Talent Search Partners, Inc.

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Recruitment

The Hurdles To Your Team’s Success May Not Be Your Competitor

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Your team is split into two distinct groups. The first group consists of those team members who merely tolerate you and are working in spite of your presence in the company. They perform according to their job descriptions and not an inch beyond that. The second group consists of those who are there for you, because of you, and would willingly go the extra mile without being asked. GOOD leaders have a heightened awareness of who’s who & group (at least in their minds) people accordingly. The challenge for GREAT leaders is not just their ability to strategically navigate through this diversity of personalities & agendas, but for these special leaders, the real measure of success is how many people from group 1 they can convert to group 2. This is not easy and takes time and unwavering resilience. “Troy, can’t you have a high performing organization with both groups?”No. The best teams are completely aligned and move cohesively towards a singular goal. There is no room for rogue cliques who undermine everything that the team is working towards. Not anymore. “Troy, shouldn’t we be tolerant and give grace to those who need it?”Partially. Rehabilitation is available for those who need and WANT it. The key for great leaders is their ability to allow people to unconsciously (unknowingly) go through this transformation process. You may never reach a 100% conversion rate during your tenure, but the goal is to shrink the number of subscribers to group 1 and increase the percentage in group 2. “Last question, Troy. What’s the first step towards this?”It’s not a step, but an attitude… Vulnerability begets trust, and trust is the adhesive that insulates a great team. Embracing this is the first step (………I guess there is a first step!) The aim is GREATNESS, not an acceptance of status quo that yields mediocre results.

I Wore My Best Suit!

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I was asked during a networking event this week about some of the things I look for when I evaluate a candidate for a client. My answers were honest and appropriate based on the current marketplace. One of the things I failed to mention, however, is the importance of emotional composure. I can’t emphasize this enough. Let’s bring this home… 👇 Years ago, I had a great meeting with the Director of HR for a well-known dairy company.The chemistry was positive, the role fit perfectly within my wheelhouse, the company had an attractive growth trajectory, and the Director was someone I knew I would enjoy working with. All good signs. I left thinking that the role was mine to fill. But I am reminded that perception and reality are distant cousins for a reason. I proceeded to follow up several times requesting clarity on the final decision (Side bar: always err on the side of moderation). She ended up going with another agency/recruiter for the search. This is normally where self-reflection kicks in. The meeting was a success—so much so that it felt like she was trying to convince me to take the partnership. But my conduct after the fact was not demonstrative of a key partner for an organization with a jet-pack strapped to its back. How emotionally composed was I throughout that process? The answer is: not much. I felt entitled to an answer, failing to accept the competing variables involved on their end. I did not give the Director a chance to do what she said she would do (i.e., follow up with me). After all, she owed me an answer, right? Didn’t she know how far I drove, or that I wore my best suit? Tenacity can be a professional’s greatest asset, but I learned from that experience that emotional composure—or poise during moments of pressure and uncertainty—is what separates the good from the great. I failed to realize that I was being judged at every single step of the process. Your Takeaway: 🎯 Don’t make the decision easy for a leader by allowing your emotions to blur your sound judgment.

The Ultimate Co-Signer

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We’re all familiar with them, but how many truly appreciate their strategic importance? You’ve likely either been one, or you’ve solicited one for a mortgage, a business line, or a car loan. In cases where the primary signer lacks the established track record, the co-signer steps up. They willingly assume legal and moral responsibility for the outstanding risk. It takes financial clout, but it takes something even deeper: Trust. Essentially, the co-signer serves as a badge of credibility and reassurance to the institution and the customer alike. They act as a guarantor of opportunity and security. In the broader marketplace, the co-signer is the ultimate mediator. They are a conduit of capital for the customer, and a gateway to new revenue for the corporation. They unlock doors that would otherwise remain firmly shut—acting as an advocate for those who need it most in the marketplace. Anyone who doubts the power of a strategic mediator in business simply hasn’t leveraged one properly—or they’ve been disappointed by a counterfeit. In my line of work as a Search Partner, I act as that co-signer for both talent and corporations. My endorsement is a bridge of trust, leading to rewarding outcomes on both sides of the hiring equation. When I back a candidate or a company, both sides can proceed with absolute confidence knowing someone truly has their back. How has a professional “co-sign” or endorsement unlocked a major door in your career?

