When you’re looking for someone to hunt down new customers, land a million dollar partnership, find new investors or land the best executive talent, you need someone special. You need someone who will take up your cause and fight for it - sometimes against fierce competition and in the face of incredible odds. This person must be resourceful, diligent, and fearless.
Many would describe this ideal person as aggressive.
I argue that, if you equate aggression with success in sales, business development or recruitment situations you will be sorely disappointed with what you find.
I’ve met dozens of highly successful closers—people who sign million dollar contracts for undiscovered start-ups, land lucrative partnerships, or bring in world-class investors. They are all curious, competitive and confident. They can quickly sniff out a winning deal and like a dog on a bone, they find a way to make it happen. But is it aggression that gets them to the close?
When I think about someone who is aggressive, I picture someone who is pushy and doesn’t listen to objections. Someone who uses bullying tactics to get the transaction done. But a great hunter is an incredible listener, someone who gathers up objections and finds creative solutions.
No one wants to spend time with an aggressive person. When you send someone out to find customers, investors or teammates, they need to build positive relationships and be your ambassador. The great closer genuinely seeks to add value.
An aggressive person makes you feel defensive and uncomfortable. If you do buy from them, you’re more likely to feel like you’ve been taken advantage of, or to regret the decision. The great closer, on the other hand, will build trusting relationships and leave customers and partners feeling overjoyed with their decision.
Think about it. When you say you need someone aggressive, do you really mean someone confident, diligent, assertive and competitive? Do you also want someone likeable, who treats their teammates and customers with warmth and respect? Choose your words well, and don’t lose sight of the other positive traits that define a great closer and a great ambassador of your brand.
In tech hubs across North America, the success of innovation ecosystems hinge on start-up culture, where ideas and creativity that are free to blossom without the constraints of politics, red tape or inertia that exist within most big companies. And as these small and nimble companies emerge we see that they can disrupt existing markets, offering compelling solutions to customers, and exciting career opportunities for top talent, making it tough for large companies to compete.
So, if you are leading an established big company, how can you stay on top of the technology impacting your industry? How do you develop innovative product ideas, or compete for talent that wants a creative work environment? It's likely that the very things that make your enterprise successful (the structure, process and policies that you need to be stable) will also stifle creativity and impede innovation.
This is the quandry that gave rise to the Innovation Outpost. Clever execs from forward thinking big business are buildings teams of employees who don't fit the corporate mold. Working outside the corporate environment, in eclectic offices located in the midst of the start-up ecosystem, these teams are building prototypes, challenging old assumptions and developing a unique culture.
Here is how Communitech has described the Corporate Innovation program that is growing in Kitchener-Waterloo:
The Communitech corporate innovation program is designed to help you harness your innovation potential by taking advantage of external models to supplement internal strategies. It allows you to shift your big brand culture and think like a startup, tap into fresh talent and ideas, create unlikely connections, speed up prototyping and significantly reduce the cost and risk associated with trying new things—all while staying true to your brand.
Companies like GM, Fairfax, Canadian Tire, Canon, TD, and Deloitte have invested in this innovation strategy, and the results are starting to come together in real measurable ways - for customers, employees, shareholders and for the start-up ecosystem as a whole.
Artemis Canada is proud to partner with Communitech and their Corporate Innovation Partners, to identify leaders within the community who can spearhead and manage the various Innovation Outposts. If you'd like to learn more about these unique and exciting opportunities, take a look at the general leadership profile and reach out to Kristina for more information.
I still remember the call. An HR Manager rang me a few years ago to say that her company had a no-headhunting policy. Not only did they refuse to pitch their opportunities to individuals who were already employed, but it was 'against the rules for other companies to speak to their people.' I found this shockingly naive and quite silly! It also came as no surprise that this company was struggling to stay alive in fierce talent market.
When I started in recruitment, companies would train receptionists to block recruiters’ calls, and ensure that Monster and Workopolis were banned from company internet. But these days recruiting messages are everywhere. It is impossible and impractical to block LinkedIn, Twitter, or to halt conference attendance and rendezvous’ with former colleagues and miscellaneous strangers in coffee shops.
