6 Steps to High Billing Success

6 Step Secret to High
Billing Success
How to Convert Your Under Performers Into
Consistent Billers Within 2 Weeks or Less
0845 3194838
www.centredexcellence.co.uk

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

Why do you need 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

What do I mean by
Underperformers?

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

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…

What Stops People from
Reaching their Potential?

1.
Our
MoBvaBon

2.
Our
Beliefs

3.
Our
Ability

3.
Our
Fears

Results
Environment
Skills & Abilities
Beliefs
Values
Sense of Identity
Behaviours

“Problems
can’t
be
solved
at
the

same
level
of
awareness
that

created
them.”

Einstein

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

Which level is your team
member stuck?

“You
Can’t
Think
Yourself
Into
a

Diﬀerent
Way
of
AcBng,

But
You
Can
Act
Yourself
Into
a

Diﬀerent
Way
of
Thinking”

Marianne
Williamson

Set A Goal
Develop an Action Plan
Act
Monitor
Evaluate
Success
Change what’s not
working
Do more of what works

This
is
all
well
and
good
–
but
what
happens
if
you
agree

the
plan
and:

•  Nothing
changes

•  No
acBon
is
taken?

Step 1 – For High Billing
Success
Help Them to Get Clear…
What do they want? And Why?
Sense
of
DirecBon

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?”

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

Tip 1 - Start with the end
in mind

“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?

2
Rules
for
the
Outcome:

ü Must
be
Speciﬁc

ü Must
be
PosiBvely
Stated

Agree a 30 Day Goal
•  No
longer

than
4
weeks

•  Present
tense

•  SMART

ü Speciﬁc

ü Measurable

ü AHracBve

ü RealisBc

ü Timed

“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.”

How to Dig into their
motivations – WIFFY

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

C > E
GETS GIVES
RESULTS REASONS &
EXCUSES &
JUSTIFICATIONS

Be at cause for empowerment and for changing
behaviour.

How RESPONSIBLE are you for your life?

Make it clear what will happen
if change is not made…

Success
What’s Current Reality
Sense
of
DirecBon

Help them clear out the
clutter….

1 2
3 4
URGENT
NOT
URGENT

IMPORTANT

NOT

IMPORTANT

Crises,
Pressing problems,
Deadlines,
projects with
deadlines
Relationship Building,
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

•  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

The Belief:
You can fill the Job if it’s
controlled
You've got the skill set to make
that happen

Should
You
Work
This
Job?

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?

No Jobs Under Performer
Starting a patch from
Scratch

Step 3: What’s the plan?
What Key Priorities to
Achieve Your 30 Day Goal?

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.”

Step 4 – For High Billing Success
Agree Process & Performance
Goals

“What
are
the
key
acKons
that
I

need
to
be
doing
or
focusing
on

consistently
to
make
this

priority
inevitable?”

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

The Only Thing You Can
Manage & Control is Activity

How will we know when
you have achieved this?

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

Success
Take Massive Action!

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?

The Biggest Mistake 90%
Managers Make That Limits
Results

Step 6 – For High Billing Success
Review – Monitor, Review -
Monitor, Review…

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

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

“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!

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

ü  Feeling
emoBonally
beHer

ü  Cleared
cluHer

ü  Clearer
Focus
and
purpose

ü  May
not
have
full
details
on
each
job

Find Out What’s Stopping
Them?

1.  “The goal is 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

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)?

Context
Reframes:

Time

Age

LocaBon

Circumstances

Content
Reframes:

What
else
a
behaviour
could

mean?

•  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

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

Still Consultant
Doesn’t
Respond?

Go
to:

www.centredexcellence.co.uk/6steps

6 Steps to High Billing Success

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