PinnacleAT THE

The Pinnacle Society / Recognizing Excellence in Recruiting / Fall 2011

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Pinnacle in Jamaica Spring 2011

Page 6

Kathleen Kurke

From the President

Successful Strategies Behind the Money page 3

As we convene in Vegas, the winds of change are still blowing around us. Will the stock mar-ket fly up or tumble down? Will consum-er confidence shake, rattle or roll? Will our clients continue

to realize that top talent is still the way out of challenging times, or will they freeze out of fear? We don’t know. To where or to whom should we turn for guidance? Maybe the Magic 8 Ball, our childhood Ouja Board, or our daily horo-scope. Or, since we’re in Vegas, perhaps we just roll the dice. If we rely on those decision making tools, we are likely to be in trouble. If our clients or candidates rely on those same decision making tools, we are in BIG trouble. I propose that we each need a “Life Committee.” I first heard about the Life Committee concept from a candidate-turned-client-turned friend who was making a signifi-cant life change choice. Not trusting his own state of mind as he was considering the change, he started asking others for ad-vice: his trusted advisors; people to whom he felt he could turn to share his questions and his troubles, all of whom were willing to share their point of view on his dilemma,

Do YOU have a Life Committee? I’ve known Danny for 24 years, ever since he

took over at Hobson Associates. I met him on the training circuit, when the biggest name in

training was Tony Byrne. Tony trained me. When-ever he was close to Connecticut, I went to see him. We were friends. he was my mentor. Tony was a fantastic trainer. He captured in-formation from all over the country, and eventually the world, and brought it to me. He would gather ideas and concepts from many recruiters, owners and managers. Then, he would deliver the informa-tion in his special way, to everyone. He was able to bring training that no one else could match. Others couldn’t duplicate him because no one was willing to make the sacrifices he was making. No one was willing to put in the travel time that made Tony such an icon in the training business. No one else could become such a visionary unless he really saw what Tony had seen. No one . . . Well, there was one, and only one—Danny Ca-hill. Danny has not only taken on Tony’s legendary role, but he put it on steroids. He has become a legend, too, a guru, an icon in our industry. Tony was a founding

Appreciating Danny Cahill

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A Legend

PinnacleTHE

Fall 2011

S O C I E T Y

2

Our PurposeThe Pinnacle Society was estab-lished to honor high volume producers in the Personnel Contingency and Retainer Placement employment ser-vices industries. It provides an educational forum through which members share informa-tion and ideas.

PresidentKATHLEEN KURKE

Starbridge Group, Inc.(703) 691-3900 x 202

Vice President & Membership Chair BRIAN WRIGHT, CPC

Executive Leadership Solutions, Inc.(800) 485-9726 x 200

SecretarySTACY ETHUN

Park Avenue Group, Inc.(407) 629-2424

TreasurerJIM ASHWORTH

Marshall Career Services, Inc.(817) 737-2645

TechnologyDAVE STAATS, CPC, CSP

SearchPartner(615) 312-8210

NewsletterKEVIN SAN JUAN, CPC

Advanced Medical Resources(800) 393-2674 x 227

Hospitality ChairGAIL KAPLANKaplan & Jass

(617) 422-5678 x 224

PR ChairDANNY SARCH

Leitner Sarch Consultants, Ltd.(914) 682-4000 x 11

Charity and CPC, CEU ChairCLIFF MIRAS

Cornerstone Search Group (973) 656-0220

Do YOU have a Life Committee? Continued from page 1

to help guide him though this life change choice he was considering. I was fascinated as I listened to my friend describe his Life Committee. I was fascinated and I was filled with admiration. Fascinated because I suspect that everybody, clients and candidates included, have some version of a Life Committee to whom they turn when making changes or choices. But, mostly, I was filled with admiration because I think it takes incredible bravery and hu-mility to announce to others that you are facing uncertainty and looking for guidance and direction. I asked my friend, known as KB, for more details about his Life Committee, and I’m sharing the details with you because I find it easier to adopt new behaviors when I see them modeled by others. Here is an excerpt from my conversation.

KTK (Me): How did your concept of “Life Committee” come about?KB: I’ve always been an extroverted person, and found a lot of energy and inspiration from bouncing ideas off other people. That’s why I had always valued the Advisory Board for my business. Even when I didn’t like their feedback, it served as helpful food for thought, and often contributed to me being able to make better business decisions down the road. When I was faced with making a significant personal life decision, it just hap-pened by accident. I thought I trusted my instincts in making this choice, but I wasn’t sure. So, I reached out to others in my inner circle.

KTK (Me): And, how did the “Life Committee” actually work? KB: The Committee wasn’t anything formal. I’m not even sure people knew they were on it. But, as I was thinking about making the choice I did, and for the first six months after-ward, I made sure I called at least one person every day. Partly to spread it out so I didn’t burden any one person with having to listen to me talk about my fears and uncertainties. Yet, I also came to appreciate the various points of view I heard from different people.