🏀 THE HOME COURT ADVANTAGE (THAT MOST LEADERS SURRENDER)

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The absolute smartest time to interview top talent is when you have zero open headcount. But most managers do the exact opposite. They wait for an unexpected Monday morning resignation, panic, and make a rushed “convenience hire” just to stop the bleeding. Here is why elite leaders treat talent acquisition like an NBA playoff run—and how a single, informal conversation a month changes everything: Anyone who has played competitive sports understands the power and psychological impact of home court advantage. Teams fight tirelessly to secure the right to host opposing teams in their building throughout a playoff run. The roar of the crowd, and the familiarity & comfort of playing in your own facility is the competitive edge that often leads to favourable outcomes for the home team. In the NBA playoffs for instance, teams holding home-court advantage go on to win the series roughly 74% of the time. To gain the position as the best team in your conference and secure that coveted home court requires doing a little more than your competitors. It often requires a greater on and off-court sacrifice; extra time in the gym, watching a few more hours of film, or limiting “extra-curricular activity” after games. Talent and health are obvious contributors to this and shouldn’t be discounted, but the best teams are always willing and prepared to do more. That’s sports. Let’s switch to the boardroom. One of the greatest weaknesses of leaders is their resistance to engaging in proactive, informal dialogue with talent in their industry. Most decision-makers are purely reactive when it comes to talent acquisition. It’s certain that an organization will experience turnover by way of resignation, retirement, parental leave, termination, or change. We know these things will happen as a normal course of doing business, yet we wait for the inevitable, and scramble to fill these gaps in our talent structure. These are generally not when the best decisions are made. The best time to take a loan is when you don’t need one. The same theory applies to hiring. The smartest time to be engaging in conversations with suitable people in your marketplace is when you don’t need to, or when your team is running at full capacity. Talent scouting should not take a break since you can’t control people nor the decisions they make. We’ve all had those untimely meetings with our best people on a Monday morning. They usually start with, “Good morning – I’d like to thank you for this amazing opportunity to work with you and my team at XYZ Company for the past 10 years. With that said, I’ve decided to take my talents to South Beach.” The first reaction is usually how you can soften the impact of this person’s departure and prevent any disruption to the core activities of your business. Counteroffers seldom work, and the process of searching for a replacement is time-consuming and taxing emotionally for all involved. Imagine the impact and seeds of succession that you are planting by investing in just one (1) conversation a month with someone in your industry. However this person comes to you, you should be receptive to these meetings and discussions as a way of evaluating your market, that person’s fit, and the likelihood of a hire now, or in the future. This best practice distinguishes elite leaders from average managers. It’s proven, and it works. This is your home court advantage.

A Heart 2 Heart

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🛑 Disclaimer: The following is only for the courageous. As a leader of a high-performing team of professionals, you should be asking the following question quarterly: 👉 “Have you been approached by another company or recruiter within the last 90 days?” How you set the tone for this question and frame it is important given the underlying condemnation that might be communicated to that employee. These conversations are happening. Knowing is half the battle, and having this data helps you address dormant, persistent issues. Employees are often afraid to talk to their employers about these problems, but they will gladly share them with a potential suitor. Whether that employee is honest with you hinges on how real your “open door policy” is. 📢 The goal is transparency & proactive remediation. Let’s care enough to go the extra mile. After all, everyone matters and how you make people feel will determine your success in retaining your best people. The late Bob Chapman, Chairman of Barry-Wehmiller & co-author of Everybody Matters, advocated that leaders resist the pull to act transactionally and start treating their employees like family members. One of the most effective ways to promote what Bob talks about in his book is by having conversations that truly move the needle and challenge the status quo. For those who need guidance, here’s one way to effectively pose this question: ✅ “Listen Derek, I understand and appreciate the existing market pressures. I’m also not oblivious to the strong demand for skillsets similar to yours in the marketplace. It’s believable that you are generating attention, though not through your own proactive efforts. But with LinkedIn, for instance, making everyone approachable these days, I’m curious to know how these opportunities are being presented, how they compare against the role you currently hold with us, and how we can continually re-position you to get to where you need to be.” Trust begets transparency, and transparency is the only way to govern an organization. If the retention of your best people is the priority, then asking difficult questions that foster open dialogue & continuous improvement will become the standard.

