Part 6 (1/2)

Intrinsically motivated As defined in Daniel Pink's classic book, Drive, intrinsically motivated people seek: autonoe to get better and better at so to contribute to soreater than the presence and positive aura They command attention when they walk into a rooance They have an intangible element that cannot be defined, but it ency They are born leaders

Listener: They excel at listening and understanding the needs of others They are adept atothers the focus of conversations

Positive: They bring a positive energy to the agency that is uplifting and encouraging to the entire team They make favorable first impressions People want to be around them and ith the relationshi+ps are the key to success in business, and proactively build connections with peers, clients,cos that nize achievements and milestones

Risk-taker: They take calculated risks They do not let fear of failure hold theressive and proactive professionals on behalf of the agency and its clients

Social web savvy: They monitor and participate in forums and social networks relevant to their interests and the industry They engage with peers and influencers, and they maintain a professional presence on all social networks that positively represents theic: They are capable of fully assessing situations, and considering short- and long-term outcomes They kno decisions and activities affect different audiences, and how they work to achieve business goals They ly unrelated connections others commonly miss

Team player: They function extremely ithin a tea independently They always seek opportunities to support tea

Tech-savvy: They stay iy news and trends They continually evaluate e products and solutions for opportunities to improve efficiency and perfor skills and the capability to clearly and concisely articulate their thoughts They use creative and technically sound writing to produce powerful and effective co is one of the ency professional

Building through the Draft

The top firms, which will lead industry transformation and deliver the most value, are built froh the draft, these h-potential young talent, ideally straight out of school These professionals are grooency standards for perfor professionals are the encies, specifically disruptors In order to excel and continually differentiate, agencies y to recruit, advance, and retain eencies to quickly get professionalsobard and transition the roles Meanwhile, the shi+ft to predo services transitions the balance of work to basic and inter affordable, and profit rowth beyond their capability to service it One of the h the draft is what I call the patience of potential Although your recruits may have A-player potential, not all top picks are ready for priht away Any number of factors can influence how quickly they adapt froe life to the real world and embrace the opportunities ahead of theencies face: Commitment: It is cole and even question their career choices as they adapt and seek balance in their lives Those who resist fully conificantly behind their peers' developrowth This is why it is imperative to recruit internally driven professionals who have an insatiable desire to improve, advance, and succeed They will put in the extra tie that will rapidly propel theence becoency world

Perspective: So professionals lack the perspective to appreciate opportunities presented to them They may feel underpaid or undervalued because they do not understand the econoencies Or they may have a skewed sense of entitlement and not want to put in the work necessary to advance A lack of perspective can be poisonous to agency cultures, and it enciesprofessionals

Speed: You often hear National Football League quarterbacks talk about how fast the gaaer and quicker, and they can no longer get by on athleticisency professionals experience the sas move so quickly in the first year In addition,professional's confidence Eventually, everything slon as their knowledge and experience grow, and they are able to gradually improve their performance

Some professionals are born ready, and others need help to realize and eency leaders h-potential talent and have the patience to develop and nurture these eents

In professional sports, teaents with proven track records of success in order to strengthen their organizations When the tiencies have to do the sa in seasoned talent Their experience and capabilities enhance the tearowth, and they addprofessionals

However, be cautious when bringing in free agents Professionals shi+fting fro frole in the early going to adjust to the speed of agency life This can directly iency's efficiency and productivity, and if they do not quickly adjust, their higher salaries can have an undesirable affect on profitability Additionally, each hire adds a new dynarowth phases

To avoidue about opportunities and expectations Make sure candidates understand the systeency's vision There cannot be any doubt on either end, or else it will never work in the long run

View free agents as the final pieces to the puzzle, rather than the building blocks of your agency Use the infusion of experienced talent and fresh perspective to push the agency to the next level

Hire, Retain, and Advance Hybrid Professionals

Although recruiting talent is a pri for the next great hire should be top ofprofessionals through the draft, or enhancing your ents, the two best sources for prospects are inbound candidates-those who complete an online form or submit unsolicited resumes-and social candidates-students and professionals who separate theh their use of social encies can take to build strong pipelines of both inbound and social candidates: 1 Start with brand and culture: You must define and differentiate your brand in theprofessionals and free agents Top talent is drawn to innovative organizations with strong reputations

2 Define the career path: Highlyahead and striving to advance Although organizational charts evolve and new positions develop, there needs to be clearly defined career paths in place Do not get too caught up in titles but focus on creating logical career milestones, and understand how important it is for professionals to feel that they are developing and advancing

3 Maintain a strong online presence: Social e with professionals, and a strong agency website is the hub for educating and capturing candidates Model agencies connect with professionals through the agency brand, and extend their networks through the personal brands of their e online presence includes the essential ele, Facebook, Twitter, and LinkedIn, as well as any secondary accounts and sites that are proven recruiting channels

4 Capture inbound candidates: Build a careers page on your website with calls to action that enable you to capture candidates, gather intelligence, and grade their interest, just as you would with new business leads Encourage professionals to connect on your social networks as well, and watch for candidates who differentiate theency brand and its e a brief online survey on your careers page that professionals can complete to further qualify themselves We use SurveyMonkey for this purpose, and it has been very effective at filling the pipeline with candidates

5 Invest in infor, take the time to conduct 30-minute intervieith qualified candidates at all levels This enables you to build goodwill, extend your network, and identify top talent, should hiring needs change

6 Be selective: Model agencies never settle for less qualified talent Co the best As a starting point, refer to the competencies and traits of A players featured earlier in this chapter

7 Monitor and engage with social candidates: Use social media channels to monitor and stay connected to top candidates Private Twitter lists are a great way to keep close tabs on prospective hires that have demonstrated A-player potential Also, look for professionals who continually differentiate theh their actions, activity level, and interest in your agency

Candidates can also disqualify theressive and persistent in their use of social et toclub events, industry association gatherings, conferences, and professional happy hours Nothing replaces the value of a good face-to-face conversation

Support employees who demonstrate a desire to be active in the industry and business co theirflexible schedules that enable thereat ways to rading systeht and iency wide Consider the traits and corading chart to assess and co are saest a 1- to 5-point scale for each factor, with 1 being poor and 5 being excellent This will give you a basic overall rating for each interviewee: First impression

Social media savvy

Tech savvy

Experience

Confidence

Listening skills

Verbal communication

Goal focused

Preparation

Most importantly, include a yes/no field for ”it” factor If you are not sure, the answer is no Not all A players have the ”it” factor, but you will knohen they do It is usually obvious within the first minute of the interview

When Is It Tiencies arenear capacity The heavy, yet eable, workloads keep professionals focused and in rhythe growth agencies are dangerous propositions that can lead to cash-flow crunches and productivity losses

If there is not enough revenue-generating work to go around, it is only human nature to relax and not push as hard Tee professionals, but challenges arise and bad habits form when they start to extend beyond a few days There is no perfect forht systeence to make educated decisions