If you are losing top talent to the competition, it is logical to want to keep headhunters at bay. But the truth is your people have lives that extend beyond your four walls. In reality, trying to keep your people from connecting with headhunters is like building a fence around your yard to keep the birds in.
Your best employees are probably not out there actively looking for a new job. They are too busy working, and solving problems, and networking on behalf your company. As your people evangelize your business, and get into the community to learn and grow professionally, you benefit – even though it makes them more visible.
The top headhunters have the tools and the networks to find your most talented people – and your brightest stars have free will and are clever enough to entertain a conversation. Your best people are not only talking to headhunters, they are likely helping them! They are learning about your competitors and evaluating the teams, the technologies and the opportunities in the greater market. If you've done a good job providing them with the environment and challenge they desire, all of this could actually benefit your company.
The trick is not to hide your people from the headhunters
You have to make sure that your employees will always choose you even when they know what other options exist – because they just can’t imagine being more fulfilled somewhere else.
If the headhunters are circling, it means that your people are the envy of your competition. Congratulations!
But …if your people are never recruited it is not because you have a great ‘no-headhunting’ policy. It is because you have mediocre talent and maybe you need to deploy some good headhunters of your own.
I found this old post today, that I wrote back in 2009. The predictions are scary accurate, and the advice holds true!
There is talk lately about social media revolutionizing how companies recruit, with some concluding that we’re witnessing the end of the recruiting profession as we know it.
While I agree that social media will transform recruiting, I don’t think it will make things any easier
The arguments go like this:
Social media tools (LinkedIn, Twitter, Facebook, blogs etc.) will change the way companies find prospective employees. Search will be faster and more targeted.
Companies will use these tools to build relationships with pools of highly qualified individuals (who might work for them tomorrow or sometime in the future).
Here’s my take on how things will look and work after this big online wave washes over us.
What happens when everyone can find anyone
Imagine a utopia where everyone has a detailed online profile. Every recruiter will be able to ‘see’ all of the talent and companies will have equal opportunity to market to candidates.
A world like that will soon be overflowing with competing messages.
Generating a targeted message that will be heard above the noise will become increasingly difficult – and more critical. More than ever before, companies will compete for the top people in every industry.
The war for talent will rage, but it will do so in an online world.
How to win an online war for talent
The companies that attract talent will be those who:
A) Deliver a compelling story
Recruiting great people will be like marketing and selling a product. A company’s message will not be the only one that candidates hear. HR will need to borrow strategies from PR.
Companies will need to understand what motivates talented people and offer a ‘product’ (aka job description and career page) that gets them excited. For instance:
Will they work with leaders and innovators? Will they build revolutionary products or solve meaningful problems?Will they be challenged professionally and be given opportunity to grow?
Remember, these people will probably be happily employed elsewhere. In order to entice them, the company must offer a compelling opportunity. And the product message must be delivered professionally by real people who can answer tough questions.
Finding the best candidates will be easier, but attracting them will be more difficult.
Companies will also need to . . .
B) Build long-term relationships with future candidates
Smart companies will stop looking at recruitment as a reactive process characterized by bursts of frantic activity.
Social media tools will enable companies to build an engaged audience of individuals interested in their message and their vision.
Teams will be built based on the value great people can bring, rather than qualifying against a grocery list of skills and keywords.
Many Recruiting Companies and Recruiters will Drown
I am actually hopeful that a big wave of change is coming in the world of recruitment. I won’t miss the high-churn personnel agencies selling mediocre talent to desperate companies, or the recruitment departments that act more like purchasing teams than sales teams.
In many ways this apocalyptic change will be good. The new world of recruiting will be smarter, faster and tougher. The role of the recruiter will change.
As in every apocalypse, only the resourceful will survive.
We’ve heard it a million times. With an abundance of job openings for the exceptional 90th percentile, every ad for tech talent looks and sounds the same: a list of demands sandwiched between flowery sentences describing creative work environments, snazzy perks, and products that will disrupt billion dollar markets.
