Recruiter Chicks

When our firm’s clients ask us to take on a search, they usually lay out the key qualifications as well as some traits and qualities that fit well within their company culture or the job.  Some of those things are easy to assess and others more difficult.  I have filled several executive searches recently where clients have asked for someone with a mix of strategic and tactical experience and the ability to manage up and down well.

The one quality that many of our firm’s clients are seeking and targeting is someone with “executive presence.”  Executive presence is a vital component to being an effective leader.

How do we create or transform to possess “Executive Presence?”

Let me just start by saying that when I think of executive presence it has nothing to do with a suit and tie or skirt and stockings.  Now that we’ve got that out of the way, let’s really think about the essential qualities that make up executive presence.

Since this became a recurring theme with our clients, it prompted me to purchase a few e-books that focus on Executive Presence.  Of the books I read, I really liked how one in particular laid out the theory of executive presence, entitled Executive Presence: The Art of Commanding Respect Like a CEO.

In this book, they highlighted many traits and skills that come along with “commanding respect like a CEO.”  Of those, there were five that stood out and were reoccurring themes.

5 Traits of Executive Presence:

1. Listening Skills

2. Relational

3. Introspective

4. Commands Attention

5. Ability to Leverage Resources

Executive Presence is not something that shows up overnight, it is something that has to be molded, shaped and practiced.  We all need coaching in some area or another and working on executive presence is sure to pay hefty returns whether you’re an entrepreneur or work for a company.  Executive Presence is not just based on looks and appearance, it is based on the way your interact and how well you manage up, down and laterally.  Most of all, it’s about impeccable listening skills and treating people like people!

I attended the SHRM-Atlanta conference last week and it was all about community and “Working for a Better Atlanta.  It was quite evident as soon as anyone hit the door that people were there to learn, network and grow as professionals over the two-day conference period.

As with other conferences, there were several sessions tracks from Business Acumen to Total Rewards to Talent Management so an attendee could attend sessions based on their current role, projects or future aspirations.  Most of sessions I attended were along with HR Leveraging Technology and Business Acumen tracks.

One of the best sessions of the conference was led by Cathy Missildine-Martin of Intellectual Capital Consulting.  Her session was titled, “Using Data to Make the Right HR Investments.”  Cathy had a room full and it was clear that HR professionals needed to sit in her session to learn more about HR Analytics, which Cathy so happens to be very passionate about.  Cathy discussed HR Analytics and its importance to the overall business strategy.  She started the session by referencing an Accenture study stating that “89% of CFOs have experienced an increase in their workload and 39% of that was taking over the Human Resources function.”  That was an immediate wake-up call for HR practitioners in the room.  She then asked a question to the audience, “How many metrics is your HR department currently tracking?”  There were blank stares all over the room…few knew the answer to this question.  And, we wonder why CFOs are managing and taking over the HR function!

She went through an HR Analytics model using an example of a company with a call center and she nailed down sales training cost along with rewards and recognition cost and tied those two pieces directly to customer satisfaction, turnover and engagement.  She laid out the cost/benefit analysis for an organization against the cost of training and rewards programs to help make the case for such programs and tie them to the bottom line.

Finally, Cathy ended her session by guiding the audience on how they should share recommendations with organizational leaders.  The key point that she drove home is…do not bring your leadership team pages and pages of data and sit it down for them to read.  She suggested using the “killer slide” concept, keep it simple and astound them with the overview of information not all of the details.  The point…you don’t have to prove to the C-level executives that you’re good at HR and math, just bring the information they need and use the language of the business.  Last but not least, she suggested you tie all recommendations and observations back to the overall business strategy.

To close, Cathy challenged us all to go out and be the HR Rockstars we all are!

This was one great session of many at the SHRM-Atlanta Conference.  You can find Cathy Missildine-Martin at www.intellectual-capital.net.

I am sure that got your attention – it certainly got mine when my friend Laura B. handed me the book Getting Naked by Patrick Lencioni.  While the book was written with management consultants in mind, it is really applicable for any service providers – internal or external.  I remember thinking when I read the book, that this would be a great read for Recruiters, especially in dealing with their Hiring Managers/Teams.

The premise of the book is simple – it is about being vulnerable and transparent.  You do this by overcoming the fear of losing the business (or the client), the fear of being embarrassed, and the fear of being inferior.  In turn, your ability to truly serve the client’s needs increases tremendously – as does their loyalty and trust.   It is not as easy as it sounds and really does require putting your clients’ interests above your own.  It is risky and I can assure you from personal experience, it won’t always work out the way you want or intend.  However, it will likely work out the way that it should.  Personally, I believe being confident in that fact is half the battle.

These are common fears we all share.  I have worn many hats – Software Engineer, Consultant, Recruiting/HR – but in my mind I have always been a Consultant, and it is how I have approached each role.  Early in my consulting career, I struggled most with the fear of having the difficult conversations that might cost me the relationship or the trust I was building with my clients.   With the experience and confidence I have gained through the years, I probably struggle more now with the fear of being wrong or looking stupid — or as I prefer to call ‘uninformed’

But I think “getting naked” with your Hiring Managers/Teams is critical to uncovering what you need to know to successfully address the talent needs and challenges of your teams.  Ultimately their goals and objectives should also be your own.  I believe the key takeaways for Recruiters are:

• Always consult instead of sell – don’t just push candidates, let them benefit from your knowledge of the market, the candidate, competitors, etc.
• Don’t be afraid to address the elephant in the room and have the difficult conversations ( “tell the kind truth”) – you can’t solve the real problems without doing this
• It’s OK to ask dumb questions or make dumb suggestions – this is how you learn (and trust me, someone else in the room has thought the same thing, but lacked the confidence or courage to raise)
• Be able to laugh at yourself – its about learning and helping, not looking good
• Believe in your client’s work as much as they do – it is hard to “partner” with them without feeling it

I encourage you to read the book — its a fast, easy read.  I hope it empowers you to take some risks to build a new level of trust and loyalty with your clients.  Some clients may take advantage or not be ready, willing, or able to tackle the real problems, but the risks are worth it — and will reveal when the relationship was not meant to be or is no longer right.  Please share your stories – I’d love to hear when these principles have worked for you (or helped you move on when necessary)…

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