the psychology of killer negotiations · meeting, week 1: “the psychology of killer...

The Psychology of Killer Negotiations

Presenter: Neil Lebovits – Founder, The Dynamic Sale Neil Lebovits, industry guru and executive, is the founder of The Dynamic Sale, a learning, coaching and development company. The Dynamic Sale enables individuals to shatter their performance expectations in the Staffing & Recruiting industry. Neil has done it all: Permanent & Temporary Placement, Sales, Branch Management, Regional Management, COO & President. In this presentation, Neil shares tips for a successful negotiation including building goodwill and rapport, understanding your three targets of a deal, identifying leverage points for the negotiation – all helping you create more win-win agreements and close more business. Meeting, Week 1: “The Psychology of Killer Negotiations” by Neil Lebovits

If you are reviewing this episode with a team and would like to break up the Episode, pause Week 1’s video at 33:36 and go through the role play exercises to implement what Neil discussed. Pick up Week 2 at 33:37 and continue through the end of the Episode. Facilitator: Before we start with our role playing exercise, let’s review some of the effective negotiation techniques that Neil mentioned:

• Stand up when speaking – this will allow us to infuse the conversation with energy which is particularly important when negotiating over the phone.

• Remember to stay calm, and smile in situations where tensions may rise.

• Be deliberate in maintaining a slow pace and rate of speech, and make sure to truly hear what it is that the other party is saying. There is a difference between hearing and listening!

• Finally, ask strong questions designed to have the prospect open up and share insight that will help arm you with information needed throughout the dialogue.

Next, let’s keep in mind what Neil shared as to the principles behind the psychology of an effective negotiation. Select a common situation in which you find yourself frequently negotiating, and write that down on your paper. It could be fee arrangements, contractual issues, compensation issues – whatever is most common for you to encounter. Now, take your negotiation scenario and think through:

• If you were going to first clarify and make sure that you are dealing with a true negotiation instead of an objection, how would you do that using a hypothetical? Neil’s example: “Hypothetically speaking, let’s say I was willing to reduce my fee, how open would you then be to working with me?” How would you clarify your specific negotiation scenario?

• Next, imagine your scenario from three different outcomes. How would you define your ideal situation, your negotiation goal, and your walk-away point? Ideal Situation: Negotiation Goal Walk-Away Point:

• Finally, let’s think through the client or candidates next best alternative. In the

negotiation scenario you have selected, what is the backup plan for the prospect? If you walk away, where do they go next?

Now, let’s role play each scenario. One team member will act as the recruiter (the one originating the negotiation subject), one team member will act as the client/candidate, and the rest will act as observers that will share feedback of what to keep and what to consider changing. Keep in mind the rules Neil shared – including the need to reject an initial offer regardless of if it is acceptable, the need to ask for something in return or as leverage, and the need to maintain “goodwill bartering chips”. Use the remainder of the meeting time to role play each scenario, provide feedback, and script any necessary responses to implement on upcoming negotiation calls with prospects. Meeting, Week 2: “The Psychology of Killer Negotiations” by Neil Lebovits

Pick up Week 2 at 33:37 in the video and continue through the end of the Episode. (Facilitator): Neil starts with a reminder of one of the greatest techniques in negotiations and closing conversations, which is answering a question with a question. At times, recruiters can be eager spout out an answer or a solution in the interest of proving how much you know or how much you can be trusted. Answering a question with a question can not only provide significant insight, but will help you narrow down to the real resistance or issue. The bottom line is that answering a question with a question allows you to redirect the conversation and stay in control of the information being shared and discussed. In Neil’s example, he responds with “How did you come up with this number? What’s the source?” This small redirect can change the entire outcome of the negotiation.

Neil poses an interesting question worth discussion – in a fee negotiation scenario (to use as an example), what are the circumstances that would justify accepting terms below your “floor”? Neil shares a list of examples of things that could be leveraged to justify such a situation. If you were considering working for a low fee/below your lowest amount, what are the circumstances that would justify that acceptance?

• Future business • Guaranteed number of sendouts • Guaranteed interview slots • Guaranteed start/one call fill • Employer in office interviews • Exclusive • Semi-exclusive (head start) • Exclusive on NEXT deal • Conversion fees • Length of assignment • Direct sendouts (ie no resumes) • Perm business if this is temp (Temp if this is perm) • Payment/deal terms • New contacts • Live presentation assured with additional hiring manager

(Facilitator): The majority of our time spent in implementation today will revolve around what Neil covered in the final pieces of his presentation. Decisions are never made solely based on price, and it is imperative that we know the distinctive answers to the following questions as we approach any negotiation. Let’s think through the following areas: Why are we different? What is our elevator pitch?

How do we measurably define our niche?

How do we (or how should we) use testimonials/references that address our capabilities and track record? What are our other key points of difference?

Candidate Decision Making

Presenter: Kent Burns, President of Simply Driven Executive Search, a member of the Sanford Rose Associates® Network of Companies

Kent Burns leads Simply Driven Executive Search, a member of the Sanford Rose Associates network of offices. He specializes in delivering high-calibre talent in the areas of Finance/Accounting and Engineering. For over eight years, Kent was a Partner and perennial top producer within a global network of recruiters. In 2003, he was the Top-Producing Individual Account Executive, outperforming approximately 3,500 recruiters worldwide. Prior to entering the search industry, Kent was a CPA with two Big Four firms as well as a corporate Controller and Chief Financial Officer.

He is the author of What's Your Why? and The Why Guide to Your First Job - College Edition. He has been featured in publications such as Fast Company, Forbes, CFO Magazine, HR Magazine, The Journal of Accountancy, The Boston Globe, Reuters, The Houston Chronicle, The Indianapolis Business Journal and the St. Louis Post-Dispatch. In this presentation, Kent shares Simply Driven’s best practices for managing a candidate’s decision-making process to accept your offer.

Meeting: “Candidate Decision Making” by Kent Burns

If you are reviewing this episode with a team, watch the entire Episode and ask your group for their key takeaways and insights. Review the following below to fill in the gaps.

(Facilitator): Much training related to the search and placement process revolves around effective recruiting techniques, overcoming resistance, securing new clients, and negotiation. How much training exists on how to truly consult with candidates and clients throughout the decision-making process! Not much – until now! Let’s take some time to go through each of the areas Kent covered.

Discussion Point #1: This is a decision-making process, not an event. Instead of the candidate subconsciously taking this decision seriously only when an offer is in hand, weave in questions throughout the entire process. Below are a few to get started; what others could you add?

