Being a Trusted
Advisor
VantagePoint Team Session
April 21-22, 2015
(Updated with group discussion points)
Discussion:
What does it mean to be a
trusted advisor?
What is trust?
Headhunters vs. Good Recruiters
What distinguishes VantagePoint
How do we define trust?
Trust
Character
Intent
Competence
Integrity
Capability
Results
Caring
Honesty
Skills
Reputation
Transparency
Fairness
Knowledge
Credibility
Openness
Authenticity
Experience
Performance
Other aspects of trust
• Presentation ability
• Communication style
o Active listening
o Confident tone of voice
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Appearance
Passion
Compassion
Genuineness
Confidence
Differentiation from others
Having an opinion/own voice
Loyalty
Perseverance
Team Brainstorming
How do candidates view
us? The bad...
A typical “head hunter”
• Doesn’t seem to act in the best interest of the candidate
• Badgers a candidate to apply for a position, then
doesn’t follow through
• Doesn’t value the candidate’s time
o Continues to sell a position when the candidate is not interested or waits until
the end of the meeting to introduce the position. This is especially annoying if it
is not a fit or if the candidate isn’t interested
• Is too transactional/takes a position by position based
approach
o Doesn’t try to find out what the candidate is interested in and then goes out to
find a good fit for that candidate – only tries to fill holes at the client
• Just wants to sell and make money
o Views the candidate as inventory
…versus the good
A good recruiter
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Knows that a successful sales person is focused on the long game
and invests In the candidate rather than just pushes to fill immediate
openings
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Willing to sacrifice short term money for the longer term relationship
o
For inactive job seekers look for opportunities to set up casual/networking chats with potential
client
Keeps in touch with the candidate (every 6-9 months)
Gives details up front about the position and lets the candidate
decide if they are interested in discussing further
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Candidates will be more willing to provide leads in this scenario if they feel their time hasn’t been
wasted
Closes out the conversation to say “it is not going to work”
o
Especially after a cold call
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“Tell me what you want then I will come back to you with what I have” rather than tossing out the
CV because they don’t have something available right then
Acts more like a real estate agent
Has expertise in a particular area
Is a great advisor
Is a connector with a strong network
What do clients want
from us?
A good recruiter
• Sends only people who match the brief/job
description
o Doesn’t just send anyone with a particular keyword written on the CV
• Honest about if it will take awhile to source a
position and checks in periodically
• Pushes for the right position for the candidate, not
the position that brings in the highest commission
• Remembers that clients don’t just want to fill the job,
but that they want to hire a successful employee
Best practices for working
with clients
• If candidate is off spec, but you feel it is a good match
o Give context that you are aware it is off spec
o Explain why it the candidate is “outside the box”
• Know the job market/industry
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Aligned with the realities of the market
Can act as a thought partner
Can reframe the objectives in a realistic manner
Not afraid to tell the client if what they are looking for is not feasible
• Check in
• Exchange market information or competitive information
– not a one way street (even if not in an active search)
• Try to understand the organization
• Always accessible – “the only time is real time”
• Deliver what you promise
• Show clear commitment
Team Brainstorming
Best practices for working
with clients (cont.)
• Speed and accuracy
• Can represent the client well in the market
• Help them improve their hiring process (e.g.,
provide feedback)
• Help close the gap when there is a disconnect
between partners and senior managers
• Understands the politics
• Has connections with multiple stakeholders
o Combination of HR, line managers, senior partners, etc.
Team Brainstorming
What makes VantagePoint
stand out from the pack?
• Why should a candidate or client agree to meet with the
VantagePoint team?
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Industry focused
Executive level
Office location
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Helping the client grow
Making candidates happy
Developing long term partnerships
Working with people
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Clients and candidates first
Ethical
Goal orientated
Interest in people
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Small powerful team
Commitment
• What makes you passionate?
• What are the values that you possess to make you good at
recruiting?
• What makes VantagePoint different?
