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6 Steps to High Billing Success
This document outlines a six-step process to improve the performance of underperforming recruiters in a short time frame. It emphasizes the importance of understanding individual motivations, setting clear goals, developing an action plan, and consistently reviewing progress to enhance billing success. Key techniques include creating a supportive environment, identifying and addressing limiting beliefs, and ensuring accountability through structured monitoring.
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6 Steps to High Billing Success
- 1. 6 Step Secretto High Billing Success How to Convert Your Under Performers Into Consistent Billers Within 2 Weeks or Less 0845 3194838 www.centredexcellence.co.uk
- 2. You Will Discover • 6 steps to get your underperformers back on track in 14 days or less • What stops recruiters from performing and what to do about it • How to get results happening consistently without micromanagement • The T…..X system I use • How to remove killer limiBng blocks like fear and procrasBnaBon • How to moBvate an underperformer
- 3. Why do youneed to do this? • Having underperformance -‐ Saps your energy • FrustraBng – Could be doing beHer • Costs you and the business £££££££ • uncomfortable place for the under-‐performers • confidence will be totally knocked and also their moBvaBon • Affects team
- 4. What do Imean by Underperformers?
- 5.
- 6. 1. Work Hard + CommiHed + Lots of AcBon = Lots AcBon + No Results 2. Want it + Lacking Confident/Self Belief + Overwhelm = No AcBon + No Results 3. Speak a Good Game = No AcBon + No Results
- 7. 5 Facts WorthKnowing
- 8. 1. People are doing the best that they can with resources they have 2. People get stuck when the don’t know HOW 3. OZen Consultants won’t tell you what’s REALLY stopping them 4. Already be kicking themselves & confidence low 5. Now is a Bme to Tell & Direct not Sell…
- 9. What Stops Peoplefrom Reaching their Potential?
- 10. 1. Our MoBvaBon 2. Our Beliefs 3. Our Ability 3. Our Fears
- 11. Results Environment Skills & Abilities Beliefs Values Senseof Identity Behaviours
- 12. “Problems can’t be solved at the same level of awareness that created them.” Einstein
- 13. 1. The Problem, Challenge or LimitaBon will Fall at one of these Levels. It can only be dealt with addressing at higher level or possibly the same level 2. All Levels in Alignment = Powerful Energy IdenBty Beliefs / Values CapabiliBes Behaviours Environment
- 14. Which level isyour team member stuck?
- 15. “You Can’t Think Yourself Into a Different Way of AcBng, But You Can Act Yourself Into a Different Way of Thinking” Marianne Williamson
- 16. Set A Goal Developan Action Plan Act Monitor Evaluate Success Change what’s not working Do more of what works
- 17. This is all well and good – but what happens if you agree the plan and: • Nothing changes • No acBon is taken?
- 18. Step 1 –For High Billing Success Help Them to Get Clear… What do they want? And Why? Sense of DirecBon
- 19. Top Tip Two Key Reasons Consultants Don’t Take AcBon: It’s Not That Important to Them They Don’t Understand the Reason Why for Them Always Think WIIFY You need to explore: “What will achieving it give you or get you?”
- 20. Under Performer Away from Desk Quiet Space, Un-‐Interrupted SupporBve Approach & Your Job to Help Them Your Belief: They want to make changes Based on Facts Not Personality
- 21. Tip 1 -Start with the end in mind
- 22. “In 1 months Bme, if you were sBll underperforming what do you think will happen? How would that be for you? Is that what you want?” “What do you want to happen instead?” “If there were a miracle tonight and when you woke up tomorrow, everything was exactly how you wanted it to be -‐ how would you know that a miracle had occurred? What would you see, hear, what would you feel, what would you believe?
- 23. 2 Rules for the Outcome: ü Must be Specific ü Must be PosiBvely Stated
- 24. Agree a 30Day Goal • No longer than 4 weeks • Present tense • SMART ü Specific ü Measurable ü AHracBve ü RealisBc ü Timed
- 25.
- 26. “It's the 8th of March 2014 and I have £20k worth of starters for the month. I have an organised day to day structure that I sBck to and I have 3 new clients in the pipeline. Each candidate I register I have structured process that to work to. I feel calm, confident and am achieving my values. It’s important to me that I set boundaries around my Bme. My team are energised and moBvated, they too are organised and clear on what they need to do to achieve the goals they have set themselves.”