KTK (Me): What were the upsides of having your Life Committee?KB: I heard lots of different points of view on the decision I was considering, and some of them hadn’t occurred to me. I got validation on some points I had already considered. But mostly, I got reassurance that others had struggled with similar choices.

KTK (Me): Is there a downside to having a Life Committee?”KB: Well, it made it harder to hide from anybody when I got tired of talking about it, but I just had to tell them that. And, sometimes folks felt a lot of ownership of the advice they had shared, and they developed an attitude when I moved in a different direction. But, I can live with that.

KTK (Me) How did you ask for the input you were looking for?KB: I was honest with people. I told people I was looking for a sounding board. That I wondered if they could see blind spots in my thinking that I was missing. I asked what they had done or considered, or wished they had done or considered, in similar situations. I asked questions that I might ask a mentor in a workplace setting, but I was asking about a personal situation.

When my friend understood the similarity between his personal situation and the many work-place situations that our candidates and clients regularly face, I knew that there was applicability to what we do in the challenge that my friend had faced. I’m betting that ALL of our clients and candidates have their own version of a Life Com-mittee to whom they turn when considering a job change or a new hire. They may call it something different, but the decisions we ask clients and candidates to make every day are never made in isola-tion. Their Life Committee might include an unknown blogger, a gym buddy, a work colleague or the daily newsreel. Perhaps it’s time we built the concept of a Life Committee into our conversations with clients and candidates so we can be a part of the Committee instead of feeling victim to it. Think about it. Do YOU have a Life Committee to whom you can turn when you’re thinking about making an important life change or life choice? Should you? Are there potential members of your Life Committee sitting with you here in Vegas at the Pinnacle meeting? The winds of change will continue to blow around us, so we may as well enjoy good company. Or, a good Committee.

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Members reveal:

Successful Strategies Behind the Money

KevinSanJuanEditor

AtThePinnacle

Although I can’t point to a singular “most successful” move I made during the past year, 2011 has been one of special focus on developing a high quality “personal brand.” While I concentrated in 2010 on getting my feet under me—I founded my company in late 2009—my main concern this year has been to do everything better, to pay close attention to details, and to meet client needs at all levels. The results have been positive. For example: One of my most successful retail clients does not focus primarily on the sales goal, but has, rather, adopted a strategy of making sure that all the pieces of a successful sale are in place first. He believes that if you have a great product and provide an amazing client-focused environment, sales will follow. Given that I work in the unique luxury retail space, I have emulated that strategy and achieved client loyalty. By taking the time to know my clients’ needs beyond the job description, by providing well-prepped candidates who meet those needs, and by following up on the details throughout the process, the numbers follow. The fact that this same retail client has allowed me to participate in his annual company managers’ meeting is a testament to the fact that I have become part of the “family,” and that our relationship can withstand the inevitable changes in leadership that pervade our industry. I am often told that our company is “different” in the world of retail recruiters, and I pride myself on that difference: We do everything with a view toward building long-term value in that client relationship. Our new-client development remains largely a matter of referral, so this philosophy seems to be working.

“We’re Developing a High Quality Personal Brand”Rob Bowerman

Rob Bowerman The Bowerman Group

430 West Falmouth Hwy Falmouth, MA 02540

508-540-7414 rob@bowermangroup.com

Historically, I haven’t been the most successful person in the area of hiring. In fact, I’ve given up on using most of the predictive tools and tests out there. It seems that I have no way to predetermine whether or not someone will do what it takes to be a successful recruiter. I can usually judge whether or not someone has the skills and smarts to do the job—I just can’t tell, in advance, if they will do it. So, this year I deter-mined not to hire search consultants one at a time. I will now hire no fewer than two at once. I think there are several advantages here. The most im-portant involves the time it takes to ramp someone up. It doesn’t take much more total time to train two or three people at the same time than it does to train one. If you’re going to hire four people in a year, for example, hiring two at one time, and then two at another time, is much more efficient and time-saving than making four separate hires, one each quarter. If one of the two catches on and does well, then you’re successful for a single training cycle. This approach also increases your chances of getting the second or third new hire up to speed even quicker thanks to example and friendly competition: if a new hire sees a peer doing the right things and being successful, he or she is apt to try to adopt his colleague’s approach and try to match his achievements. I’m sure my reformed hiring approach is nothing new to our business, but it is to mine, and seems to be working.

“My New Approach to Hiring”Mark Thibodeau

Mark ThibodeauTier One Executive Search

3430 E. Jefferson Ave. Suite 638

Detroit, Michigan 48207 866-850-0001

mark@tieronesearch.com

Successful Strategies Continued on page 8

I asked several Pinnacle members to tell me about the most successful moves they’d made during this past year of recession.

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Spring 2011 Jamaica

VP and Pres

“Busted”

“I’m just resting my

eyes.”

“Be Happy!”

Montego Bay

“I strive evey day to be more seamless and self-serving than I already am.”

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More ›

Spring 2011 Jamaica

VP and Pres

“Laugh, Cliff!”

Montego Bay

“Nice pool!”

“Laugh, Craig!”

