Successful entrepreneurs are highly optimistic. It is almost impossible to depress them. In addition, we know they are determined. Optimism on its own doesn’t predict success until it’s connected to unusual determination. Those two are the make it or break it combinations. There is also a fierce passion for independence.

So, what does it mean to be innovative? A lot is being said about the need for innovation, risk taking along with the suggestion to build culture of innovators. I think this is critical but the first step is ensuring the business model and the proper customer focus exists; hence great entrepreneurs and execution then develop for innovative risk taking.

Clients are holding out for HR leaders who “get it” – they see the connection at the senior leader level and insist on someone who can interpret financials, as well as translate them into a people plan that everyone can get behind. They place a huge value on HR leaders who build team and capability. That is a great sign for all of us.

Assessment of candidates is also changing – there are more simulations, prepared behavioral interview questions, use of panels and deep dives into culture fit. Some assessments focus on strengths and others on cognitive ability. Be prepared for intense discussions with a prospective client even though many needs are “urgent.”
Best in class organizations are getting better at engaging talent. Now, let’s see if we can take a short and long view on this issue for this shortage of critical skill is here to stay.

A recent blog in Harvard Business Review from a McKinsey consultant effectively outlines what you can do to make the right “Yes” decision. He gets it right, make sure you know what you will be learning in this role. Require a discussion about the accomplishments that are expected in the first year. Are you sure what resources, coaching and support you will have to be successful. We just don’t see candidates asking about this.

I know part of our role as consultants in talent acquisition is to prepare managers to answer these questions. We may harp on those that are too vague and want more about how this person will have impact. This is crucial work. Our candidates are not shy to ask and it is our job to have all that figured out. If we don’t, they may slip away to another possibility.

Bill George writes a great blog at Harvard Business Review on the need for developing global leaders at all levels.  He  emphasizes the importance of values and collaborative skills for leadership.  Read HBR blog on developing global leadership.

Take the time to meet students, learn of their interests and transferable skills. They will impress you!

It begs the question, “Do you feel like you are running at light speed literally through your day, week or month” and wonder if you are accomplishing what matters most to you?  The miniature cars speed through twists and turns.  It mirrors our own flight from one place to another whether you are on the freeway or not.  I attended a great webinar this week where Harry Kraemer, former CEO of Baxter and current Professor at Northwestern’s Kellogg School, spoke of living our values honestly.  He suggested that every day, we ask ourselves, “What did I accomplish?” and “What am I proud of?”  He asks that of himself every day along with, “If I were to live this day over, what would I do differently?”

I love that reflection exercise to put perspective on this accelerating, email driven work world we are in. Read his book, “From Values to Action”  and also visit LACMA – great inspiration for the soul.

We have been discussing the HR business partner and client relationship for years.  Understanding the business and helping the client solve for their business challenges takes the HR professional to a relationship level that is critical for achieving a shared “people” plan.  The same  holds true for Recruiters.  We don’t see the investment in teaching Recruiters this skill.

I see more invested in sourcing and developing new channels in finding talent, but little invested in the most precious and highest return on effort element, which is teaching Recruiters about the client partner relationship.  Katherine Moody, my colleague of many years,  has written a thoughtful summary of the challenges and what gets in the way of great client or “talent advising” when recruiting for top talent.  Read this and ask yourself :

Do hiring managers ask for your advice?

Do they respond promptly to your requests for information?

Can you deliver “bad news” without having to resort to a push back stance?

Do  you have the tools and time as a Recruiter to be a “strategic advisor?”

Read this ebook summary and we hope it generates discussion and ideas for development.  The Recruiting challenges of finding top talent will only increase in the coming year – be ready!

Clients are still quite demanding “ideal” candidate requirements.  I admire clarity.  However, it is our job as Talent Advisors to help our managers understand the market, and challenge assumptions about how much experience is really needed vs. culture fit and learning ability.  I just read “the Zappos Experience” by Joseph Michelli and love the focus on core values.  Even after someone is hired there, if in the onboarding experience they see a disconnect between their values and those of Zappos, they invite that person to leave.

As Talent Advisors, let’s help our hiring managers define values and requirements.  Screen for both and assess capacity for change and learning.  These are powerful criteria for success in today’s changing and chaotic environments.

My colleague, Katherine Moody has written a very insightful ebook on Recruiter as Strategic Advisor.  It will be on our site soon but if you would like it to be sent, please let me know.  Time for all of us to step up to strategic consulting with our hiring managers in a time when the demand for top talent is growing.

1.) Working on things that don’t matter – Ask yourself if this work effort is producing a result that you and your company values.  If it does not matter and it falls into the category of “we always do it this way” then re-evaluate and ask thoughtful questions.

2.) Mindless networking – Are you adding up contacts in your social network without thinking about why? Or what value you might give to this connection.

3.) Falling into a “Get” mindset – Try to approach each interaction with a sense of generous giving and helping vs. getting something.  Rather than saying, “I need this from you”  try out “how can I help you?” and then see ways you can learn from each other.

Have a fabulous launch in 2012 and wishing you all continued success and learning.

We are so used to creating a job posting that lists lots of requirements and what the company needs from this person.  It is so rare to see the other, “how can we support you in getting what you need in your career.”  This team was open to the concept and we actually created some great authentic stories about what their candidate may get to do and learn if they join them.  Congratulations to this team and huge kudos to the HR leader who sees that this must be led by managers.  They know the value they are offering!  It takes a little bit to move that from their head to their heart and then share it, but it moves them to a better place for sure.