• “What new things have surfaced since we last spoke? What opportunities, or conversations, have appeared?”

• “How did you end the interview – how did they leave it with you in terms of next steps? What was the timeframe?”

• “Who else would you want to meet with (within the company) that you haven’t yet had the chance to meet with?”

• “Besides compensation, what else is important to you in this decision that we haven’t yet talked about?”

• “This is more than likely a (quick, 30 day, 60 day) process – what else is going on personally or professionally that will possibly present a problem during that time?”

• “Who else do you feel needs to get involved with this decision? Spouse?”

• “If the company called me up and said “we want to hire you”, what questions need to be answered in order for you to say “yes”?”

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Discussion Point #2: Always assume an offer is coming. There is a fine line to balance between a candidate’s ego being inflated and taking the assumptive route, but we can walk that line delicately.

To keep the ego in check:

• “Did they give you any indication of how you compared with other candidates they were considering?”

• “How did they express their interest in you?”

• “Were there any areas of the interview that you felt you could have covered better, or any subjects that you don’t feel you were able to convey your skills and abilities in sufficient detail?”

• “Are there any important capabilities or experiences that you have that you, in hindsight, think are important areas that should be covered with the client?”

• “Do you think they have any concerns? In other words, no fit is ever 100% perfect – what possible hesitations do you think the hiring manager may have?”

• “In your opinion, and so I can reiterate with the client when I speak with him/her, think about what you now know they are looking for in their next hire. Why do you think you are the best one for the role?”

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To pre-close on offer and acceptance:

“Okay, before I go do what I do best, let me leave you with one request. I’m going to call you back, and between now and when I do, I want you to be thinking about this offer that you’ve just crafted for yourself. When I call you back, I will either share with you that the client has opted to move forward with others and that an acceptable offer couldn’t be made, or I will share with you that the job is yours, we got you at or above what you were needing, and congratulations and job well done!

Between now when we hang up the phone, and when I call you back, I want you to pretend that the actual offer is in front of you. Talk to your family, talk to yourself, talk to your mentor, talk to your accountant, go through whatever steps you feel you need to go through to be ready to accept when I call you back. I know that you will need time to

think, but what I’m asking is that you use this time as that time. When I get off the phone with (hiring manager), he’s going to be excited to hear from you, and he will become less excited and less confident in his decision to hire you if hours or days or a week goes by. Does that sound fair?”

Discussion Point #3: Kent raises a great point, which is that a candidate’s career impacts his or her life in three primary buckets – personal, professional and financial. How can you help a candidate determine at the beginning of the process what is critically important for each of those buckets, before they get emotionally invested in the perceived gravity of a decision of switching organizations? What questions can you ask, in addition to those below?

Personal:

• How satisfied are you with your balance in life? Why?

• How much vacation time do you receive? Do you take all of it each year? If you don’t, why?

• How many hours a week do you have to work to get your job done well? How could that improve?

• Where are you from originally? Do your parents still live there? Where is your spouse from? Would you consider, or have you ever talked about, relocating back to any of those areas?

• At what times, or in what situations, have you had to prioritize work over family? Why?

• When you come home at the end of the day, do you feel charged up from the day and excited to see your family, or pretty drained and exhausted from the craziness of your day? How could that improve?

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Professional:

• No matter if you’ve been there a year or 20 years, the company today is different than when you started, would you agree? How has your firm changed since you started?

• Think about those things that initially attracted you to the organization – what were they? Have any of the things that brought you there, changed over the years?

• Knowing what you know now, having worked there for (# of) years, let’s just say that tomorrow you were unemployed. Would you reapply? Would it be the ONLY place you would apply, or would you also consider other opportunities? Why?

• When people leave your company, what are the reasons?

• What’s a 7 that could be a 10? Every company does certain things well, but what is good that could be even better?

• When you are venting to your spouse after work, or to your peers at happy hour, what are you typically frustrated with? Are there reoccurring vents that never seem to change?

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Financial:

• When is your next review? When was your last review? How satisfied were you with the feedback and promotions that happened at that time?

• How do you feel about your financial progress to date? Are you where you thought you would be?

• How are you financially limited? How could a new position or company potentially help you overcome those limitations?

• Would you be open to considering opportunities that might prepare you to move up faster than you are currently positioned?

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Discussion Point #4: The counteroffer. The emotional rollercoaster of all rollercoasters – for all involved! Take the script below and modify however needed; this is not the time to “wing” your discussion and the script below covers all bases of financial, emotional, and “best week ever” counteroffers. As Kent said, changing jobs is a big decision. It demands an intentional approach – be intentional! Have a process – you owe it to your candidates and to your clients.

“When you go in and resign, you are going to receive a counteroffer. You are a good candidate and they are going to be scrambling to find someone who can do what you’ve done. What I want to share with you are simply the three things to expect in that situation and why to expect them. The decision is always yours as to how to handle the extension of a counteroffer, but I want to make sure it’s an educated decision.

There are three types of counteroffers that you will receive, and the first one is probably the one you are envisioning – it’s a financial counteroffer. What happens 10 seconds after what you’ve said to your boss has now sunk in, and I’ll tell you exactly what he’s thinking while he’s nodding and listening to you talk about how much you appreciate the opportunity and hope he respects your decision. He’s thinking ‘how fast and how am I going to be able to backfill her position, are others going to doubt their opportunity here too and follow, is this going to put additional work on my plate – I hope not because I’m overloaded as it is…let me think of what I can do to salvage this.’ And what’s the easiest and quickest solution? Money.

The first question that’s always asked is ‘how much are they paying you.’ If you share with him that number, it’s guaranteed that he will match or exceed it. If you don’t want to stay at the company, which you’ve told me you don’t, then I would suggest not sharing with him your offer – but here’s why. He exceeds the offer – and you still turn it down. Uncomfortable for you, and irritating for him. He is going to continue to find a solution, of which there is none – based on what you’ve shared with me. So quite simply, it will just be less uncomfortable for you if you don’t disclose your offer.

The second amount that will be calculated, after you turn the first one down, should be an amount significantly higher than the amount it will cost them to backfill your position.

So you are making $80,000 right now, and the offer is for $90,000, which means that they will not be able to hire someone to fill your role from a competitor unless they make that kind of offer. So $10,000, plus $30,000 for the fee that they will pay a recruiter, and let’s just leave out the risk of that person not being as good as you or them having to pay to relocate someone in. So, the second number, if it’s not a raise higher than $40,000, they are saving money by having you stay.

