On December 31st, I promised I'd send you two proven tools to help you double your placements in 2010. Last Thursday I sent you Future Perfect Planning, which is the most powerful way to plan ahead and set the stage for success.
Today I'd like to share with the most powerful way to understand and influence a decision, whether it's your own or the careful deliberation of a client or candidate that will put money in your pocket.
First...
Let's Talk About DecisionsRecruiting is all about decisions. Stay or go? Hire
or not? Fire and replace; or hold on and hope for the best? For most souls,
decisions are a mystery. They kind of "just happen."
A
recruiter must do better. He must understand the basics of decisions so
he can help each soul he serves build out the best thought and judgment
structure possible. This of course applies to both candidates and
clients or prospects alike, but ever so much more than that. It applies to
himself and to all the people he serves in any function, most especially as a leader.
Decisions are the core of what humans do. As a recruiter, any
enhanced mastery over the decision making process is guaranteed to improve
performance and profitability. And, excellence in recruiting requires
that recruiters learn to make the best decisions they can make on their own
account.
What's needed is a tool.
Introducing: The FSTOPS™The questions below are constructed from an underlying structure called
The
FSTOPS™. The reason for the structure is simple. All
decisions are built out of the six areas that comprise the structure.
I
discovered these six areas back in 1989, when I was first laying the
foundations for my consulting practice. The search that led me there was
this. I'd seen all kinds of guidance and research into what made a
person choose something, after the fact of that choice. I had never seen
anything, though, that broke the process of decision making itself down into
its elementary components.
What are The FSTOPS™? It's an acronym. Once I found
my six elements - by breaking a decision down into the two grand
components of Time and Judgment - I realized I needed a
single word term to label each of the six elements. The names I chose
were:
Failure,
Success,
Threat,
Opportunity,
Problem,
Solution. The name of the structure is simply taken from those six
labels, in order.
Let's try it out on you right now. Ask yourself these questions:
1. What was the worst decision you made in 2009?
2. What was the best?
Can you think of any decisions that you'll be making in 2010, as the
year progresses, and if so:
3. What fears or challenges will demand decision?
4. What dreams and extraordinary opportunities will
take shape?
As the year begins:
5. What great challenges and pressing problems present
themselves as decisions you must make right now?
6. How strong is your imagination? Can you see yourself...
- getting 2010 started right,
- finding or creating the best
solutions you've ever executed,
- making the best choices possible
and
- rolling forward from there to
new heights?
If you look for them, you'll be able to find all six areas below
inside each and every decision you (and anyone you meet or know) has ever
made. Here they are:
Past 'Bad': All decisions take some form of caution from connected
experiences that went the wrong way.
Past 'Good': Our positive experiences encourage us, and the more like
something that worked out well a decision appears, the more likely you are to
say yes.
Future 'Bad': All decisions have future outcomes, and the thing that
stops us, more than anything else, is the often rightful fear that we will
regret saying yes and wish we said no.
Future 'Good': If there's a single thing that defines a sentient
mind it is the ability to imagine the future. All positive decisions are
made in hope - no matter how small - that good things,
improvements or benefits of one form or another, will result in the future.
Present 'Bad': As powerful as the past and future are, if nothing were
bad in the present, no one would decide anything. From minor irritants to
overwhelming concern to explosive rage, all decisions have present indicators
and causes.
Present 'Good': While we decide for the future, we tend not to see very
far into it when it comes to actual decisions. The nearer the positive
impact, the more likely we are to say yes.
The questions I asked you above were constructed using this structure within the context of your career as a recruiter. You can construct similar questions within any context imaginable and gain a greater understanding of the decision at hand than by any other means. Since 1993, The FSTOPS™ have been aggressively tested and
proven in the following areas of the recruiter's world:
- Candidate Interviews (including
use on CDS forms)
- Client Prospecting, Sales and Relationship
Management (including use on JO forms)
- Boardroom Presentations at Key
Accounts
- High Powered Conference Speaking
& Other Group Settings
- Account Executive & Project
Coordinator Recruiting
- Team Leadership
- Top Performer Relationship
Development
- Business Planning
- Situation Analysis in Work and
Life
- Dream Construction and Life
Decision and Commitment Building
Decision 2010If you're ready to make the best possible decisions for your practice
and want to start building the placement business you deserve, send an email
to...
info@theconsigliori.com
...and we'll discuss the
Decisions you face in
2010 to make that happen!
Is it time to invest in your future and receive the extraordinary guidance
and counsel that will be your business' greatest asset in
2010?
Don't take my word for it. Here's what one of MRI's greatest performers has to say...
"I have worked with Pat since 1996 and no client, candidate, AE or PC
has been responsible for helping me put as much money in my pocket
during this 13 year stretch as Pat Scopelliti."
- Paul Millard, The Millard Group
I'd like to offer you a
free, 1-hour, no-strings-attached consultation. But don't delay in shooting off that email; when I've made this offer before my schedule filled up FAST!
Good hunting in twenty-ten!
