All right. Uh, pretty good numbers overall last week for a short week, right? Four days in the week, but still had 121 sendouts. Um, and our leader there was Justin Wilkins with 13.

31 interviews last week and Jim Collins led the way. 34

11 offers. Uh Bo leading the way there with two for B. So B.

And then we had six placements last week. A good strong Friday. Uh and with one placement each uh Jonathan Myers, Bose Stevenson, Jamie Ashurn, and Luke got his second placement.

And our winner with two deals was Kelby Sh with 138K.

On our contest, uh we have a tie for third place right now between the non-competes and they call us the firemen. They each have 93 points with a couple weeks to go. I'll be sending an invite later today for our uh wrap up of Q3 and giving out the prizes and grab bags and introduction of Q4 for October 1st. Uh so it'll be here before we know it. Uh but uh third place tie non competes they call us fireman. And then in second place is my favorite team with 99 points. And in first is the law firm with 105. Um our top individual leader is currently Jim Cotton with 30 points. Thank you.

Uh now it's about the sourcing requests in light of Aaron um stepping away and um wanted to highlight that they are open. Uh you are able to make sourcing requests. Um it'll look a little different though right now and it's a bit of a work in process as we're going through and revamping it and what it looks like. Um but uh if you submit a source request um it'll go to Charlie. Otherwise, you can teams him, call him, email him, however you want to get it to him. That's fine. He's good with it. Uh, but just expect to receive an Excel report back from Charlie likely the same day. So, it's much quicker than our own process, too. So, um, that's been really positive. A lot of the people that have been testing it out have given great feedback as well as far as the types of people they're getting on those list. But, if you submit it by about 3 p.m., you should get it that same day. And you can do it in any of those forms. Um but um we continue to compare it to Aaron's approach too and see what the value was there and what we may be missing and how we continue to fine-tune it. Uh so to the extent you guys had something you really value about the way Aaron did it. Somebody called out the rollup list um and being able to work off of that in a meeting we had last week and so um we'll look to figure out how do we incorporate that into what Charlie does too and um and merge different approaches. Uh but if you had feedback and things you liked about one or the other or tested out Charlie's and we'll compare and contrast them. Love to hear just how it stacks up and and what you liked about either of them as we continue to look for ways to make sure that what we're delivering to you all is valuable and efficient and um actionable for you too. Uh but uh he's excited about it, passionate about it, and loves doing it and uh has been playing around with it for a handful of you all. But don't hesitate to submit a source request through the internet or uh in the form or uh through just reaching out to him directly and uh he'll jump on it accordingly. Um otherwise today we have Jim Cogington uh who's going to who has agreed to share just the value of acting quickly and sense with a sense of urgency and something that Liza and I talk about and we've seen on Collins when people are quick to jump on things or responsive and just But when people are coming to us, makes a world of difference in how that's being received in the marketplace too, how it differentiates you and sets your brand apart. Um, and something Jim's always been great at too, just in any sense. I reach out to him, send him something Saturday, and boom, I got a response back. Not saying everybody needs to respond on Saturday, but uh, but it's just the responsiveness that you approach everything. And, uh, that's invaluable and I think helps to add a lot that differentiates you. Um but we also have a handful of questions that uh you all have plugged in the submittal forums for um things you wanted to ask Jim and so um Jim's agreed to come up and uh share a bit around those things. Um one was that value in offering a sense of urgency and just other aspects or how he's uh differentiates himself. how's outreach and recruiting has changed over the past 10 years and if he sees more competition now than he did 10 years ago and if that makes it harder for him to sell and to maintain his speed integrity at higher levels and what he says to candidates who lead with compensation as their go-to and if he has any go-to lines there and then just how he utilizes crew director approach and how others could utilize it to not give up too early after a first no and so how people can uh take that but um So, big picture. Jim, if you would come on up here and share. Um,

you guys are a good looking group. I haven't turned around and look. Um, hey, first I got to make a public service announcement. My wife got a new robot and and it actually u mocks too. Okay. So, I'm in the kitchen and I'm doing something. And I'm getting ready to go put it in the refrigerator and and I hear the robot coming through, but I don't think twice about it. Man, I hit that wet spot. Bam. That's why I have this big uh place on my knee. [ __ ] Um, yeah, you can hurt at home. Be careful at home. That's my public service. Watch out for the web. Kelly, did you go visit his home? Was that