- 27. How to Diginto their motivations – WIFFY
- 28. Market out candidates What will markeBng out candidates to a min of 5 places give you or get for you? More Interviews What will more interviews give you or get for you? More Placements What will more placements give you or get for you? More Money What will more money get for you Happiness and Security
- 29. Help them tobe At Cause…
- 30. C > E GETS GIVES RESULTS REASONS & EXCUSES & JUSTIFICATIONS Be at cause for empowerment and for changing behaviour. How RESPONSIBLE are you for your life?
- 31. Make it clearwhat will happen if change is not made…
- 32. Step 2 –For High Billing Success What’s Current Reality Sense of DirecBon
- 33. Do a Desk Review
- 34. Help them clearout the clutter….
- 35.
- 36. 1 2 3 4 URGENT NOT URGENT IMPORTANT NOT IMPORTANT
- 37. Crises, Pressing problems, Deadlines, projects with deadlines RelationshipBuilding, Candidate development Management, Planning, New Bus development, Client Development Calls, Some meetings, Web searching, Chatting to clients that doesn't bring any results Some meetings, Some calls, looking on Facebook, Surfing on LinkedIn, Pleasant activity, Chatting, Having a cigarette URGENT NOT URGENT IMPORTANT NOT IMPORTANT
- 38. • Stopped doing everything in box 3 and 4 • Agreed allowed to say 'No' to things that weren't urgent and not important • Only worked jobs they were 80% sure they could fill • Only worked candidates pro-‐acBvely immediate starters • If jobs less than 80% -‐ worked with the client to increase the likelihood placing – i.e. face to face meeBng, exclusive, interview Bme slots • Agreed say goodbye to any jobs not A or B jobs • Everyone had a day plan with 1 most important thing
- 39. Lots of JobsUnder Performer
- 40. The Belief: You canfill the Job if it’s controlled You've got the skill set to make that happen
- 41. Should You Work This Job?
- 42. Is the answer YES to all of these quesKons? 1. How long has the brief been open? 2. Have you taken a FULL job brief from the client? 3. Do you have a good understanding of the role (can you SELL it)? 4. Do you have MPC candidates for this job? 5. What have they done to recruit for the role so far? 6. Have you filled similar jobs before? 7. Do you know what the Bmeframe is for the hire? 8. Have you set out a plan with the hiring manager to fill the job, including days and Bmes when you will deliver a set number of candidates to the client? 9. Have you met the client? 10. Is client flexible on salary/experience…? 11. Do you know the 5 best selling points of the job? 12. Do you know who all of the decision makers are? 13. Do you have terms agreed and signed?
- 43. No Jobs UnderPerformer Starting a patch from Scratch
- 44. Step 3: What’sthe plan? What Key Priorities to Achieve Your 30 Day Goal?
- 45. i.e. -‐ “It's the 8th of March 2014 and I have £20k worth of starters for the month. I have an organised day to day structure that I sKck to and I have 3 new clients in the pipeline. Each candidate I register I have structured process that to work to. I feel calm, confident and am achieving my values. It’s important to me that I set boundaries around my Kme, with my team, my clients, my candidates and myself.”
- 46. Step 4 –For High Billing Success Agree Process & Performance Goals
- 47. “What are the key acKons that I need to be doing or focusing on consistently to make this priority inevitable?”
- 48. For example: If you want £20k worth of starters in the month, your consistent acBons to make this inevitable may be: • ½ hour each day business development -‐ goal 2 commiHed jobs pw • Face to face meeBngs with X,Y,Z company • Market out place-‐able candidates within 24 hours – target 2 interviews per candidate • Ask each MPC for a recommendaBon
- 49. The Only ThingYou Can Manage & Control is Activity
- 50. How will weknow when you have achieved this?
- 51. REMEMBER • Everyone will have different KPI’s • Make Your AcBvity Bespoke • Focus on Key areas: 1. CV’s Sent 2. Jobs 3. Interviews 4. Client Visits
- 52. Step 5 –For High Billing Success Take Massive Action!
- 53.
- 54. v What do they want to achieve in next 24 hours? v What 1st Steps they’ll be taking? v How will they manage their Bme effecBvely? v How will they record the informaBon? v What quesBons are they going to ask? v When in the next 24 hours will they review back to you?
- 55. The Biggest Mistake90% Managers Make That Limits Results
- 56. Set A Goal Developan Action Plan Act Monitor Evaluate Success Change what’s not working Do more of what works
- 57. Step 6 –For High Billing Success Review – Monitor, Review - Monitor, Review…
- 58. Why Review? • Are you on track? • What’s working, what’s not working? • What needs changing? • Don’t leave it too long to make the changes
- 59.
