Stephanie Moss

This is how we work the LACES model. Again, keep in mind it is based on very active, intentional, and patient listening. This is how we start handling conversation resistance. And by the way, if you've been in the search business and made more than five phone calls, you know unless you're getting five voicemails in any given conversation, There is going to be some resistance.

One of the things, whether you're five years or five minutes in recruiting, I encourage you to do is script out what are your most common objections. If you're recruiting and your most common objection is, hey, I'm just not looking right now. What's a good response for that? How do we get folks to relax and still want to talk to us?

One of the things, whether you're five years or five minutes in recruiting, I encourage you to do is script out what are your most common objections. If you're recruiting and your most common objection is, hey, I'm just not looking right now. What's a good response for that? How do we get folks to relax and still want to talk to us?

We here at Thinking Ahead take such a long-term approach to how we do search that Even if they're not currently looking to make a move, they're still, from my perspective, and I believe there's tremendous value in talking with me for another eight to 10 minutes. You just never know in this wonky world what's going to happen. So great.

We here at Thinking Ahead take such a long-term approach to how we do search that Even if they're not currently looking to make a move, they're still, from my perspective, and I believe there's tremendous value in talking with me for another eight to 10 minutes. You just never know in this wonky world what's going to happen. So great.

If you're not looking right now, most of the people I talk to aren't. No problem. Here we still spend, I promise, no more than eight to 10 minutes just getting to know each other professionally. That way we know how to stay in touch for the future. And if anything happens, we know each other and we're comfortable working together. Are you okay with that?

If you're not looking right now, most of the people I talk to aren't. No problem. Here we still spend, I promise, no more than eight to 10 minutes just getting to know each other professionally. That way we know how to stay in touch for the future. And if anything happens, we know each other and we're comfortable working together. Are you okay with that?

In my entire career, I have only had two people ever ask me to never call them again. And by the way, one of them, I now talk to on a regular basis because after about five years, they reached out to me and said, okay, I got to be talking to you. Sorry, I was dense. Of course, I was very forgiving. But I'll never forget because it's not very many people.

In my entire career, I have only had two people ever ask me to never call them again. And by the way, one of them, I now talk to on a regular basis because after about five years, they reached out to me and said, okay, I got to be talking to you. Sorry, I was dense. Of course, I was very forgiving. But I'll never forget because it's not very many people.

Most folks may say, hey, I don't have the time right now, but I'd welcome. Let's set up a time. But again, what we're trying to do is to put people at ease and continue the conversation. Now, with that being said, let's talk about the when. When do we handle objections? There are three key times when we handle objections. The first time or the first option is before they even come up.

Most folks may say, hey, I don't have the time right now, but I'd welcome. Let's set up a time. But again, what we're trying to do is to put people at ease and continue the conversation. Now, with that being said, let's talk about the when. When do we handle objections? There are three key times when we handle objections. The first time or the first option is before they even come up.

The second time is after it gets mentioned. And then the third time is never. And we'll talk about that too. So let's start with this.

The second time is after it gets mentioned. And then the third time is never. And we'll talk about that too. So let's start with this.

If you know on a regular basis that you're going to get certain objections in a recruiting mode, if you know that you're representing an organization whose reputation has recently been challenged, or if you know the position's in an undesirable location, or if you know the hiring manager is a pill to work for, or there's always something. No place is perfect. No opportunity is perfect.

If you know on a regular basis that you're going to get certain objections in a recruiting mode, if you know that you're representing an organization whose reputation has recently been challenged, or if you know the position's in an undesirable location, or if you know the hiring manager is a pill to work for, or there's always something. No place is perfect. No opportunity is perfect.

But it doesn't usually take us very long to figure out why somebody right off the bat might have some concern. It could also just be general, like they don't work with search firms or we don't have the budget to pay or I don't have a need. I don't need a firm right now. I don't need to talk to you. These are common objections that we know we're going to get.

But it doesn't usually take us very long to figure out why somebody right off the bat might have some concern. It could also just be general, like they don't work with search firms or we don't have the budget to pay or I don't have a need. I don't need a firm right now. I don't need to talk to you. These are common objections that we know we're going to get.

So let's try handling them on the front end. One of my favorite ways to do that is in business development calls. It's just to come right out of the gates. When I'm talking to a decision maker, whether they're in HR or talent acquisition or they're hiring on the line or for the department, I like just to open with that. And again, this is assuming it's a pretty cold call.

So let's try handling them on the front end. One of my favorite ways to do that is in business development calls. It's just to come right out of the gates. When I'm talking to a decision maker, whether they're in HR or talent acquisition or they're hiring on the line or for the department, I like just to open with that. And again, this is assuming it's a pretty cold call.

And I'll say something like, hey, Tom, this is Stephanie Moss with Thinking Ahead Executive Search. Let me just right out of the gates. You and I have never spoken and you probably weren't anticipating a search firm call right this minute. Let me share with you who I am and why I'm calling. And you can let me know if I caught you with just a couple of minutes. And then they usually go, okay.