Business development collaboration is key to combatting the BD paradox.
Our last post, the business development paradox, provoked a lot of agreement. “Yes Alex – good point” was the consensus reaction. From a neutral point of view, it makes no sense to have the toughest part of business development, fall on the least experienced members of your business.
But if you’re reading this you probably work in recruitment. You’ve got skin in the game. You probably have a vested interest in maintaining the status quo. You may fear the consequences of telling your top billers they need to change. Perhaps you recognise things aren’t right, but you feel powerless to do anything about it. You can’t just turn the classic recruitment business model on it’s head over night can you?…can you? That’s another question entirely, for another blog.
Who’s to say the market couldn’t be disrupted?
But there are some less disruptive steps you can take, to create a healthier business development culture. A culture that benefits your whole company, not just certain individuals. You might not turn things round overnight, but you won’t alienate your biggest billers either.
We need to move towards a culture of Business development collaboration
1. Incentivise Collaboration
Talking about business development collaboration isn’t enough. You need to recognise and reward the consultants who actively promote other people in the business. You could formalise it by running quarterly competitions. You could just put more effort into recognising people in team meetings. If you praise people who go out of their way to help team mates and talk about it regularly, things will start to change.
2. All for one and one for all
Encourage knowledge sharing. Pair up your top billers and less experienced team members during core business development hours. Encourage them to share the tricks of the trade and their market knowledge. Move towards a culture where senior consultants are expected to support the rookies’ development. You can do this through formal objectives. However, it’s better if you can persuade them it’s in their interests too. It will lighten the load of billing managers and it will help identify senior consultants who are ready to step up to a leadership role.
3. Use it or lose it
Are your top billers creating a culture of fear? Experienced consultants will often ring-fence their best clients and intimidate others from calling them. They may be making £10-15k a quarter from these clients, cherry picking the vacancies they want to work, but what are they leaving on the table? There could be another £20-30k for your other consultants to pick up. If you suspect that opportunities are being missed, you need to call them out on it. You can give them a choice:
- Maximise the available billings with the client
- Introduce your colleagues when opportunities arise, or..
- Risk losing that client.
If the relationship between your company and the client, relies on just one consultant, you’re always at risk of that consultant leaving and taking the client with them. When you have several consultants working with the same client, you spread your risk and reduce the power of any individual consultant.
Culture change is never easy.
It takes time and inevitably upsets people along the way. If you do decide to try and change things, you need to plot a clear strategy out at the start and work hard to keep everyone engaged along the way. One of the reasons it’s hard, is because we all react differently to change. Some will feel threatened, others will see opportunity. Regular open conversations are key to understanding where people’s heads are at. Give them the chance to express themselves and contribute regularly.