Stephanie Moss

And that's one of the reasons why we tell folks they should work with us. It's really difficult to push a story out into the market through an email, through LinkedIn postings. People don't read that much and they don't care. But when you engage and say, yeah, you know, if you'd be willing, I can kind of explain what's been going on over there and what they're doing to deal with it.

And again, even if they're not interested, most people are curious enough to want to hear what's going on. And again, this now extends the conversation and the opportunity still may not be right for them, but they may be more comfortable telling you what would be important to them. They may be more comfortable now giving a referral, whatever the case may be. So we handle it before it comes up.

And again, even if they're not interested, most people are curious enough to want to hear what's going on. And again, this now extends the conversation and the opportunity still may not be right for them, but they may be more comfortable telling you what would be important to them. They may be more comfortable now giving a referral, whatever the case may be. So we handle it before it comes up.

The second is when it comes up. So, for example, on the recruiting side, it may be, let's say that we don't do a good job prefacing the I'm not looking. So we know that if you approach somebody and you don't handle on the front end and they say, hey, Stephanie, thanks so much for calling, but I'm not really looking right now. Again, we talked earlier about these half sentences.

The second is when it comes up. So, for example, on the recruiting side, it may be, let's say that we don't do a good job prefacing the I'm not looking. So we know that if you approach somebody and you don't handle on the front end and they say, hey, Stephanie, thanks so much for calling, but I'm not really looking right now. Again, we talked earlier about these half sentences.

Oftentimes the back half of that sentence. is what we don't give people time to think or definitely not to say. And oftentimes what they're really trying to say is I'm not really interested unless the opportunity would be significantly better than the one I currently have. So again, we want to practice patience.

Oftentimes the back half of that sentence. is what we don't give people time to think or definitely not to say. And oftentimes what they're really trying to say is I'm not really interested unless the opportunity would be significantly better than the one I currently have. So again, we want to practice patience.

When an objection comes up, pause, give them an opportunity to see if they'll keep talking. Or in that scenario, you have to deal with it before you can continue the conversation. Super easy way to do that is, oh, absolutely, Erin, most of the folks I talk to are not actively looking when I call them. I could only be so lucky.

When an objection comes up, pause, give them an opportunity to see if they'll keep talking. Or in that scenario, you have to deal with it before you can continue the conversation. Super easy way to do that is, oh, absolutely, Erin, most of the folks I talk to are not actively looking when I call them. I could only be so lucky.

However, most of them are least willing to have a conversation, even if it's just out of sheer curiosity. And again, since we didn't really know each other, I thought we could just spend a couple minutes professionally getting to know each other. I'm happy to share a few details and we'll just take it from there. That cool? Another thing might be, again, we'll go back to the commute.

However, most of them are least willing to have a conversation, even if it's just out of sheer curiosity. And again, since we didn't really know each other, I thought we could just spend a couple minutes professionally getting to know each other. I'm happy to share a few details and we'll just take it from there. That cool? Another thing might be, again, we'll go back to the commute.

That's a big deal in my market. So, hey, there's no way I consider an opportunity at XYZ. That's an hour, 15 minute commute day in and day out. Okay, well, I'm going to have a hard time getting that person to engage unless I can address that. And again, it's just conversational resistance. They're not saying absolutely no. What they're saying is based on the information I have, probably not.

That's a big deal in my market. So, hey, there's no way I consider an opportunity at XYZ. That's an hour, 15 minute commute day in and day out. Okay, well, I'm going to have a hard time getting that person to engage unless I can address that. And again, it's just conversational resistance. They're not saying absolutely no. What they're saying is based on the information I have, probably not.

So then you can offer up, hey, walk me through where are you commuting from? What would that look like for you? Get a few more details and then just ask, hey, if they had a three days a week hybrid where you could be home three days a week or only go to the office, would that make a difference at all for you? And again, we're just expanding the conversation.

So then you can offer up, hey, walk me through where are you commuting from? What would that look like for you? Get a few more details and then just ask, hey, if they had a three days a week hybrid where you could be home three days a week or only go to the office, would that make a difference at all for you? And again, we're just expanding the conversation.

We're getting people in an environment where they can relax and we can just have conversation. We are in a service business and that's what we set out to do is to serve our clients and our candidates. This is how we do it, by putting them in a place where they're comfortable talking to us about their professional challenges so we can potentially serve them, whether it's today or down the road.

We're getting people in an environment where they can relax and we can just have conversation. We are in a service business and that's what we set out to do is to serve our clients and our candidates. This is how we do it, by putting them in a place where they're comfortable talking to us about their professional challenges so we can potentially serve them, whether it's today or down the road.

So handling objections. By the way, please notice, There's nothing about my style that suggests bulldozing or super aggressive. Never do I say, well, let me tell you why that shouldn't be a concern. This opportunity is so freaking good that blah, blah, blah, blah, blah. They are so close minded at that point. They're going to hear anything you say. They're going to be offended.

So handling objections. By the way, please notice, There's nothing about my style that suggests bulldozing or super aggressive. Never do I say, well, let me tell you why that shouldn't be a concern. This opportunity is so freaking good that blah, blah, blah, blah, blah. They are so close minded at that point. They're going to hear anything you say. They're going to be offended.

And the next time you call, they're going to let it go to voicemail. Then the third time handling objections is never. This again takes some really keen listening and really intentional hearing with folks. A lot of folks that we talk with are verbal processors and they're especially going to be because we're on the phone with them. So we're setting up our relationship through the phone.