Now, if they do offer you $40,000, and again I wouldn’t accept anything less than that – I get that you’ll have a hard time turning that down. I would too.

What I would suggest, if I were you, is to ask the employer to sign a document guaranteeing their employment for at least the next year, and that still entitles you to any scheduled bonuses or raises during that time. The reason I suggest that is because nearly every time a candidate I’ve worked with has stayed, they are gone from the company within a year. Why? Because they are now paying you $120,000 for a job that yesterday they were paying you $80,000 to do.

They have bought themselves time to find a replacement, not have an urgent and critical search that requires a recruiter, and eventually find someone who is your backup – all while having you still perform in your role and have no downtime. They also don’t get a bonus that year – because the company claims it was rolled in to the amount they got when trying to resign. So to cover yourself from that situation, it would be wise to not accept that $40,000 unless there is an employment contract attached to it. Even if you do, it may not help the stigma of your future loyalty being suspect and them feeling backed into a corner.

So the financial counteroffer is the one that most anticipate, and for good reason. I want to share with you the second counteroffer you’ll receive – and it’s possibly even more difficult than the first – which is the emotional counteroffer. What this will sound like is ‘I’m so surprised, I thought you were happy here, how could you leave your team right now, they are relying on you, I just had you and your wife over for dinner recently, I would have never thought you’d do this, the project you are working on will crumble’…and so on.

Here’s why this is so tough – because you’ve built relationships with these individuals, and nothing should take away from that. However, the true friends that you’ve made there will be friends with you outside of the walls of (company), and they would want what was best for you, no matter the situation. The president of your organization is running a business, and I’m sure he’s had to let people go or lay people off in the past and hated doing it – but he had to because it was in the best interest of the company. No different than your career – if you hold on to where you are because of not wanting to feel bad, your career will nosedive just like the company would if they went bankrupt because they never wanted to lay people off and feel bad about it. There is never, ever going to be a good time to leave – if there was, and you were sitting around with nothing to do, you’d probably be let go anyways!

That being said, you’ve seen other people resign in the past, and I’m sure it’s surprising how quickly someone else is up and running in that spot. Your boss is paid to solve problems – and hiring your replacement is part of what he’s paid for. It doesn’t mean that the emotional connections you’ve made with people aren’t important – it just means that they shouldn’t govern the direction of your career.”

Here’s the last thing to be prepared for, and it’s what I refer to as the “Best Week Ever”. What it will look like is this – you will go in, you will resign, they’ll tell you that they love you and respect you and will miss you, and they hope that your paths will cross again down the road, and then you walk out of the office thinking you are home free.

What you experience in the next two weeks are the best two weeks that you’ve ever had throughout your entire employment. You magically get moved to a corner office, you get put on your dream project, it’s announced that low and behold, the promotion that wasn’t available to you now is a possibility. People are taking you to lunch, there’s an endless supply of “we’ll miss you” happy hours and parties. It’s employment bliss. So what I want you to be prepared for is the situation where you feel as though things were handled well, but gear up for the magical circumstances that are going to fall into place in the coming days – and know that it’s designed to have you doubt your decision and reconsider. Now, if these next few weeks were actually the norm, you probably would have never been open to looking at other opportunities in the first place.

But it’s not the norm, and I know that you know the honeymoon can’t last forever – and everything will go back to normal in a few weeks or months. But again, be prepared for the best few weeks of employment bliss – on top of the financial and emotional ploys as well.”

Big Biller Secrets

Presenter: Bob Broady, President of BroadReach Search Partners, a member of the Sanford Rose Associates® Network of Companies

Bob Broady is the President of BroadReach Search Partners, a member of the Sanford Rose Associates network and is located in Denver, Colorado. Bob’s teams recruit in healthcare for sales, marketing, service, operations and executive leadership. Bob’s industry background includes over 20 years of experience in positions such as a Major Account Director of Sales, Senior Sales Account Executive, Consulting Services Executive, Product Marketing Director, and Product Manager.

In this big biller presentation, Bob shares his keys to take your game to the next level, including the advanced closing concept he calls “Navigating the Red Zone.” Follow his process and it will help improve your hiring process and make more placements!

Meeting: “Big Biller Secrets” by Bob Broady


(Facilitator): Bob has broken his presentation into two easy-to-process segments; let’s start with some discussion around his first topic, going deep with hiring managers and candidates. For new recruiters, you have likely been handed a great script and some follow-through questions to ask to engage those on the other end of the phone. For veteran recruiters, you may still be using the same types of questions you’ve been asking for years, without giving it much thought. Take a moment to REALLY THINK about why you say what you say! So often, we tend to go on autopilot. Next call comes up on our auto-dialer or our call plan, you’ve got your script, and you go into robot mode and simply go through the motions. Change up the routine of your calls (and the routine of what your hiring managers are hearing) and get reengaged. Bob provides some example questions; add to his list with your own:

Hiring Manager Questions:

• Why is this role open? What happened to the previous person?

• Who will this person interact with in this role?

• What will be the 3 most important measures of success in this role at the end of the first year?

• Where can this role lead, if successful?

• Who are the type of people who thrive under your leadership?

Candidate Questions:

• What is the candidate truly passionate about?

• What type of growth do they desire?

• What do they value in a company/work environment?

• What has shaped their values and character along the way?

(Facilitator): Now let’s break down another critical training subject that Bob covered, and that is how we are structuring our recruiting conversations and the interviewing process. What Bob shared is incredibly valid; most of us have our screening lenses on in the opening minutes of the call, focusing on the “has and gets” of the candidate. Instead (and remind your hiring managers of this as well), the most important facets of the decision-making process revolve around the “do and become” which are sometimes prioritized later in the conversation or process. How are you highlighting the “do and become” and then later filling in the rest?

DO: This is the work the person will actually be doing in the new role; it’s what drives satisfaction, motivation and performance. This includes the people on the team, the importance of the role and person to the company, the impact it can make, and the leadership qualities of the hiring manager.

BECOME: This is what the person hired can expect from an opportunity and growth standpoint if the “doing” is done well. Collectively it represents the future and is at the core of the Employee Value Proposition (EVP): what’s in it for the candidate. Ask your hiring managers: “What’s your EVP?”

HAVE: This is the sum total of the candidate’s experiences, academics, training, skills and competencies. Most job descriptions emphasize these as requirements, and if you don’t have them you’re screened out.

