A long time ago, when I was young and dumb I thought I should take the advice of my father, uncles, in laws, etc. They cared about me, they were smart, successful.
Newly married, looking to buy my first house, I was short some of the down payment. Ask those relatives, right? The smart ones. The ones who've been telling me how to live my life for years, surely they would jump at the chance to help a young man launch his young family?
(Fast forward two months.) I was at the CIBC on Broadway and Renfrew, (it's no longer there). I had on my best suit and tie and sat waiting for the manager. I was alone. Not an uncle or father insight. Just me. From that day on I learned when it comes to the money, - most of us are alone. The government knows that. They don't tax families, they tax individuals.
Headhunting is also something you do when you realize you're alone and the only one in charge of results. It's just you and P&L. All those well intentioned uncles, often parading as directors and partners, drop their support if you don't hit the numbers. If you have too much honour to headhunt, you'll be alone sooner than planned. When the revenue stream is interrupted because you can't find talent, you are obligated to head hunt. It's not a choice, it's your obligation to your company.
Right now several industries are stealing talent from each other furiously. There is a shortage of good people though you wouldn't thinks so, given our economy is still not out of the woods. There's also a good chance your own best staff are being approached by head hunters.
The better ideas is to make a list of the good people in your industry and plan, one day, to hire them. If you love your company, if you understand you're alone in making the numbers, then make a list of names. Approach those people directly and convince them to work for you. We can do it for you, if you like. The point is, be proactive in finding good talent and bringing it onboard.
Nobody gave me a penny. I bought my first house, raised three great daughters, and grew up!
See you at 8:01 am, for breakfast.
Wolfgang
A.) Promoting from within? Do not assume all the talent you'll need for the future is already on your payroll. Secondly, it doesn't matter through which gate candidates enter the race. It only matters that they all pass through the same finish line. If they're the best person for the job and they were promoted from within, - good for everybody, but that's not the issue. Are they the best person for the job, - that's the issue.
B.) Seminar Sept. 15th, "I love my job. I hate you." Plan to attend. Because business is not about business, it's about humans. Something some people never learn. The workbook will contain "A tribal handbook" section telling employees how behave so others won't take their head off.
Solving issues around discrimination, sexism, racism, etc and seeing they're simply caused by garden variety a-holes that will put you in court if not dealt with. We sidestep the issues by calling them "gender" issues. A "jerk" is not a gender issue. S/he's a jerk.
Motivating people by leaving them alone, only giving them meaningful work, and remembering why you're in business in the first place.
Seminar is for all staff, managers, etc.. It's for managers and employee who have to exist and work with other people, - not always nice people.
C.) Have you considered headhunting? Call me. We will headhunt, across North America, under our name for any position. We can and have approached, and hired all levels, all industries, and kept the client's name confidential throughout. Decide who would make your company better. I'll find that person.
D.) Before you take offence to my use of the word "a-hole" read the NY Times Best selling management book entitled "The No A-Hole Rule" by R. Sutton, also published in Harvard Business. (Taking umbrage is an industry under siege.)
E.) BPG seminar time change to 8:01. After 13 years, I'm asking to sleep in for a half hour.
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