An effective hiring manager knows better than to play this game. It doesn’t support the objective of building an emotional connection with the candidate. An emotional connection is what’s necessary to sustain a candidate through a long hiring journey lined with competitors.
The recruiting advantage goes to those who plan ahead and build a bench of talented individuals who ripen when the time’s right. They alone will enjoy the fruits of hiring high-performers.
Notice the two parts to Nir’s formula: a pre-commitment and an external force to keep you accountable to that commitment. For recruiting setting goals and time-blocks in your schedule is not enough. Most people need some kind of external accountability, as well.
It’s not that people with a growth mindset don’t experience failure—they just see failure as an opportunity to learn new things, to be challenged, and to experience curiosity. This is an important topic to cover during interviews and follow-up conversations with your prospects. If you find someone who likes being measured, you’ve likely found someone who will push through the inherent failures of growing a real estate business and experience long-term success.
To establish a new belief and empower it to inform your actions, you must proactively build an arsenal of evidence to outweigh the old belief. This is no small feat. And it’s one of the reasons you may want to grab a copy of Updating Your Belief Stack.
This e-book that will walk you through this process. It starts with focusing on just one goal (e.g., improving your recruiting results) but can be expanded to multiple professional objectives. By completing this step-by-step guide, you’ll be on your way to changing both your beliefs and the outcomes you hope to achieve.
You cannot overvalue your own resilience. It affects everything about you–from your capacity to solve problems and innovate to your physical, mental, and emotional well-being. Resilience is like a super-competency, influencing many other related skills and abilities that you need to deploy in order to work, manage, and lead well.
There are several well-documented strategies researchers have discovered, but the easiest one to implement quickly is using a structured interview process. Develop a common set of questions for your interviews and record the answers candidates provide (take notes). And then try to hold back judgment until after the interview and when you’ve had time to review your notes.
Those who aren’t stars in youth and who don’t land the plum jobs early on, must cast about for direction and meaning. When they find their way, they’re already trained in the mental habits of managing difficulty and re-framing expectations.
As a recruiter or hiring manager, you’ll constantly be running up against cognitive dissonance when connecting with your prospects.
I’m excited to announce the release of the second edition of our e-book, The Simple Psychology of Real Estate Recruiting. Over the past several years, we’ve had the opportunity to work with brokerage leaders across the country who are all trying to solve the same problem: How to consistently attract and retain talented agents in an increasingly competitive market.
“Do you know anyone…?” is open-ended and quite overwhelming. It likely will produce the respectful response: “Well, I’m not sure, I’ll think about it.” “Who do you know who…?” will likely move your guest into searching their mind for just one person who might be a fit for you.
The second impression typically happens when the recruiter or hiring manager first connects with the candidate via phone or text message.
Multitasking and constant interruptions at work can lead people to display negative emotions in addition to stress.
The connection between negative emotion and constant interruptions was so strong, the researchers likened it to a contagion.
By doing the extra work to make things simple, author Jory Mackay says you’re clearing the way for your prospects to quickly and easily engage.
Every organization has retention vulnerabilities, and the first step to solving the problem is admitting it exists.
In a long article in HBR, London Business School professor Nigel Nicholson asserts that all humans have certain “hardwiring” that predictably drives their behaviors.
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