Team Brainstorming
Why clients/candidates
will agree to a meeting
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Showing curiosity
Acting sincerely
Speaking the truth
Asking the right/smart questions
Using the word “we”
o Good team that works together (no internal competition)
• Highlighting VantagePoint’s track record
• Challenging parameters
o Managing expectations versus the realities of the market
• Acting as thought partners
Team Brainstorming
Getting to know the
candidate
Building rapport and gaining trust, while assessing their
strengths and weaknesses to determine fit for a particular role
or with a particular client
Building Rapport
When you meet with a candidate for the first time:
• Prepare in advance
o Read the CV
o Read up on any relevant topics related to the candidate’s experience
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Ask good questions that create conversation
Cover all your bases to avoid unnecessary follow up
Give them your undivided attention
Clarify next steps before closing the discussion
And to ensure that you maintain their trust:
• Follow up on promised next steps
• Keep the candidate updated on their status
• Help the candidate to prepare for their interviews
• Check in periodically for future opportunities
Chat about general
market knowledge
• Be prepared to have a basic conversation with the candidate
on a topic relevant to their subject matter expertise
o What is in the papers or on major news Web sites?
o Or ask the client for 3-4 big topics/trends they’re seeing and read up on those
• Can the candidate discuss these topics in any depth? Do
they have an opinion, seem knowledgeable, draw
implications, show enthusiasm, etc.
• If the candidate isn’t aware of the topic, explain a few key
details and see how they react. Can they think on their feet?
If not, ask about another current event topic to give them
another shot. If they don’t know any of the topics, that is a
pretty good data point as well!
• Look for responses such as:
✔
✔
✗
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“I see a few outcomes. They are…”
“This is interesting because…”
“Uh… yes… what do you think about it?”
“I’m not sure…”
Open ended questions
lead to deeper discussion
• For team project examples ask “What was YOUR role
within the team? What did YOU do?”
 Looking for ability to collaborate, work well with others, and contribute to a
successful team
• For a leadership role or experience, ask them to talk
about what they did specifically to get to the end result.
Ask them how the people who were also involved might
describe them or how the other people might have felt?
Note: can be an assigned or an assumed leadership
role.
 Looking for ability to successfully lead and inspire others
• Ask them to talk about a challenge that they faced and
how they got around it
 Looking for ability to overcome obstacles; ability to manage under high
pressure and stress; ability to set goals and achieve them
But don’t forget to ask
about the basics!
• Overall career trajectory
o Resume digging
o Probe on gaps/areas that need clarity
o Discuss areas that seem impressive and are potential points of distinction
• What are their reasons for leaving their current job?
o Is it performance or market driven (e.g., external factors to the business
that are out of their control)?
o How would their boss characterize their relationship?
• Performance evaluation and promotion criteria
• Compensation
• Timeline for job change
Tip: use the opportunity to gather facts about their
current employer for building your market knowledge
Keeping track
For smooth Candidate Relationship Management and client
interactions (e.g., not sending the same candidate twice)
Builds database for future placements
Always update Tamago!
Interview Preparation
Case interviews
Client specific preparation
Are they ready?
• Based on your interactions, what feedback can you
provide them? What should they do more/less of?
• If you worked together on a practice case, what
areas do they need to focus on?
• Have they done their homework on the company?
• Do they understand the expectations of the position
they are interviewing for?
• Did they review all the company specific
preparation materials (if available)?
• What can you tell them about what to expect or
tips on who they are meeting with?
Are they ready (cont.)
Help with technical prep, e.g., valuation
Explain what the organization is looking for
Give example questions to ask/don’t ask
Suggest that they prepare 3 questions based on
who they will meet with
• Are they ready with strengths and weaknesses?
• Do they have an understanding of the company?
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o For example, if coming from NRI, explain how to differentiate Bain vs.