GET: This is what the person hired gets on the first day of a new job – a title, a company, a location, a salary and a benefit plan. Recruiters use these as a secondary screen to filter out candidates who apply, and most top candidates screen themselves in and out based on them as well. But think backwards and begin with the end in mind!

(Facilitator): Let’s move on to what for most of us tends to be the most exciting yet nerve-wracking part of the placement process, the Red Zone! In football, this is when the team is within 20 yards of the goal line and is about to score. For recruiters, this starts to symbolize the end of a long recruiting cycle where one or more candidates are about to go in for their final interview and potentially receive an offer! Remember that this entire process is not just a game of chance – there are many steps that you have taken along the way, and will continue to take, to make sure that you have two parties that have both been attracted, qualified, evaluated, and now ready to take those next steps of partnering together for career and organizational advancement.

Rediscover the Motivation: Whether you are pre-closing in this area to reinforce that this is the right opportunity the candidate initially stated they were looking for, or you are pre-closing in this area to identify any concerns or missing components, below are some questions to ask to dig and dig and dig some more! With some of these questions, with each “no, nothing has changed” it provides reinforcement of the fact that now is still the time to consider this opportunity because the original motivations/limitations/hot buttons are still in place.

• I know when we first spoke, (hot buttons) were the things that were most important for you to consider when making a move. Let’s break down each of those areas since it’s been a while since we started in this process – how has each of those areas changed or evolved over the (timeframe since start)?

• When we first spoke, you were limited (as an example) because of the lack of upward mobility because you and your boss are about the same age. Has that changed at all?

• You were also concerned (as an example) because they were going to be moving their office building to further downtown, which would be an even longer commute. Is this still an expected move?

• You were not going to (as an example) be able to pursue (certain kind of projects) because your company doesn’t have the leadership experience to be awarded those kinds of jobs – has that changed at all in the last few months?

• How does this opportunity compare in each of those motivating areas?

• What does this allow you to do, that you currently don’t have the opportunity to do?

• Compare the company to your current company – what does this new organization allow you to do that you don’t have the opportunity to do currently? Any concerns with the new organization?

• Compare the boss and team to your current boss or team – what are the benefits you can see in working with this new group? Any concerns?

• How does this new position allow you to grow, compared to your current situation? What responsibilities will you be involved in that you aren’t currently? What concerns do you have about the role or expectations?

• What is the anticipated career path in this new role? Where can you be in time, and what happens to promote you along the way? How does that compare to what you had envisioned initially when beginning the interviewing process?

• What other areas do you still need more information? Are there some subjects or questions that could use some clarification or expansion?

Remember the Four P’s of a career move: Bob emphasizes how within BroadReach, their team truly counsels their candidates on making career moves, not job changes. “Job changes” typically focus on compensation as the single-most important factor in the decision; this is of course short-sighted and one-dimensional. Bob’s “4P Career Move Yardstick” helps a candidate truly process the entirety of an opportunity:

• People: Does the candidate understand the strength of the leadership of the firm? Do they know the vision for the company, and what they can learn from aligning themselves with these key individuals?

• Product or Service: Is it unique? Do they have patents or barriers to entry? Are there new products coming in their pipeline?

• Personality (or culture) of the company: How do they walk their talk? Do their values match those of the candidate? Do they promote from within? Is it highly political and there appears to be a lot of turnover? Do they invest in their people?

• Package (compensation): We can remind the candidate that we all have to pay bills and this is important, but if this is their #1 criterion they will likely be looking to make a change again in 6 months.

Crossing the Mental Bridge: Bob brings up a technique that is rarely mentioned by others; a key differentiator for BroadReach (and part of the success of their placement process) includes pre-closing the candidate and sending the candidate the summary, which is then eventually shared with the hiring manager. This is part of why they have a high close rate, and also why their candidates and clients value the role the recruiter plays in this process!

• Discuss the compensation that will work to accept the offer

• Discuss how much transition time they’ll need to give their current employer

• Give the candidate a “preview of coming attractions” by walking them through the offer generation process, how it works, and what to expect

• Begin to get a sense of how difficult it may be for the candidate to resign from their current employer. Frequently, this can be like “leaving family” for an employee who has had a long tenure; provide resignation templates and even role play the resignation conversation with candidates. Some questions to ask:

- For the last several years, you leave your house each morning and let’s say that you’ve turned left out of your driveway. You’ve driven the same route, gone to the same coffee stop, driven through the same dry cleaners, and seen the same receptionist every morning. Have you thought through how it will feel to not turn left out of your driveway in a few weeks, but to turn right (and maybe even out of a new house)? To see a different route to work, to have new habits, and to see a new receptionist each morning?

- Who are you going to hand your resignation letter to? What’s your relationship like with that individual? How do you think they are going to respond? How do you feel about that?

- Who do you envision having your resignation conversation with? How long have you worked directly with him/her? How do you anticipate he/she will react to your decision?

- What upcoming conversations or interactions, in this process, give you the most anxiety?

- How is your team going to respond to your choice to leave? Have you thought through how it is going to feel to not work with them anymore?

- Is there anyone in your department or group that you think will have a particularly hard time with your decision? How do you think you can best prepare for that reaction?

• Keep in mind this final closing technique to avoid the “let me think about it” response if and when you receive an acceptable offer: “Okay, before I go do what I do best, let me leave you with one request. I’m going to call you back, and between now and when I do, I want you to be thinking about this offer that you’ve just crafted for yourself. When I call you back, I will either share with you that the client has opted to move forward with others and that an acceptable offer couldn’t be made, or I will share with you that the job is yours, we got you at or above what you were needing, and congratulations and job well done!

Between now when we hang up the phone, and when I call you back, I want you to pretend that the actual offer is in front of you. Talk to your family, talk to yourself, talk to your mentor, talk to your accountant, go through whatever steps you feel you need to go through to be ready to accept when I call you back. I know that you will need time to think, but what I’m asking is that you use this time as that time. When I get off the phone with (hiring manager), he’s going to be excited to hear from you, and he will become less excited and less confident in his decision to hire you if hours or days or a week goes by. Does that sound fair?”

Three Critical Business Development Principles and the 10 Must-Have Scripts that Produce Results!