Since I started recruiting in tech more than 15 years ago, little has changed. To the talented individuals you’re looking to attract, your job ad is nothing but noise. I firmly believe that expecting success from a posting alone is insane, but I'll save that for another day. Invariably, a job profile of some sort fits into your overall strategy to hire for any role. And a bad one will sabotage all other efforts.
Why are job ads so wrong?
Most companies forget that a job description and a job ad are two different things.
Often written by a hiring manager, job descriptions are intended to communicate to the team the specific responsibilities and duties that a new employee will perform. They typically include a list of skills, experience and knowledge required to do the job well.
The job description tells us "what's in it for the company":
What will the new employee do for us?
What does the new employee need to know and be really good at in order perform the tasks listed in above.
It’s likely full of technical jargon and obvious catch-alls like “must be a team-player.” In most cases, it’s generic enough that it can be cut and pasted for every similar job opening for the next 3 years.
Often, the writing of a job description is a painful and rushed exercise. The result is something resembling a purchase order.
This approach to a job description is actually not wrong. Of course every search for a new teammate starts by identifying what needs to be done and by whom. What is wrong is that companies usually stop here and use this document as an ad.
So, what the heck is a job ad?
A good job ad is a marketing tool. It is designed to attract and engage your ideal candidate. It is honest and inspiring. Most importantly, it focuses on "what's in it for the candidate".
Use these questions to get you started:
- What exciting project/product/strategy will I be working on?
- What will I be working on in the first 60-90 days, and what can I expect to learn?
- Is this somewhere I’ll make a big impact on a market/company/technology?
- Describe the leaders and teammates I’ll work with, are they smart, fun and inspiring?
- What other interesting challenges will I get to tackle?
- Describe the market opportunity. How does this role impact business objectives?
What will make them excited enough to stop what they’re doing and pay attention to you? This is a marketing exercise. It needs to be full of excitement, authenticity and truth— no cheese, no fluff. You need to know your intended audience, and then give them a genuine summary of what you can do for them and how they’ll truly make an impact as a member of your team.
As I saw the conversations pop up across social media related to International Women's Day, I'm compelled to add some of my experience to the dialogue.
This article in particular, 14 Rules for Being a Woman in Business, does a great job of highlighting the fact that the problem of gender inequality in senior roles is still big on a global scale, but that there many great ways to get yourself into the critical minority. This piece spoke to leadership roles across all industries, but in the tech sector specifically, we know that the numbers of women in leadership roles looks at least this bad - or maybe worse.
It would be easy to conclude, that most CEO's have a bias against hiring women into senior roles - that they systematically ignore qualified female job applicants in favour of their masculine peers. I think this is totally false.
From my seat, as an advisor to tech companies looking to hire leaders and other scarce and talented teammates, I see something that probably comes as a surprise. In almost EVERY SINGLE SEARCH we take on, there is an unprompted and quite serious request that we focus on finding a woman for the role. Each company wants first to find the most qualified person for the role, but assuming that we'll turn up at least a handful of exceptional options, they want us to put extra effort into ensuring that they have a few great women to choose from.
These jobs are not only in areas where you'd expect to find more women, in marketing or HR, but across the board, in engineering, finance, operations and sales. Our leaders know that they'll benefit from diversity in their board room, and that the great women moving up the ranks need and want role models.
It turns out that the demand for women in the top ranks of tech companies isn't the problem. In fact demand for our top female leaders far outstrips supply. The challenge, it seems to me, is not about limited opportunities, but rather a limited number of strong women who are ready, willing and able to move into senior jobs.
I know that pointing out this truth does not solve the problem. But perhaps it shifts the conversation just slightly.
If you are an exceptional woman who wants to pursue leadership, you have reason to be optimistic. The data and the anecdotal evidence show that your journey will not be easy, but if you can find your path, a few good mentors and some serious conviction, there are many great tech companies that will welcome you with open arms.
