The Approach, According to Lindell
(or rules of the game)
Forget the old ways . . .
The first rule of the game is that resumes are worthless. While it’s conceivable that you might someday find a message in a bottle, you’ll never find the exact employee you want in a resume. All you see in a resume are basic ingredients, not the whole menu. For much the same reason, I never run ads. And finally, I don’t form a pool from the unemployed. A person may be unemployed through no fault of their own, but there’s no way to measure their current ability and success. The point is, finding the right person for the right firm takes much more than flipping through resumes, placing ads, and maintaining a file on the jobless.
Amelia Earhart's prior employment: Nurse at Spadina Hospital
Winston Churchill's former employment: Lieutenant, 21st Lancers, British Army
Think about it like this . . .
What I do is look for people who aren’t looking for you. Because when you stop to think about it, why should people like that be looking for you, or anybody else? That’s the point. They’re not. Instead, they are already happily employed elsewhere. But that doesn’t mean they aren’t open to moving. My job is to find those people—the ones you’d probably never get the chance to talk to otherwise. The ones you might not even know about. They’re the people with the right stuff.
Make sure you’re ready . . .
Of course, I've left out an important step. And that has to do with you—your readiness to hire, your willingness to spend time, and your commitment to the employee once that individual agrees to join you. After all, my goal is to make a custom fit, between you and your employee. But to play the game, I need you as my partner, willing and able to work closely with me.
Here’s how we play: I locate people who meet the requirements you give me. Then I start finding out what these people are really like and how they feel about where they are currently employed. If they meet the standards you and I have agreed upon, I begin talking to them about your firm, assessing their interest and willingness to make a move. If I think the individual is right for you, my next step is to get them to agree to talk with you. Once they do, I get back in touch with you.
Benjamin Franklin previously worked as an apprentice for J. Franklin, bookseller
Leonardo da Vinci previously employed as artist for Lorenzo de' Medici
The next move is yours . . .
This is when I tell you everything I’ve learned about the individual, as well as offer my suggestions on how you can approach the employee. Then, the ball is in your court. After the interview, you get back in touch, to let me know what you think. If we agree, we have a match. I take over negotiations from there.
It’s not over yet . . .
Once you’ve hired the employee, I follow up by getting in touch with them at an interval of 1 to 3 months. The follow-up is critical, and it’s something other recruiters won’t do for you. Getting in touch with the employee is important. It may be too early in their relationship with you and your company for them to tell you if they’re unhappy or dissatisfied, but they’ll tell me. Then, I’ll tell you. Of course, the ball’s back in your court again, and it’s your play. If my method sounds unorthodox, it is. And I’m proud of it because it works. My success is my calling card.
The choice is up to you . . .
The fee for this service is not small and neither is your involvement in the approach. But the value of the service is far greater than the fee. In fact, it’s difficult to measure at all, since the right employee can save you cost and time, and even add to your firm’s potential for growth and profit many times over. The fee to Craig Lindell & Associates, LLC is an investment in your future. There is still one point I haven’t mentioned, and it’s something you might like to know: I find my employees the same way I find yours.