Presenter: Jon Bartos, President of trustaff

and Revenue Performance Management (RPM) Jon Bartos is a premier writer, speaker and consultant on all aspects of personal performance, human capital and performance analytics. Jon is one of an elite group of executive recruiters who have billed over $1 million annually. Within a 12-year period he has cashed in over $11 million in personal production. The office has won over 17 international awards in the MRI Network, including International Billing Manager of the Year and Top 10 SC Office. In December of 2012, Jon joined trustaff Management Inc, as President of trustaff Solutions. trustaff is distinguished nationally five times by Inc. Magazine as one of the fastest growing privately held companies in the country. About This Program In this presentation, Jon shares his tactical and immediately implementable program regarding the three critical business development principles and the 10 must-have scripts that produce results! Meeting: “Three Critical Business Development Principles and the 10 Must-Have Scripts that Produce Results!” by Jon Bartos

If you are reviewing this episode with a team, watch the entire Episode and use the suggestions below to further implement Jon’s best practices for effective candidate qualifying and closing.

Facilitator: If quality is everything, it’s important to know where we are first so we know where we want to go. Take a moment to assess the quality of the searches you currently have on your desk, utilizing Jon’s Job Order Matrix on the last page. Understanding the viablility of your current pipeline is essential in order to understand the need and urgency of increasing the quantity of solid search assignments to strive to obtain.

How many “A” level searches do you need to work on at any given moment, in order to achieve

your production goals?

Search #1 Score: Search #1 Rank:







How many additional “A” level searches do you need to secure?

Which “B” level searches do you have the ability to improve to “A”?

accounts, which is essential for any Big Biller. Create your own strategy for spider-webbing individual placements into a network of decision-makers within other areas of the organization as well. If nothing else, referrals from happy clients speak volumes!

NOT A LOT OF TRAFFIC ON THE EXTRA MILE: This is a statement that Nathan Hanks uses in his Big Biller Episode, and it is echoed by Jordan here as well. One of the biggest rules of

Seven Selling Situations Principle: Think about the last 20 new business development calls you have executed. Where do they fall in the selling spectrum below? Create a healthy mix of not just relying on current clients and contacts, but diversify outside of the existing client comfort zone when the outcome from those calls yields few results.

How many calls per month do you want to execute for new business development calls?

Of those calls, how many do you want to have in each of the categories below?

Existing Account, Existing Contact, Existing Niche:

Existing Account, New Contact, Existing Niche:

Existing Account, C-Level Contact, Existing Niche:

New Account, Existing Contact, Existing Niche:

New Account, New Contact, Existing Niche:

New Account, C-Level Contact, Existing Niche:

New Account, New Contact, New Niche:

Selling Situations

Existing Existing Existing

Existing New Existing

Existing “C” Level Existing

New Account Existing Existing

New Account New Contact Existing

New Account “C” Level Existing

New Account New Contact New Market

Account Market/Desk Spec.ContactEasiest

Toughest

Success Rate

1%

95-100%

Insight Principle: What are the three industry publications, websites, or books you read on a weekly basis in order to increase your level of insight into your industry?

Facilitator: Review the approaches and the scripts Jon shared below for successful approaches to business development. Select two that you’d like to either try that you’ve not tried before, or improve upon how you are currently utilizing that approach. At the end of this Guide is room for you to rescript your current approach or tweak what Jon gave as an example for a starting point.

Reference from an Internal Champion

“Joe, It’s Jon Bartos with JSI. How are you?... Good to hear. Joe I have a question for you. How have I done in providing your team with the talent you have been looking for over the last few years?” (You may have to remind your client of who you placed with them.) “I’m glad you’re satisfied with how we are doing. Based on our success with your business unit, I would like to be able to help the other teams in your organization as well. Here is where I need your help. Who else in your organization is looking to hire talent in the next 3 to 6 months?… Tim Brown… in Engineering is bringing on engineers? Great. As a favor, would you mind giving Tim a quick call or dropping him an email to let him know I will be reaching out to him to introduce myself. If you could share with him how your experience has been with my organization that would be fantastic and I certainly would owe you one.”

“Hi Tim, this is Jon Bartos from JSI. I have worked with your organization, specifically with Joe in Marketing over the last few years. He suggested I might want to reach out to you to see if you need help finding talented engineers. I have helped Joe to successfully build his team and I would like to discuss your critical needs you are trying to fill on your team in the next 3 to 6 months…”

C - level Approach (Read Selling to VITO by Anthony Parinello)

Existing Client: “Hi Mr. President, this is Jon Bartos with JSI. We haven’t spoken before, but my organization has helped your company save over $300 million last year. We did this by finding the best talent in the marketplace for your VP of Supply Chain position in Rick Smith. I wanted to reach out to you today to see if there other places on your executive team or in your organization that you could use another superstar like Rick Smith?”

New Client: “Hi Mr. President, this is Jon Bartos with JSI. We haven’t spoken before, but my organization has helped one of your largest competitors save over $300 million last year. This gave them the opportunity to reach a record profit year and achieve their best year in over 25 years. I don’t know if we can do the same for your organization, but I would love to share the details with you and thought it may be worth a five minute conversation.”

Vertical Market Approach - “Insight”

“Hi Mr. Prospect, this is Jon Bartos from JSI. Have you heard of us before? We work with many of your competitors in the industry, focusing specifically on the Mobility Software Marketplace. We have helped organizations such as Syclo and Dexterra grow over 30% per year in revenue and increase profits by over 40% by finding the critical talent they needed to achieve their goals. We have done this because we are niche focused and are in touch with the “A” players in your marketplace on a daily basis. We have relationships with the individuals who are blind to job boards due to performing at high levels for your competitors and not looking for other positions. I don’t know if we could help your organization or not, but thought it may be worth a five minute conversation.”

MPC/”A” Player Approach

“Hi Mr. Prospect, this is Jon Bartos with JSI, we are a firm specializing in finding “A” players for the Mobile Computing Software marketplace. The reason for the call: I was doing a search for one of your competitors (name) and came across one of the top sales reps in your industry, and thought of you.”

Feature – “This killer was the top sales professional at one of your top Mobility Software competitors - producing over $5 million in revenue per year.”

Achievement – “He has personally brought in their top four largest accounts they have today.”

Benefit – “Which means that his next employer will not only get a big producer, a true producer that only knocks down, but also understands the value of what major accounts bring to an organization.”

Close: “Does it make sense for you and this individual to sit down to explore the possibilities? Does Monday or Tuesday work better for you next week?”