A lot can happen in two years, especially in the move-fast-and-break-stuff world of tech. In Kitchener-Waterloo, the tech scene is growing more robust by the second.
The past two years have seen the evolution of innovation outposts at Communitech, attracting big brands like GM, Fairfax, and Canadian Tire into the region to actively participate in the startup ecosystem. Add that to B and C series announcements ringing out every time you turn around, the 350-person Google engineering office, and more than 45 startups with a combined workforce of 800 people setting up in the downtown core.
And what’s a growing tech scene always hungry for? Talent.
It’s no coincidence that Artemis Canada was founded two years ago to support and help build the innovation ecosystem. With more than 15 years of recruitment experience, Kristina McDougall saw an opportunity to work with a laser-focus on executive search roles for tech startups in KW. “The needs of innovative companies are unique,” says McDougall. "They're moving fast and often require very specific skills and experienced leaders who will get them to the next big milestone ahead of their competitors. Being part of the Waterloo Tech ecosystem has been fascinating, as we've been able to partner with companies at all stages of their evolution - from development and commercialization of breakthrough technologies, to the building of serious enterprise technology businesses."
A clear reflection of the growing startup scene and it’s increasing need for A-player talent, Artemis has been growing right alongside it. With reach that expands across Canada and the US, the team recently moved to a new office in uptown Waterloo, a beautiful home renovated into a boutique office space.
Today, Artemis Canada is hosting an Open House for friends and partners in the community to celebrate 2 years of success and their move to a new office at 22 Regina Street N.
“This new space really reflects our personality. The team feels at home, and it's great for collaboration." says McDougall "We're also situated right in the heart of Waterloo - in the middle of a fascinating, fun and fast moving community. We can't predict what incredible innovations and businesses we'll be helping to build over the next decade, but we know for certain that we're in the right place for success."
I recently spoke about career growth to a group of women, all working for a successful and growing tech company. In the Q & A someone asked "What can I do if my manager doesn't give me the promotion or growth opportunities that I want?" This was a great question, but there was one word in there that lit me up.
No one is going to give you opportunity and growth. You have to go and take it. Ask for it. Prove yourself worthy of a challenging new task or project. Show that you have guts and ambition and that you can take initiative. If someone tells you that you can't, prove them wrong, or ask them flatly what you need to learn in order to be more qualified for the task.
This one little word is the difference between people who quickly accelerate their careers and those who sit back, waiting for success and opportunity to cclimb into their laps.
The companies that are really moving quickly value initiative and confidence. They don't have managers who focus solely on allocating work and delegating projects. Everyone is carrying a lot of responsibility, and often cool tasks get snapped up by the first person to offer help and get started.
But what if you do all of this, and your organization holds you back or tells you that they don't want or need your best, most creative energies. Well, it's obvious, this is not the place for you to thrive and grow. Your employer isn't moving fast enough or can't see that value that you bring. Now that you know this, go find another outlet. If you are in tech, and you're talented and keen, you are in demand.
Your best manager has just come into your office to resign. You quickly move through the shock, and denial phases and move right to bargaining … “Would you reconsider staying if we offered you …”. Someone once told you that extending a counter-offer is a bad idea, and that accepting one is worse. But what do they know. If you can just make this guy change his mind, everything will return to normal.
But can you really move past the disloyalty and the betrayal – knowing that he’s been having secret liaisons with your competition? Sure you can. Get real – it’s not quite like learning that your husband has a profile on Ashley Madison. So maybe you offer more money, a bigger title, cooler projects and a shiny new laptop. There, there … now it’ll all be ok.
Experience tells me that great people are pretty good at making decisions. They know how to evaluate opportunity and risk, and they don’t leap into greener pastures without first doing everything possible to make the best of their current situation. A good recruiter will have walked them through some scenarios, to be sure that staying put isn’t a viable option.
While a counter-offer could send a message that someone is in fact loved and wanted, it is always too little too late. If it takes a resignation to be awarded the compensation, recognition and fulfilling work that your people really deserve, you have bigger problems than this one empty seat.