Deloitte
Team Brainstorming
Case Assessment
Case interviews test on general ability to solve
business problems. Employers are looking for
candidates who:
• Can analyze the key issues and structure their
thoughts in a logical way
• Are comfortable doing quick calculations in their
head/on paper
• Can draw implications and make
recommendations
Mechanics of the Case
Problem
• Given the basic facts
of a problem that
reflect a typical client
engagement
• Clarify and ask for
more data if needed,
but do not push for
more information
than interviewer is
willing to give
• Be able to restate the
foundation of the
problem in one line
to ensure that you
understand
Analyze
• Organize your
thoughts and put
structure around the
problem to give you
a way to walk
through the case
• Identify the key
drivers of the
problem
• Draw an issue tree,
make a list, etc.
• OK to use an obvious
framework, but don’t
force fit a framework
if it doesn’t make
sense!
OK to share with candidates
Disaggregate
• Further break down
of the the component
parts of the problem
• Be prepared to do
calculations of the
relevant data – in
your head/on paper
Synthesize
Recommendation
• Summarize what
you’ve learned
• Draw implications
from the data and
key learnings of the
discussion
• Be ready to be
redirected if your
interviewers wants to
talk about other or
different aspects of
the problem
• Be prepared to make
a recommendation
on what the “client”
should do based on
your findings from
the case discussion
Sample Issue Tree:
Profit Maximization
Key Issue
Sub Issue
Levers/Drivers
Can price be raised?
Can revenue be
increased?
Can profits be
increased?
Can cost of goods sold
be lowered?
Can operating costs
be decreased?
OK to share with candidates
Can quantity sold be
raised?
Can administrative
expenses be lowered?
Can marketing & sales
expenses be lowered?
Can R&D expenses be
lowered?
Keep in Mind…
Successful candidates:
• Are engaged
• Show passion
• Show creativity
• Can go deeper than the obvious drivers
But interviewers are not impressed by those who:
• Rely heavily on frameworks
• Don’t ask questions
• Or continually ask for more information
• Don’t respond to feedback and cues
Additional sources for
case practice
• Company career websites
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McKinsey Case Prep: http://www.mckinsey.com/careers/join_us/interview_prep
BCG Case Prep: http://careers.bcg.com/join/practice_cases.aspx
• Online case practice
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Kellogg Casepack:
http://sites.duke.edu/dukeapdconsulting/files/2010/08/Casepack-Kellogg2001.pdf
Victor Cheng: http://www.caseinterview.com
Case Interview Secrets: http://dpf.kg/wp-content/uploads/2014/09/Victor_Cheng__Case_Interview_caseogolics.pdf
• Books
• 戦略コンサルティング・ファーム面接試験-難関突破のための傾向
と対策
• (Eng ver) Case in Point: Complete Case Interview Preparation
• Pick a story in the news and work through and break it down
like a business case
Introductory Client
Meetings
Tips for running a successful client meeting
Must Do’s
The “Bow Tie” Method
Prepare
Source: Line of Sight
Conduct the
Meeting
Follow-up
The Bow Tie Method
Prepare
Source: Line of Sight
Conduct the
Meeting
Follow-up
Prepare
• Do your homework on the client:
o Read through their website to learn as much as you can and to get a sense for
how the client presents themselves
o Google their company – are they in the news right now?
o Look for competitors. Their competitor’s approach are all snippets of chatter
that you will be dropping into the conversation. This just shows that you are on
the ball.
o Leverage candidate meetings to build your knowledge base on the client
o Know your audience
• Put yourself in the client's shoe (Andrew Sobel):
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What are the client’s key business concerns?
What pressures my they be feeling in the marketplace?
Where do they want to go and how can you help them get there?
Prepare a short list of candidates who you anticipate might be of interest
• Get comfortable with the content and what you are
going to say in advance – Avoid reading in the meeting
Plan the Meeting
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Set your goal – what is the desired outcome of the meeting?
Have an idea of the flow of the discussion – the time allocated
will dictate what you can cover
Plan key questions in advance – you won’t remember everything
if you don’t think about it before the meeting!