Combination Approach

“Hi Mr. Prospect, this is Jon Bartos from JSI. Two reasons for the call. First, have you heard of us before? We work with many of your competitors in the industry focusing on the Mobility Software Marketplace. We have helped organizations such as Syclo and Dexterra grow over 30% per year in revenue and increase profits by over 40% by finding the critical talent they needed to achieve their goals. We have done this because we are in touch with the “A” players in your marketplace on a daily basis. Those are the individuals who are blind to job boards due to performing at high levels for your competitors and not looking for other positions.

Which leads to my second reason for the call…

I was doing a search for one of your competitors (name) and came across one of the top sales reps in the mobility software market, and thought of you.”

Feature – “This killer was the top sales professional at one of your top Mobility Software competitors - producing over $5 million in revenue per year.”

Achievement – “He has personally brought in their top four largest accounts they have today.”

Benefit – “Which means that his next employer will not only get a big producer, a true producer that only knocks down, but also understands the value of what major accounts bring to an organization.”

Close: “Does it make sense for you and this individual to sit down to explore the possibilities? Does Monday or Tuesday work better for you next week?”

Job Posting Approach

“Hi Mr. Prospect, this is Jon Bartos from JSI. We haven’t talked before, but I need your help. Do you have a second? Great! We work with many of your competitors and focus exclusively on (name Industry) Mobility Software. Here’s where I need your help, I had an email sent to me about a position your organization posted for a (Position Name) Mobile Software Systems Engineer. I recently concluded that same search for a competitor and have been working with a few “A” players that may be exactly what you are looking for now. If anything, it could certainly save you a significant amount of time in filling the position. Who would I speak with at your organization to help you fill these openings?”

“I was just trying to call to make your job easier. It’s proven that “A” players can be as much as 10x more effective than a “B” player. As you can imagine most of the “A” players are invisible to your job ads due to fact they are not actively looking, they are happy and knocking the cover off the ball with a competitor. The only real way to get a hold of these Impact players is through real relationships like I have with these individuals. Does it make sense to get a few of these “A” players in the mix and explore the possibilities?”

Flip Reference Check

“Thank you for the time and the reference for “Candidates Name”. One quick question, since we work in the same industry as you do, who would I work with at your organization to help find great talent?”

“How difficult is it for (Organization) to find true “A”Players?”

“How are you finding your talent today?”

“How long does it take you to fill a position?”

“Really, what’s that costing your organization?”

“How are the current recruiting efforts working from your perspective?”

Flip Recruiting Call and Strike a Deal

“I look forward to working with you on your job search and will do everything I can on your behalf to make sure you can be as successful as possible in finding the next step in your career. There is a favor you can do for me since we are working together. I have wanted to work with your organization for quite some time. Who would I need to talk to at your firm to initiate discussions on the possibility of helping them find the talent they need?”

“Let’s do each other a favor. I will look forward to helping you find another opportunity and do whatever I can do to help you be successful in your next career move. In return, I ask that you help me with contacts at your existing organization to help them find the talent they are looking for.”

Getting Exclusivity Approach

Explaining the Real Deal

“Mr Prospect, how many recruiters currently do you have working on your search(es)? … Three recruiting firms…Interesting… Can I share with you what happens in the mind of recruiters when they find out that they’re not working exclusive on a particular search? Recruiters are typically commissioned based and tend to spend their time on the searches that will yield results the fastest. Once a recruiter finds out that they are not the only firm working on a search, it becomes a race. All firms involved rush through a search to find as many candidates that are close fits as possible and send them over as quickly as possible. These candidates are from internal databases as well as job board candidates. You will get an initial run of resumes, but then you will receive none. That’s because all the recruiters are not doing an “active” search on your positions to actually go after the “A” players who are gainfully employed and working for a competitor. They don’t have the time. It’s a race remember. Unfortunately, no quality control and close matching and selling happens due to time constraints. You, the client, end up being the quality control person and not the recruiting firms. That’s a lot of work. The end result is that you get to choose best player out of the poor to average talent you were given, choosing the best of the worst so to speak.”

Sell the Alternate Solution

“My strong suggestion is to let our firm take this search exclusively. This will allow us to directly call in to the marketplace and go after the gainfully employed “A” players, who are overachieving with your competitors. This will also put the quality control back into the search so you are not doing all the work and we can deliver 3-5 of the best players in the marketplace within about three weeks. The big advantage to you is that you get a chance to select the best individual out of the best players in your industry, instead of choosing the best of the potentially the worst. Make sense?”

Question Based Approach (Questions, What IF I, Proof)

“Hi Mr. Prospect, my name is Jon Bartos with JSI. How are you today? Great. Mr. Prospect, we are one of the leading Recruiting Firms in the Mobility Computing space. We have helped these (name three organizations) in your industry build their teams with “A” players to help them achieve their goals. I don’t know if we can help your organization or not, but I would like to ask a couple of questions if you have a minute? Wonderful…”

Ask Questions

“Mr. Prospect… As you may know, Game Changers are individuals at organizations that can make a major positive difference in their organization to help them quickly attain their objectives. How do you find Game Changers at your organization? What methods are you using?”

Additional Questions

“How are your current methods working for you? How long does it take to locate the talent you are bringing to the table? How long does it take you to fill an open position in your area? How do you know for sure you have a Game Changer when you hire one? If you could change one thing about the process you are using, what would it be? What positions do you have now that you could use a few Game Changers in?”

Quantify the Need

“So it takes you about 4 months to fill a position? Who is does the job in the meantime? Really? How much is that costing the organization? What happens if you don’t fill the position – what would that mean to the organization? That’s a lot of time and a lot of money.”

Alternate Solution

“What if I could show you a way to reduce the time to fill each position as well as to reduce that $400,000 profit number that you are losing due to inefficient sourcing and hiring methods. Would that be justification for us to do business? Good.

Here is what we have done for some of your competitors…. (Explain value Proposition – why use you opposed to all alternatives).

I propose we work together this way, to solve your sourcing and hiring problems. (Explain the way to work together to solve their problems.)”

Offer Proof

“Don’t take my word for it, Mr. Prospect. We have worked with ABC organization for the last 12 months. We have brought their hiring time to fill from 3 months to just over 6 weeks – which saved the organization over $250,000 in hard costs not including the soft costs. I would like to give you their number as a reference to call and to verify the results they have experienced.”

