Page 72 - James Caan - The Real Deal
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The Real Deal



             crossed my mind. I was just sitting, watching, learning, absorbing.
             I knew I was acquiring a level of expertise that the recruitment
             industry doesn’t generally have, nor does it teach. I had started to
             see recruitment as part of my own journey, and I worked hard at
             evaluating the future.
                All around me were sales guys reviewing every lost sale, and just
             like them I would constantly review my technique, my failures and
             my successes: after all, if I hadn’t placed people I’d have had a very
             mediocre lifestyle. So after every candidate left my office I would
             ask myself what I could have done differently. Did I match that
             person right? Did I not ask the right questions? Did I fail to close
             it? I reviewed my performance clinically.
                I compare the process to something top sports professionals do.
             Take Roger Federer. Why is he a better tennis player than anyone
             else? It’s a combination of talent, practice and analysis. If you play
             tennis for an hour a week, maybe you hit the ball 250 times. But
             imagine you play eight hours a day: how many times are you
             hitting the ball now? When you play that much, you learn that if
             you hit the ball in a certain way, or to a certain part of the court,
             you get different results. The slightest change in technique can
             mean the difference between winning and losing, and if you
             analyse every stroke then you teach yourself what works for you.
             And that’s all I did: each call, each interview, each pitch was
             thoroughly analysed.
                If there was a thermometer for recruitment, then I was starting
             to hit the red zone in terms of ability. In normal recruitment,
             consultants just match candidates and vacancies. At Reid Trevena
             I was selling someone an opportunity. However, no matter how
             good I was at getting people to believe in what was possible, I
             found that when candidates got home and started talking to their
             husbands or their wives, they would hear the words: ‘What
             happens if you don’t sell? We won’t eat!’ I could have spent over
             an hour with a candidate, but sometimes I couldn’t get them to




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