Plan an icebreaker in advance – should be relatable
Know your competitors so you can explain differences in a
compelling way
Align internally on your plan ahead of the meeting
For a new search, your goal is to learn:
• Successes and failures of past searches
• Who are the key decision makers
• What is the reporting line
• KPIs and evaluation metrics
• Future growth/career path
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Within the organization
External
Ideas for Icebreakers
• Talk about the room, office, location
• Japanese love to discuss the first page of the Nikkei,
Hanami, the weather, and allergies
• Ask a foreigner what they think about living in Japan
• Something funny about the client, but not directly
related to the business (e.g., new marketing campaign)
• Ask about the weekend (past or upcoming)
• Mention any common connections from LinkedIn
• Find a visual cue to discuss (e.g., a fancy watch,
interesting tie, or jewelry)
• Sporting events
Team Brainstorming
The Bow Tie Method
Prepare
Source: Line of Sight
Conduct the
Meeting
Follow-up
Tips for conducting an
initial client meeting
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Start with an icebreaker
Briefly introduce yourself
Share your agenda of what you want to cover
Ask the client to discuss their needs
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Actively listen
Take notes
• Ask clarifying questions to ensure you understand
• Share more detail on Vantage Point and your experiences
and how this can lead to a successful partnership
• Summarize next steps
Style tips
• “Ditch the Pitch”
• Create conversation
• Speak with credibility
• Speak with passion, power, and purpose
Source: Jill Konrath
Best practices for client
meetings
• Discuss how you can address the needs the client
outlined
o Highlight relevant work you/VP has done in the past
o Outline past placements
o Talk about teammates
• Be able to discuss what differentiates VantagePoint
from the competition
• Don’t battle the client in their field of expertise, but
rather talk about a current trend. The goal is to be
on the same page and find a common view.
o Your expertise is the recruiting market.
Team Brainstorming
Active Listening
Active listening requires that you
• Focus on the person communicating
• Listen with your ears and also with your eyes
• Be aware
• Let the discussion run its course
• Are involved
Tips to help you prepare to actively listen
• Think through what you already know about the subject
• Avoid distractions
• Seat yourself appropriately close to the speaker
• Be aware of your posture and body language
• Remember that you are present to learn what the speaker has
to say, not the other way around
Source: Study Guides and
Strategies
Non-Verbal Signs of
Active Listening
Smiling shows that you are paying attention to what is being said
or that you are agree with/are happy about the what you
hear. Combined with nodding, smiles can be powerful in
affirming that messages are being heard and understood.
Eye Contact creates encouragement. However, it can also be
intimidating, especially for more shy speakers. Gauge how much
eye contact is appropriate for any given situation.
Posture can also show your attention. Body language like,
leaning forward, a slight slant of the head, or resting the head on
one hand can make the speaker feel that you are engaged.
Mirroring the facial expressions used by the speaker show
sympathy and empathy in more emotional situations.
Distractions will have the opposite effect, however. Refrain from
fidgeting, looking at a clock or watch, doodling, playing with
clothing/hair/fingernails, etc.
Source: Skills you need
Verbal Signs of Active
Listening
Positive Reinforcement creates encouragement, but it is best used
sparingly to avoid distraction, irritation, or place unnecessary emphasis
Remembering a few key points, or even the name of the speaker,
reinforces understanding and encourages the speaker. If appropriate,
take notes to help your memory when questioning or clarifying later.
Questioning demonstrates that you have been paying attention and
helps to reinforce interest. Best used sparingly to avoid altering the
course of the discussion
Reflection is paraphrasing what the speaker has said in order to
reinforce the message of the speaker and demonstrate understanding.
Clarification involves asking open questions to ensure understanding
and enables the speaker to expand on certain points as necessary.
Summarization involves taking the main points of the message and
reiterating them in a logical and clear way, giving the speaker chance
to correct if necessary.