Which two business development techniques do you want to revise and implement over the coming month? Reference from an Internal Champion

C - level Approach (Read Selling to VITO by Anthony Parinello)

Vertical Market Approach - “Insight”

MPC/”A” Player Approach

Combination Approach

Job Posting Approach

Flip Reference Check

Flip Recruiting Call and Strike a Deal

Getting Exclusivity Approach

Question Based Approach (Questions, What IF I, Proof)

Your Revised Script for Approach #1:

Your Revised Script for Approach #2:

Big Biller Secrets

Presenter: Ruben Moreno, Founding Partner of Blue Rock Search, a member of the Sanford Rose Associates® Network of Companies

Ruben Moreno is a founding Partner of Blue Rock Search, a member of the Sanford Rose Associates network of offices. After a 20+ year career in Human Resources and Executive Search, Ruben co-founded Blue Rock Search based on a simple but ambitious vision of creating a firm that would “Change Lives and Organizations One Relationship at a Time.”

Prior to founding Blue Rock Search, Ruben spent 10 years in Talent Acquisition and Executive Search. During that time, he built deep relationships within the HR Executive & Total Rewards Leadership communities. During his corporate career, Ruben held multiple senior level HR leadership roles across several well-known Fortune 500 organizations, including Ingersoll-Rand, Nabisco, & Pepsi.

In this big biller presentation, Ruben shares his best tips to build and grow a retained search desk.

Meeting: “Big Biller Secrets” by Ruben Moreno


THE RELATIONSHIP: As Ruben states, YOU have to make the decision INVEST in getting to know candidates and clients. How well do you know your best client? This test can show how they think of you as a vendor – or a partner. If clients want to work with people they like, this simple exercise can shine a spotlight on what you think you know versus what you should know! Answer the following questions as they pertain to your best client – the one that is the primary contributor to your billings and placements:

“Rate your Relationship” Quiz

• Your primary point person - how long have they been working for the client company?

• Do you know their cell phone or home phone number by memory?

• Within $1,000, how much have you billed with that client so far this year?

• Exactly how many candidates have you placed there so far this year?

• The first names of the last 5 people that you placed to work at the company?

• What college or university did your hiring authority graduate from? If they didn’t, do you know if they have any hang-ups or issues with not being a college graduate?

• Is the hiring manager married? Do they have a significant other?

• What’s the spouse’s name?

• Does the hiring manager has children from this, or past, relationships?

• If so, what are the names and ages of the children?

• Where did the hiring manager work immediately prior to this position?

“Rate your Relationship” Quiz (con’t)

• When you go to the hiring manager’s workspace, what’s the single, most noticeable status symbol you see in their office?

• Does your client drink alcohol? Does, or will, your client drink alcohol at lunch?

• Have you ever taken, or do you regularly take, your client out for their birthday or employment anniversary? Do you know what both of those dates are?

• When and where was the last vacation they took? Did they enjoy that vacation?

So how many answers did you get right? 14 or 15 means that your client does not view you as a vendor, but sees you as a collaborative partner and friend that they genuinely like doing business with. They will fight to give you their business, and see you as an integral component for their success. They will enthusiastically write you a letter of reference, they tell others about your service without you asking. This client willingly becomes a champion for your success! Don’t ever take this client for granted; constantly court them for their future business, and thank them regularly for past business! 12 or 13 correct answers means your client views you as a vendor, albeit one they still like and enjoy doing business with. They might even call you first with their business; still, because you have not taken the time or energy to really know them outside of the office, you could be vulnerable if they make contact with another recruiter who does do this. You are so close to locking this one in for the long term; what is the last component necessary to move you up to the highest relationship level? Falling down to 10 or 11 answers means you are purely a vendor; you satisfy a business need, and you probably do it adequately. However, this client does not make referrals on your behalf, probably gives someone else their business first, or possibly even wish someone else completed their business instead of you when you do wrap up a deal with them. You are a business necessity. What are you going to do to upgrade this relationship? When? And 9 or less? You are more than likely viewed as a necessary evil; there is little joy in doing business with you, or this relationship is at the very beginning. You should feel vulnerable, and be looking to make this a closer relationship or find another relationship to replace this one because eventually this one will be lost. If it is a new relationship, do not stop marketing yourself aggressively to this client contact. They don’t feel comfortable with you yet – another client visit is in order – stat! THE PLAN: Ruben offers up some questions you can answer as you look to increase your retained relationships over the next twelve months. Take a moment to put pen to paper and assess the following questions:

1. Who do you really know? (multiple engagements, will take your call, thinks well of you, you can add value for them, etc)

2. When is the last time you spoke to them? (how long? what was it about? details?)

3. What method will you use to engage/re-engage with them? (Email, LinkedIn, phone, ALL, etc)

4. What research will you do before reaching out? (company website, LinkedIn, market intelligence, etc)

5. You are on the phone. Now what? (100% THEM centered call - don't look for the Job Order on the first call)

6. Follow-Up (take notes on the call, details, follow-up email thanking for time, secure updated contact info, leave the door open for ongoing communication, harvesting potential job orders)

7. Self-evaluate how you are executing Steps 1-6; are you just going through the motions or are you “genuinely” interested in the success of your Clients & Candidates?

THE SELL: This acts as a reminder to sell what matters to your clients and candidates! How will you know what matters? Ask, of course! Below are some questions to weave into your search assignment calls; what more would you add?

• How important is it to know that all potential candidates were called about your opportunity?

• What kind of search updates or progress reports do you normally get on a search (this one)? If none, how do you know then how much market has been contacted and that a recruiter is actually working on your assignment?

• Do you know how many people have been contacted about your assignment and why qualified people are not interested? Is that feedback valuable to you?

• Do you know how much time is being spent or is typically spent in a day on your search?

• Do you feel that you would be presented with more viable candidates if candidates knew the name of the company they were being contacted about in the initial call?

• What are the most important indicators for you to see as a means of communicating to you that this search is being thoroughly performed?

• How vital is it that recruiters thoroughly qualify the candidate’s qualifications and interests before presenting them to you?

• Would you be open to reducing your cost through a shared risk model?

Selling effectively to the hiring manager is just one side of the equation; on the other side is the candidate, of course! We need to know what matters to the candidates as well, and Ruben shares some pillars of hot buttons and questions to ask for effective matching:

• Are they happy in their current role? Is the role you have a logical/growth opportunity? Is there a particular element of your job that given what they have said makes it a direct match?

• Are they happy at their current company? What is the culture of the current organization? What are the attributes of your client that would make them appealing? (culture, global, growth rate, industry match, etc)

• Have they rapidly progressed in their current organization? Have they stalled? How does your role logically fit in their career progression? What can you lay out relative to next logical role/timing?

