Recruitment is a challenging business.
Competing on price is a perilous endeavour and volumes alone don’t necessarily create a strong business.
Client quality, candidate relationships, consultant capability, pricing structures, productivity and internal and external perceptions of culture all influence outcome quality.
The challenge is to build a business where the quality of relationships and capabilities are such that effort is increasingly converted into valuable, sustainable revenue.
Here are some thoughts.
Consciously or otherwise, we're always making choices.
And not all choices are equal.
We never have endless reserves of cash, time, energy and attention.
We have many ways to allocate the assets we do have.
Some steps hardly move us forward.
Perfection burns resource.
Bad choices destroy progress.
Sometimes we catch sight of a good outcome with reasonable certainty and modest cost.
We need to really go for it when we do.
How proactive and deliberate are we in finding those big leaps forward for modest investments and risk?
Just because they buy from us, it doesn’t mean they’re good for us.
Not every dollar of revenue is equal.
Bad revenue comes with hidden cost.
Physical energy for too little reward.
Emotional energy that drains us.
Lost time and attention.
Bad revenue gets in the way of good revenue.
Is our customer base serving us well?
Are we actually drowning in too much volume or choosing to have no breathing room because we haven't found a more strategic way forward?
Is getting each task done, each report out, each fire extinguished and each request attended to really a way of rationalising our distance from a state that we feel we ought to be at but which we haven't yet figured out how to reach?
The big picture is so easily lost in a sea of operational volume.
It takes determination to shift our state, and it begins with the reality of where we are today.
Are we clear headed enough about where we are, or are we too deep in the operational to see it?
The answers to human questions matter as much as strategic ones.
Feelings drive behaviours.
What would they say?
About us.
Are we as an individual, are we as a team, are we as an organisation, both energising to work with and energising to work for?
If all the answers are yes, we're in a great place.
If any of the answers are no, why and what are we going to do about it?
Curriculum For Your Short Free Programme
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Introduction
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Recurrent Challenges
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Helping Them
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What Is Good Leadership?
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Ways To Improve Performance
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A Short Session On PPMCLeadership™️
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A Final Word
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About this course
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All of the above is drawn from 35+ years working inside 150+ businesses worldwide. It's not theory, it's what I discovered and observed working and where I saw people come unstuck.
'Luck may play a part but outperformance is never a fluke.'
- Rob Evans, Founder, Outperformance Highway