Source: Skills you need
The Bow Tie Method
Prepare
Source: Line of Sight
Conduct the
Meeting
Follow-up
Follow up
In the meeting, be sure to set the tone to develop an
ongoing relationship. Then after the meeting:
• Send an email thanking the client and summarizing
the main objectives from the meeting and the
agreed to next steps
• Follow through on sending candidate profiles and
ask for feedback along the way or if it will take
awhile to source, give an anticipated timeline
• Check-in bimonthly, especially if you have no
candidates in the pipeline for a particular client
o Has the position been filled?
o Are there any new openings
o Anything that you can support the client in?
Hello Tanaka-san,
Hope you are well. Many thanks for taking the time to meet
with me/us today, it was great to connect with you/your
team.
Per our discussion let me clarify the next steps: We will draft
an initial proposal for your review by xxx date
If you can let me know some available slots for our follow up
discussion and time to present our proposal, it would be most
appreciated.
If you have any follow up questions please don’t hesitate to
ask.
Look forward to catching up again soon.
Kind Regards
Shaun
Must Do’s
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Prepare, prepare, prepare! Structure your thoughts in advance
Arrive early – at least 5-10 minutes in advance
Always come with something in hand
Look sharp!
Travel in twos (or more)
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Agree in advance who is taking the lead and who is there as support
However, everyone should participate, e.g., the person in support should ask at least one
prepared question
Turn off your mobile phone before walking into the room
Take notes
o
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After the meeting, upload them to the database for future reference
Set reminders
o
If you have a personal relationship with the client, keep it out of work related emails
Summarize next steps and set the tone for an ongoing
relationship before leaving the room
Send a follow up email to thank the client and reconfirm the
agreed to next steps
Always stay professional
Client Communication
Presenting candidates in a compelling way
Using the Pyramid Principal in your communications
Pyramid Principal
Structure = good communication!
Start with the answer and
clearly summarize your
argument. Keep it:
• Short, crisp, and precise
• Self-explanatory
• Appealing
Key
Message/Answe
r
Logic
Supporting
data
Supporting
data
Support your argument using
logic/facts
Logic
Supporting
data
Source: Barbara Minton
Supporting
data
Supporting
data
Supporting
data
Provide the details. The “Rule
of 3” puts focus on what is
most important, while giving
structure and weight to your
argument.
Introducing Candidates
• Make a statement about why a candidate is a great fit
for a particular position
• Provide points of logic/facts and provide a few data
points to support your claims and tie back to the job
specs
o Key work experience
o Strengths (e.g., managing people, knowledge)
o Relevant skills (e.g., language)
• The client should takeaway why the candidate is
interesting above and beyond the basics
• Below the “pitch,” don’t forget to include:
o Areas to probe – explain anything that you anticipate the employer might
question or if there is something off profile, but that you believe shouldn’t be an
automatic knock out by the employer
o Other details such as joining timing, competitive intelligence, etc.
I have just met a great candidate, Yuri Tanaka, with 5 years of B2B
marketing experience. Given her international profile and strong track
record at ABC electronics, I believe that she is a strong match for your
opening as a marketing specialist for Southeast Asia.
Key
Message
Tanaka-san worked on the Mega Brand account at ABC, which is the
basis of her subject matter expertise. Therefore she already has a
strong knowledge of B2B marketing that is required for this position. As
such, she will be able to get up to speed and add value to your team
very quickly.
She is one of the super stars in her cohort at ABC. Tanaka-san was
selected to participate in their prestigious leadership program and was
fast tracked to promotion twice. She also was written up in Marketing
Magazine as a rising star in the field.
Logic +
Supporting
Data
Tanaka-san also fits the international profile you are looking for. It is not
on her CV, but for the last 10 years she has spent at least 2 months
annually living in New York and Shanghai. She is truly trilingual in
Japanese, English, and Mandarin.
Please note, she took 5 years to graduate from University. This was due
to a family matter where she needed to lighten her course work for 2
semesters in order to care for a sick parent.
Tanaka-san already has an offer from your competitor, so if you are
interested it will be best to schedule a meeting quickly. We can discuss
the details after you meet, but her compensation is inline with your
salary range. She is available to start immediately.
Other
important
points