• How are they currently paid relative to market? How does your client’s target compensation package compare?

• Are they happy where they currently live? What are the family dynamics of where they currently live? How does your client's location compare on family impact?

THE EXPECTATIONS: In addition to the standard search assignment questions you may already ask, consider incorporating Ruben’s Intake Call components in order to ensure both sides have a mutual understanding of expectations and next steps:

• When/how will candidates be delivered?

• How will candidate interviews be scheduled?

• Who will handle candidate scheduling & logistics?

• How many rounds of interviews? Who are the interviewers?

• Who, if any, are the additional stakeholders that will be involved throughout the process?

Always Be Closing

Presenter: Michael Pietrack, Owner and Co-Founder of TMAC Direct What does it mean to Always be Closing?

Michael Pietrack is the owner and co-founder of a Pharmaceutical Industry search firm called TMAC Direct. Michael is a true market master, only serving one small segment of the Pharmaceutical Industry. Over his 9 year career, Michael has cash-in over $11.5M, and over the last four years, he has grown his $1.2M solo practice into a $2.6M mega desk. As a result of his success, he is a sought after speaker for both the Recruiting and Pharmaceutical industries. Today Michael is going to explain how to become a more proficient closer. In this presentation, Michael will show you how to turn the interview process into a closing process. He will walk you through the initial call all the way to brokering the offer and share helpful tools and take-aways that is sure to help you close more deals.

Meeting: “Always Be Closing” by Michael Pietrack

If you are reviewing this episode with a team, watch the entire Episode. Use the notes below to implement the best practices provided.

CLAMPS: Let’s start with exploring the CLAMPS model that Michael shared. What questions can you ask in initial exploratory dialogue to get beneath the surface answers and identify pain points? The average recruiter will limit themselves to baseline questions such as “what do you like and what would you change” so take the time to think through how to differentiate yourself by the questions you ask!

Challenge: people leave jobs because their job has grown boring, and on the flip side, people leave because their workload is just too much.

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Location: this can include commute, too much travel, the size of a territory – go beyond the simple and basic “where would you relocate” question!

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Advancement: primary pain in this area occurs when an individual cannot either reach the next level within their current company or they cannot reach it in the timeline that appeals to them.

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Money: a legitimate pain point but not the only one!

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People: this can appear with the relationship with the direct manager, the overall direction of the organization, or a conflict with a peer level co-worker.

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Stability: How secure someone feels day in and day out can be a contributing factor to considering change.

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DEBRIEF: Michael tees up some great questions to ask on the debrief call, keeping in mind that the intent is for the candidate to sell themselves, instead of you! If they say it, they own it and will believe what comes out of their own mouth more than will ever come from yours.

These open-ended questions are designed for the candidate to reinforce to themselves their current circumstances causing them to be open to change; what others would you add?

• Charlie, I know you mentioned that you have really been butting heads with your manager lately about the workflow processes there, what did you think about John’s philosophy?

• Charlie, I know you said that you’re thinking your current employment situation is a bit

unstable and that key executives have been leaving, what was your impression of XYZ’s stability?

• Charlie, I remember you telling me about how your commission is capped but your quota

keeps going up, so what do you think about XYZ’s commission plan?

• Charlie, clearly the product pipeline where you are now is a concern of yours, and it should be, but what do you think about XYZ’s pipeline after talking with John?

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•

These close-ended questions are designed to get the candidate leading down a path of commitment and decision; what others would you add?

• How does this opportunity compare with the others you’re pursuing?

• Were any next steps set up?

• What are your plans to follow up with John?

• Did you get all your questions answered?

• Is there any information that you still need in order to make a decision?

• Do you feel like XYZ is that stable place you’ve been looking for?

• Money aside, Charlie, do you want the job?

•

•

THE ART: Michael is masterful at the continued dialogue to bridge offer and acceptance. Either use his script below to role play how you would handle a similar situation, or modify his scripts to be something you can incorporate into your closing process.

“Charlie, I’m glad you feel like this is the job you want, and though there are some really good people competing with you, I want to assume for a minute that they are going to be moving forward with an offer for you. The first thing they are going to do is call me, and let me know if they want to move forward with you or the other candidate...If it’s you, then we’ll immediately start talking about the details surrounding your offer. Charlie, they expect me to know exactly what you will and will not accept. So, I need to really understand what your expectations are if an offer were to come your way. As I’ve mentioned before, I cannot allow an offer to go out unless I’m certain it will be accepted, in fact, by the time you see an offer, I’ve guaranteed them that you’ll accept it. When we get to the point of their best offer, I have to make a professional recommendation to either extend it to you with a guaranteed YES, or to extend it the other candidate. Does that make sense?”

“I understand Charlie, and I’m not trying to be pushy here or hard-sell you or anything…but this is a small window of time and really our only chance to actually direct them on what to offer you. Let’s not simply react to their offer, allow me to influence the offer you see. For instance, if they were to offer you the exact same base salary as you have now, would you be inclined to accept?”

“Charlie, I’m glad to hear it, but how should I respond if they offer like $145 or something even less like $143? Should I still advise them to extend the offer to you?”

“I understand, Charlie, but remember the whole reason you started interviewing…it wasn’t because you weren’t paid enough. You feel stuck where you are, mired in middle management, with no opportunity to grow in your career. Here XYZ is affording you the advancement opportunity you are looking for, and likely they will increase your pay too. Isn’t that a good deal?”

“Okay, so this is what I understand to be true. You would not accept anything under $140K, but at $140K you would still accept but should really try to push them higher. Anything above $145K is a yes but I should try to get as close as possible to $150K, and anything at $150K or higher is an emphatic yes. So, anything under $140K I should tell them to offer it to candidate #2 and anything above that we have a deal, is that correct?”

“Charlie, you know how I’m paid right? I’m incented to get you the best deal possible, and just like you, I don’t want to leave any money on the table either. I just need to know that when I get to the point where I know it’s their best offer, I need to professionally recommend to either offer it to you or candidate #2. I don’t want to advise them to give someone else an offer you would have accepted, and I certainly don’t want to guarantee you’ll accept something you end up turning down. Rest assured that if you’re the winning candidate, I’ll get the best deal possible for you, okay? Let me worry about the dollars and you focus on how much better of a situation you’ll be in in just a few short weeks. Fair enough?”

the psychology of killer negotiations · meeting, week 1: “the psychology of killer...

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