Stupid Meetings

I’m not a stupid man.

But this is what I did during the first few weeks of my career, in a client meeting.

My manager told me that because I couldn’t get through to a hiring manager, I should drop by their reception and ask for him by name.

So, I did.

I was surprised when he came to reception with a puzzled look on his face.

I handed him a brochure and said:

“We just wanted to let you know that we are serious about recruitment.”

He thanked me, and I left the building.

I HAD ABSOLUTELY NO IDEA WHAT TO DO NEXT.

Later, when I had my own team, this is how I trained my staff to handle client meetings:

• In-depth training on skillfully uncovering issues caused by current recruitment providers

• We practiced role-play repeatedly to build confidence and skill

• Dummy client meetings were recorded so recruiters could watch and critique themselves

• Each recruiter had to attend three or four meetings with a manager before going on their own

• I took recruiters to client social meetings after work to help them learn better questioning, timing, and occasionally, a bit of humour

• I taught recruiters how to close for commitment to the next vacancy, even when a client was not hiring at the moment

• They were trained to uncover hidden or occasional vacancies when clients said, “I am not hiring right now.”

Client meetings are an absolute GOLDMINE for new business.

I ended up going to at least 20 business development meetings a month myself.

What kind of client meeting training do you provide to your recruiters? And how do you hold them accountable?

So, no – I wasn’t stupid.

I just wasn’t trained.