- 60.
- 61. 1) Schedule and take Bme out away from your desk 2) What went well : Successes 3) What achieved the week before Vs your targets 4) What things have I moved forward on? 5) What had planned and not achieved? 6) What’s your plan for next week? Power of 3 -‐ Looking at my 90 day vision, ask yourself: “What are the 3 business criKcal things that I must accomplish this week to move me forward powerfully? 7) Check next review scheduled in diary
- 62.
- 64.
- 65. “What are the 3 business criKcal things that I must accomplish today to move me forward powerfully? By only having 3 business criBcal things each day gives you the freedom to deal with anything that’s unplanned that might come up!
- 66.
- 67. Within a Week: Only 20% or less of the clients be responsive and will have the “right’ jobs From 50 companies less than 20% will be interested in your candidate This is great news
- 68. ü Feeling emoBonally beHer ü Cleared cluHer ü Clearer Focus and purpose ü May not have full details on each job
- 69.
- 70.
- 71. Find Out What’sStopping Them?
- 72. 1. “The goalis desirable and worth it. 1 2 3 4 5 2. “It is possible to achieve the goal.” 1 2 3 4 5 3. “What has to be done in order to achieve the goal is clear, appropriate and ecological.” 1 2 3 4 5 4. “I have the capabilities necessary to achieve the goal.” 1 2 3 4 5 5. “I have the responsibility and deserve to achieve the goal.” 1 2 3 4 5
- 73. 1. “The goalis desirable and worth it. 1 2 3 4 5 2. “It is possible to achieve the goal.” 1 2 3 4 5 3. “What has to be done in order to achieve the goal is clear, appropriate and ecological.” 1 2 3 4 5 4. “I have the capabilities necessary to achieve the goal.” 1 2 3 4 5 5. “I have the responsibility and deserve to achieve the goal.” 1 2 3 4 5
- 74. 1. “The goalis desirable and worth it. 1 2 3 4 5 2. “It is possible to achieve the goal.” 1 2 3 4 5 3. “What has to be done in order to achieve the goal is clear, appropriate and ecological.” 1 2 3 4 5 4. “I have the capabilities necessary to achieve the goal.” 1 2 3 4 5 5. “I have the responsibility and deserve to achieve the goal.” 1 2 3 4 5
- 75. 1. “The goalis desirable and worth it. 1 2 3 4 5 2. “It is possible to achieve the goal.” 1 2 3 4 5 3. “What has to be done in order to achieve the goal is clear, appropriate and ecological.” 1 2 3 4 5 4. “I have the capabilities necessary to achieve the goal.” 1 2 3 4 5 5. “I have the responsibility and deserve to achieve the goal.” 1 2 3 4 5
- 76. 1. “The goalis desirable and worth it. 1 2 3 4 5 2. “It is possible to achieve the goal.” 1 2 3 4 5 3. “What has to be done in order to achieve the goal is clear, appropriate and ecological.” 1 2 3 4 5 4. “I have the capabilities necessary to achieve the goal.” 1 2 3 4 5 5. “I have the responsibility and deserve to achieve the goal.” 1 2 3 4 5
- 77. 1. “The goalis desirable and worth it. 1 2 3 4 5 2. “It is possible to achieve the goal.” 1 2 3 4 5 3. “What has to be done in order to achieve the goal is clear, appropriate and ecological.” 1 2 3 4 5 4. “I have the capabilities necessary to achieve the goal.” 1 2 3 4 5 5. “I have the responsibility and deserve to achieve the goal.” 1 2 3 4 5
- 78.
- 79.
- 80.
- 81. 1. What is it that the recruiter has not noBced about the situaBon? 2. What is a different context when the behaviour, situaBon or experience would be useful or at least not a problem? 3. What else could this situaBon or behaviours or experience mean (in a posiBve way)?
- 82. Context Reframes: Time Age LocaBon Circumstances
- 83. Content Reframes: What else a behaviour could mean?
- 84. • It has to be Plausible • Delivered in a congruent way • Have rapport • Pick your moment • If it doesn’t have the effect you wanted, bide you Bme
- 85. 1. SomeBmes things need to totally fall apart in order to come together in a big way 2. The only thing you can manage is acBvity and quality of process 3. You can’t manage the outcome – you can however influence it by asking quesBons
- 86.
- 87.
- 88. Go to: www.centredexcellence.co.uk/6steps