Leaning Into The Standard

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A transformation this big can feel uncomfortable for the marketplace. The answer, however, is simple—and it’s not what most people think. To call something a “comeback” implies that there was a fall; a deviation from foundational beliefs or best practices. Perhaps the nose-dive of recruitment was not an actual nose-dive, but an extended state of dormancy. Fueled by greed that promoted profit over morals. Speed ahead of efficiency. Termination instead of rehabilitation. The desperate chase for commissions and affirmation caused many to act irrationally. The result? The transactional engagements that most have become accustomed to. My competitive advantage is not really an advantage. Does anyone praise a fish for swimming or a dog for barking? No. Those are simply identifiers of a thing’s state of being. The standard is now under a light because, for years, the industry operated in the dark. Hence, the negative perception in the marketplace. Labeling the current shift as a “transformation” or “comeback” is a good PR tactic. But I view recruitment’s pivot as an awakening—a conscious reapplication of the basic principles that should have always governed the hiring process. It was always there. It just needed people willing to bring it back to the light.

Vision

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Courage stems from the leader and can transform any follower. Real courage is fueled by a vision, and without a vision, there can be no courage. How dare we reduce people to a title or job function! How dare we qualify leadership based on a title or job function! The next time you meet with a leader of an organization for coffee, ask them to articulate their vision. This is not to be confused with the organization’s vision statement. I’m referring to their own personal convictions that shape their vision, which dictates direction. A leader without a vision is blind and can only lead the blind. The vision is the spark plug and the team is the battery. What is your personal vision for your organization, team, division, or branch?

The Business World Is Salivating For Authentic Leaders

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Were you the same person yesterday? Are you the same person today? Are you striving to be that same person tomorrow? Are you driven by convictions, or by acceptance? We are surrounded by professional chameleons who are highly skilled at changing their colors to suit the room. While adapting to changing circumstances and environments is a business necessity, changing your core values to people-please is a flaw. True leaders are real, and authenticity is their greatest strength. What if there was a way to authenticate leadership the same way we validate our humanity when transacting online? If we could run a CAPTCHA test on leadership, the single greatest way to pass would be answering one question: 👉 “How many leaders have you produced to date?” Leadership is more than a title and your value extends far beyond your corner office. Your effectiveness is hinged on your consistency, authenticity, and your ability to cultivate the next generation of leaders.

Honesty

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Good leaders choose honesty over convenience Case in point: I was not the smartest person in the room. There were 4 of us – a Mathematician/General Manager, a Manager of Technology, and the Head of Talent Acquisition. We were brainstorming a solution to an urgent problem involving a contractor who was supposed to start a new role with our client that morning. Due to circumstances beyond our control, the client decided to go with another candidate and informed us at the last minute. The goal was to mitigate the fallout and protect the reputations of everyone involved. Cue the desperate ideas, none of which were based on the truth. To them, it was more believable to cook up a story to tell the contractor. Here I was in a room with brilliance and none of the ideas seemed to stick. I listened to them go back and forth until I finally decided to speak up. My suggestion: “Why don’t we tell her the truth?” (i.e., the client wanted someone else). The idea was so simple that it caught them off guard. We ended up telling the contractor what happened, and she understood. There was no harm, no damage, and everyone—including the client—looked good. Lesson: The most elegant solutions are usually the simplest ones. That quiet, unassuming person in your meetings might be the one holding the solution that could save your reputation and time.

Leave The Room (Part 2)

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Good leaders know how to shift from logic to empathy. Case in point: after my daughter’s situation had been resolved, I decided to ask my wife for the details. Instead of sharing what I wanted to hear, she told me that I was essentially too logical for moments like that. She’s correct, and my decision to leave the room made more sense. This was not a logical moment; nothing about my daughter’s sudden mood change was logical, and Daddy’s method of problem-solving might’ve closed our daughter off to help entirely. The moment required compassion and a listening ear, and who better than my wife to help her sort through those feelings. Lesson: Adapt your approach to fit the emotional needs of the moment. An approach that worked for one situation, may not be the right method for a present-day matter.  Final Takeaway from Part 1 & 2: Stepping back allows others to exercise their strengths, and accepting your own limitations allows the right emotional response to be applied in the moment.