Daniel Sullivan

Recruiters get people for jobs, not jobs for people. Your goal in meeting a recruiter - we are talking about human interaction here - not text or email - is to convey two kinds of information, to help the recruiter keep you in mind for roles as they open. Tangibles: What skills do your currently possess, or occasionally, what are you working to acquire -Cert, bootcamps, workshops etc. Domains: technical, market sector, geographical Requirements: money, travel, WFH?, workstyle, etc. Give them what they need to do their job accurately Intangibles: Recruiters and agencies put their names above yours in resumes. The hiring firm's experience in dealing Be reliable, professional, keep commitments (no matter how small they seem to you)

Hiring firms benefit from the accumulated effort of the recruiting firm. We are constantly working with available and trusted candidates in the specialities you are recruiting for. Agencies will almost always have a running start on just about any search you are conducting - because we work with your direct industry competitors - as well as other firms hiring the same people. Especially for management or leadership searches that require a tight fit, discretion and speed, an agency recruiter will tap a network of people they KNOW - as in have spoken to, met in person, worked with as a candidate, hiring manager or referrer. In-house people may be able to find candidate profiles but have limited knowledge or engagement with candidates.

Hiring Managers love to hire "Needle-Movers". High-performance, low-maintenance people who find ways - large and small - to attain goals, improve quality and find savings or drive revenue. Area of Improvement Starting State - Problem/Goal Discovery Solution Design Solution implementation Team Enablement (crack that whip!) Target State Bring the Metrics!

Delegation to me (as a business owner with a focus issue!) means you are the QB, Point Guard or Playmaking Midfielder for the team around you, managing workflow, time, resources, attention and energy - NOT only your own. I am not by DNA a "process guy" but I need to know what needs my time, resources, attention and energy -- and what does not. Otherwise I get bogged down quickly and priorities & productivity are sacrificed. DO that enough times and whoosh! where did the day/week/month go? Do it yourself Trust, Train, Empower and measure/manage... others with those tasks, projects and responsibilities. In my own case, usually well BEFORE I am 100% comfortable with letting go. Or I never will. SHOW YOUR WORK!

Interviewers can ascertain your skills, experience and basic suitability for most roles fairly quickly. What sets apart the best managers are the ones that succeed in getting you to talk about your story, with you as a player but not THE player. They need to hear that you are modest AND confident enough to ask for help, give help, be a teammate, listen more than you talk, overcome obstacles, deal with demanding clients, etc. If the interviewer knows those things about you from a story you tell ("a Case study of you") then they can be more confident you'll succeed in their context. Employers fear a "great candidate, bad hire" scenario. It usually comes down to being a "High Performance, Low Maintenance" team member.

Repetition, Repetition, Repetition. I've been a recruiter a long time. You can script many of the types of calls we do. Eventually you can call upon it with increasing skill. Indeed, "throwing away the script" is a goal early on. Playing scales, arpeggios, etudes sharpen the musician's mechanical production of sound. Rehearsing with bandmates gets you ready for the performance. Live gigs raises the stakes and drills you to focus and manage your adrenaline. Live exercises like Role-Playing with managers & peers - both experienced and less-experienced - accelerated my fluency and fluidity on the phone The goal is to have an entire repertoire and vocabulary you can play from and reproduce in any situation.