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.
The purpose of adding great people to your team is to multiply your efforts. It’s the most productive work you can be doing. Any time you’re pulled away from this work, you’re giving up your opportunity to multiply, and it reduces your long-term effectiveness and ability to grow.
Answering the same questions interview after interview is not the best use of your time—especially if the answer requires you to take 15 minutes on a white board mapping out how commission splits work! Great hiring managers know that successful interviews happen when the candidate does most of the talking.
You’re probably familiar with the “important vs. urgent” quadrant method of organizing projects or tasks. While this life hack is helpful, it doesn’t give much guidance on how to determine if something is truly important.
Mundane activities like recruiting go better when you’re following a pre-planned regiment that include scripts, time-blocks, and ways to collect feedback on how you’re doing.
The Library Effect is something you can easily apply to recruiting, and it’s one of the reasons that accountability groups are so effective.
Just getting together with other hiring managers and recruiting for a set period of time each week will short-circuit many of your recruiting excuses.
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