A Legend

6

member of The Pinnacle Society and Danny was the builder of the Society. Danny has been our Education Chair for many years, taking over for Tony. Danny has served the Pinnacle Society very well. His contributions are endless, his desire to do more or bring more is remarkable. I have attended countless training sessions led by Danny and he continually surprises me both with information and his delivery of information. I espe-cially remember Savannah—Wow, that was good! I come to Pinnacle meetings to see and hear Danny. This is the biggest draw for me. I am oftentimes so impressed by the way he can bring

Appreciating Danny Cahill Continued from page 1

information, content, things he just knew that I wanted to hear. And he does this over and over. It’s as if he has a crystal ball. But what he really has is a gift given to him by a higher being, higher than Tony Byrne. I don’t expect I will have the opportunity of training under anyone else as impressive as Danny. I will be sure to attend his training whenever he comes close. The Pinnacle Society is losing a Legend, but we are so fortu-nate to have had a Legend helping and guiding us for so long. We will miss you at our meetings, Danny Cahill, and thanks for the memories. KSJ

Next Conference:St. Louis, April 19–21, 2012

“It’s been a lovely cruise.”

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Successful Moves Continued from page 3

“I Continued ‘Back to Basics’ ” Jeff Vernick

The recession forced me to get back to basics and work harder than ever to secure clients the way I did before the downturn. It took hundreds of cold calls to secure a new client, and when I did, I had to fill the slots against the tremendous competition posed by the glut of candidates on the market. But I did well, well enough to persuade me to maintain this successful recession approach during the recovery, and it continues to make a great difference for me. Actually, I worked even harder this year than during the recession because there has been more activity. It’s the perfect storm that recruiters love—top level candidates who are no longer afraid to change, and a ton of companies ready to go after the market again. Retaining my recession philosophy in a recovery has raised my billings to a new level. I recorded the two largest billing years in company history, and I’ve been awarded consecutive Associate of the Year honors. Time for a Vacation to Vegas!

Jeff Vernick, CPCHobson Associates

1781 Highland Avenue Cheshire, Connecticut 06410

203-439-7792jeffv@hobsonassoc.com“I Bagged The Elephant” Kevin San Juan

It really started about 18 months ago when I analyzed my niche, executive healthcare. I looked at it, and at the trends, contemplating whether to change or stay with it. I wasn’t afraid to change industries. I was afraid only that we’d lose revenue as we built a new client base. As I thought further, however, I saw something that would keep me in my niche, a niche I’ve been in since the late 80s. I took a look at the largest players in my niche, hospital systems. My thought was to build a relationship with corporate that could open the door to multiple positions and locations through this one connection, rather than chase each job at a different facility, hoping to make a series of separate contacts and then building separate relationships. I pursued a number of hospiral systems (and walked away from a couple that were work-ing with recruiters at ridiculous fees). After eight months of calling periodically on a particular system, I finally got the call back and an opportunity to “try out” for their vendor list. I now have an average fee with them of 37K, and an exclusive. Thus far, I’ve made nine placements, with seven more still in play, and my biggest fee to date is 70K. I ‘bagged the elephant.’ Kevin M. San Juan, CPC

Advanced Medical Resources, LLC

55 Whiting St. Suite 1-B Plainville, Connecticut 06062

800-393-2674 x 227 kevinsj@advmr.net

“I went Back to Basics, with a Twist” Brian Wright

Brian Wright, CPC Executive Leadership

Solutions, Inc. 12331 Towne Lake Drive

Suites 11 & 12 Ft. Myers, Florida 33913 800-485-9726 ext 200brianw@team-els.com

I focused on what I considered to be my “Most Placeable Candidates,” meaning that I chose them not so much for their skills—which were apparent—but because of where they’d worked in the past, or where they were working when I found them. Let me explain. In my industry niche there are eight major players—not the biggest, but widely considered the crème de la crème. They’re respected as the best operators and the best marketers, and all have great cultures. So, candidates with good experience, no matter what their specialty, are highly sought after. What I did was to find an executive in one of these elite companies and then market the candidate to an up-and-coming company that I thought would be the right fit, culturally. Otherwise, my m.o. is standard. I’d call into a company—among other things, ‘back to basics’ meant a tremendous number of calls—and leave a voice mail like: “Hi, this is Brian Wright of Executive Leadership Solutions. Look, I’ve got a candidate who’s spent ten years with [such and such] company in an executive position. He’s an empty nester, easily re-locatable, and his salary is in the one-fifty range. Please give me a call at 800-485-9726 ext 200 if you’re interested in this IT professional.” That was the extent of the voicemail. And I would get a ton of emails or call-backs asking about that can-didate. Six of my last ten placements were from these MPC’s, and I didn’t have to search for them. An added plus was I received a ton of calls in which the client would say, for example, “We don’t need an IT person; however, would you start a search for a gasoline trader for us?” The difference was focusing on candidates with experience from “most admired companies” versus marketing candidates with past skills and educa-tion that are generally found to be attractive. The simple fact was that I caught the attention of presidents and CEOs with these voice mails, and I believe it was simply because I shared that I was representing a candidate with experience from one of these highly respected competitors.