Why not pre-empt the resignation entirely. Look around and imagine that each of your top employees is out there interviewing – it is a reasonable possibility. What can you do, and what should you do to make them stay. You need to ask them what they really want to be doing and what is important. It is probably not just about money, but about working with great people, on important projects and getting appropriate recognition. Now what can you change?
You might not be able to give every person what they want and need, but listening will go a long way. Then, if that manager still comes into your office to resign, you can be supportive in their decision and confident that you’ve done everything possible to keep them.
Last week we celebrated the Top 20 hottest startups in Canada at the Canadian Innovation Exchange (CIX) conference. It was a packed event with entrepreneurs, investors and industry leaders, all with one thing in common: a relentless passion to support local innovation.It was no surprise that Shopify was named CIX Innovator of the Year, an award given to a Canadian company that disrupts and transforms an industry in profound ways.The Top 20 represented a wide mix of industries, including everything from marketing, manufacturing, open data, location analytics, recruitment, robotics, financial services and customer service...to name a few! The full list of the impressive Top 20 can viewed here.
If you missed the event, here were some key takeaways:
Challenging traditional management practices: Leerom Segal, CEO and Co-founder of Klick Health, made a decision in his organization to ban email for internal communication. Sounds easy enough, but could you do it? They implemented a ticketing system instead and encouraged leaders to learn from data, and let technology be the coach. As another example, a video game company, Valve, decided to remove all titles and assign projects based on contribution. The result? The increased autonomy and accountability led to empowered employees making better decisions.
Moving from startup to serious- the Series B: Why is the Series B round more difficult than Seed Funding or a Series A? There needs to be a huge jump in progress, functionality and the ability for investors to participate in the upside. Companies raise a Series B to be a market leader, and they need to prove that they don’t need the cash in the short term- it’s for building long term relationships.
Canada vs. US, is there still an investment gap?: The experts say it seems to be lessening. The top tier US investors can still provide startups with a depth of network and knowledge that is hard to find elsewhere. However, a lot of the barriers have been removed (ie. startups do not have to move Canadian operations down to Silicon Valley anymore to get US funding) and Canadian funding is much more readily available.
FinTech is bringing sexy back: We saw the FinTech emergence last year with WealthSimple, a CIX Top 20 in 2014, with their low-cost wealth management platform. This year it was Plooto and Control in the payment processing space and Q4 Web Systems providing detailed analytics on the capital markets. What are the key drivers for the growth in FinTech? The panel spoke about three main factors: 1) There’s a higher level of trust needed for transactions, and consumers are okay with that (think Uber and Airbnb); 2) Tech is more accessible than ever before...everything is in the cloud and mobile making it easier to collect data and develop sophisticated algorithms; and 3) The financial sector has the largest profit pools of any industry, yet they are the slowest to innovate. There is a lot of disruption that could happen- but few are actually doing it.
Machine Learning is going to change the world: You can’t learn machine learning from a textbook, it’s a craft and way of thinking. There are more opportunities in machine learning and data science than there are people to fill them (we can attest to this!). Companies like Deep Genomics are solving problems about human disease that humans cannot solve. D-Wave Systems is mimicking human intelligence in machines….the future has arrived!
It was an impressive turnout and showcase of Canadian innovation, and we’re looking forward to seeing these businesses continue to grow!
If you’re interested in hearing podcasts with entrepreneurs from the 2015 Top 20 and previous recipients, check out Small Rooms.
We are a boutique executive search firm exclusively serving Canada’s Innovation Economy.
Our partners are the inventors, builders and leaders who are changing our world, enriching the lives of their teams, strengthening their communities and delivering valuable innovations to global marketplaces.
"I have worked closely with Kristina for approximately 15 years, reaching out to her whenever we are searching for the hardest to find skills. She understands the industry, she’s smart, she listens to exactly what we need, and she never wastes our time. Kristina, and the Artemis team, deliver time and time again. When we need an external recruiter, I find it hard to work with anyone else!"
Pete Devenyi, VP Global Software