which reduces labor intensity?
  5. Has the customer designed and communicated a hiring process, using the VMS, that appears to be fair, reasonable, and workable, especially when compared with how you normally do business?
  6. Does the amount of labor intensity required to do the work seem reasonable when compared to potential profits?
  7. Has your primary contact been highly responsive to calls and e-mails?
  8. Does this business opportunity seem to be sustainable over the weeks, months, and even years ahead?
  9. Has the customer indicated an openness to feedback when their process is not working effectively?
  10. Having carefully thought about and answered these questions, are you excited about this VMS opportunity?

SCORING

Count the number of “yes” answers and compare to the scores below.

If you had 10:
There is a better than average likelihood that this business is worth the effort.

9
This has potential as long as the prospect adequately addresses your “no” response.

7-8
You’re likely to be disappointed with your return on your investment of time, energy, and effort. Proceed with extreme caution, working with the prospect to deal with your “no” responses.

5-6
This prospective customer will become a drain on your time, energy, and efforts. Pursuing this is not recommended.

0-4
RUN AWAY NOW! This account is not worth pursuing.

Scott WintripThe VMS Test
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Buy from Your Own Company

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Wintrip Consulting Group : Take No PrisonersTake No Prisoners is a free weekly memo from Scott Wintrip that explores how Radical Accountability prospers companies and changes lives. Instead of taking people hostage with outdated, heavy-handed, and ineffective methods of management, measurement, and motivation, Radical Accountability focuses on creating an unwavering responsibility for getting what matters most done.

Would you buy from a company like yours? When put to the test, many leaders have had to say “no.”

Without spending a dime, you can act like a buyer of your firm’s services. Watch closely how your salespeople sell, service staff provide service, operations staff operate, and recruiters recruit and then, ask yourself: “Would I want to be treated like that?”

Most leaders, when they set aside their natural biases, openly admit that the experience delivered by many on their team could benefit from improvement. Leaders who guide their teams to create experiences that even they themselves would want to be a part of are creating the most profitable and sustainable companies.

This Week’s Radical Accountability Activating Action: Shop your own company or have a trusted outsider do this for you, sharing the experience with you every step of the way. Use this information to create a better outcome for your customers.


Four Steps to Better Client and Candidate Satisfaction
Want to be seen as truly different and better than your competitors? Here’s how to immediately differentiate your firm… Read more

Follow me on Twitter! You can find me here: https://twitter.com/ScottWintrip
Every day I provide pithy pieces of advice and wisdom. Join the growing crowd who read these gems every day.

You may subscribe and encourage others to subscribe by clicking here.

Check out my podcast series called Simply Scott on iTunes.

If you’d like to reach me, email: scott@ScottWintrip.com or call my direct line: (727) 502-9182

Visit my web site: https://www.WintripConsultingGroup.com

Scott WintripBuy from Your Own Company
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Selling is Simple…So Why is it So Hard?

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Scott's Monday Morning MessageMore people fail than succeed at selling staffing and recruitment services. One element that raises the level of difficulty is that we sell the only product on the market that can change its mind. The bigger, underlying issue, however, is not the product but the approach to selling itself.

Buyers, be they candidates buying into opportunities or hiring managers acquiring the services of the talent we represent, always believe themselves but only sometimes believe those who sell. Yet, most people who sell to these buyers attempt to convince them to buy.

By letting the better salespeople sell and the better closers close, which are always the clients and candidates, sales and margins quickly increase, as does the reputation of our industry. This simple approach simply requires facilitating conversations that allow these buyers to do all the convincing that they need what you have to offer.

Knowing this, why would we sell any other way, unless making things hard on ourselves is the real, ultimate goal.

____________________

Four Steps to Better Client and Candidate Satisfaction

Want to be seen as truly different and better than your competitors? Here’s how to immediately differentiate your firm… Read more

Scott WintripSelling is Simple…So Why is it So Hard?
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The Advanced Level

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Wintrip Consulting Group : Take No PrisonersTake No Prisoners is a free weekly memo from Scott Wintrip that explores how Radical Accountability prospers companies and changes lives. Instead of taking people hostage with outdated, heavy-handed, and ineffective methods of management, measurement, and motivation, Radical Accountability focuses on creating an unwavering responsibility for getting what matters most done.

Many professionals want to be at the advanced level, preferring to take part in processes or education that employ advanced skills. While that’s noble, the advanced level isn’t what most people think.

Advanced selling, leading, recruiting or serving isn’t about learning and doing complex things. Rather, it’s about doing the simple things consistently, persistently, and insistently.

These include:

  • Consistently employing core competencies from start to finish.
  • Persistently engaging in these behaviors in every instance and interaction where they apply.
  • Insistently being responsible and holding others as responsible for honing and perfecting these competencies through practice and application.

The most successful leaders, salespeople, recruiters, and service personnel aren’t typically super smart, super talented, or even super lucky. They are people who do the simple things all of the time. This alone is what distinguishes someone as being advanced at their role.

Operating at an advanced level, when done right, is straightforward. What makes it hard is when people are inconsistent in doing what matters most.

This Week’s Radical Accountability Activating Action: Practice being consistent, persistent, and insistent at the core competencies of your role. While practice rarely makes us perfect, practice does make profits.


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Follow me on Twitter! You can find me here: https://twitter.com/ScottWintrip
Every day I provide pithy pieces of advice and wisdom. Join the growing crowd who read these gems every day.

You may subscribe and encourage others to subscribe by clicking here.

Check out my podcast series called Simply Scott on iTunes.

If you’d like to reach me, email: scott@ScottWintrip.com or call my direct line: (727) 502-9182

Visit my web site: https://www.WintripConsultingGroup.com

Scott WintripThe Advanced Level
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