All right. Well, you know, um I I probably ought to one of the things that uh I I should let you know is acting with you get these call-in job orders and I've heard some people say they hate them. They don't even want to mess with them. Um you know, the one of the cool things about call-in job orders is that you can uh you know that the person calling in has a need or they wouldn't be calling in, right? Uh you can do a quick AI scan on the company uh within gosh, it's not like the old days, right? within three minutes you can know whether they're worthy of you being a candidate. And if you're trying to specialize in a market, maybe sometimes it's a good idea to go work for a company or try to work for a company that you don't think is a great long-term client because what do you think that does for you? It creates a recruiting roadmap to go take care of that company later if you don't actually get money from. If you get money from they might be a client for a while, that's okay. and maybe you can help a company turn around and change its uh you can approach them as a consultant. Hey, on the street you don't have the best reputation. Are you aware of this? You know, um and that's a that's a one strategy that I've used in the past to uh try to get indoors. But surprisingly enough, a lot of these u call-in job orders are uh um really worthwhile, but if you don't act quick, they're going to be talking to three or four other people. I try to get ahead of it. I try to call them back immediately because I want to be first in the door and help them. I want to coach them on what the market looks like. You know, you're worried about competing against the 20% builders. I tell them, you can find the per the the head hunter that's going to charge you 20%. But there's a big difference between them and us. We're us for a reason. There's a reason we're the leader in our industry. There's a reason that we have the reputation we have and that we've been around for over nearly 50 years. And of course I get to sell myself a little bit too but you do too. Um I u think the biggest differentiator moving from urgency to differentiation is I got had this idea about 24 years ago banging my head against the desk my second try here at Kimble. How can I get people to change jobs and not be about money? Well, it's got to be about their career. Well, how can I help approach them about their career? They're not going to want to talk to me about that. They want to know what the position is, how much it's paying, you know, who who it is, who it is, who is it. So, um, anyway, I developed this whole concept. Maybe you've heard of it's called the career direct approach to recruiting and I've had some people pitch in on that and and it really works. It's not a panacea and you have to know there's an art form to doing it, but I use it to differentiate myself to clients because I tell them about our career director approach. I send that little piece we have on the career direct approach out to everybody. And I try to make it bigger than it is, you know? I mean, that's the way sales is. You make things bigger than they are and at least that they're going to feel like it it matters. It's something. And uh it is something. It does differentiate. And there is a way to approach candidates and get them to talk about what's why your opportunity makes sense for their career. And because you're an expert in your in your marketplace, you have data on other companies, you can help them see, you know, your knowledge base and how much you have to offer them. And uh hey, yeah, it you know, immediately when you call them, you don't pitch the job order. You say, you know, there wasn't there is a pos there's an opportunity. Actually, I've got probably a couple maybe three. you know, you make that bigger than it is, you know, because you want them to think of your objectivity rather than you're just trying to sell them on the one job. And what are we trying to do? We're trying to get them to break down and tell us who they really are. And then you know whether or not they're really good fit and you can start to load your gun with those bullets, you're going to fire back at them. Hey, uh because you told me you cared about um staying in medical, one of my opportunities, and it happened to be the one you're calling about, right? as you saw that hit medical is, you know, a company that's is a leader in in medical, you know, and you get the idea. That's just one example. You try to have four or five of those bullets to fire back at. So, pitching to the client is about why the way we approach candidates is so different. It it allows us to get the results right the first time. And then I transition into selling my warranty, which I do different than you guys do. We don't, you know, we don't have an official standard warranty. we do on our on our pitch sheet and I say if you're on contingency that's what it is what it's a 9-day warranty is that what we say we do um I say if you go if you go retain if you actually hire me I'm going to do the job right and we're going to back it up stronger than anybody in the business and here's what we do we have a two-year partnership with you and the success of your of your candidate you guys are all going whoa two years no it's 6 months no questions asked full replacement. We need to understand why it went wrong. And then I'm your partner again for the rest of that 2-year period. We're 50/50 partners. I I'll do the do the search again for half the original half our our rate. Try to beef it up a little bit. Half 3%. But I don't say those words necessarily. And planting the seed was 50/50. You know how many times I've had to do that? I've got about I've had at least probably 250 placements with that warranty. You know how many times I've had to actually replace somebody for half the original fee? Two. Did I tell you that in training?

That's a pretty good guess. I've worked on it twice. Twice. But I'm pitching service and backing it up. And then I emphasize, you know, hopefully you have an idea of what your replacement rate is. Mine's less than 5%. So I get to say my replacement's less than 5%. And um they uh you that's better than their own hiring rate most of the time. Their own hiring rate is probably worse than 5%. Um and uh you know I even challenge them that you are you doing better than 5% replacement on the people you hire? Well, no. Actually, we were they know that they have failures and we we get to emphasize that that we're good at not having failures. That's why we give you such a strong warranty. You see how they're tied together and it all is tied together because we do the what? The career director approach, which makes our we find out who the people really are and it gets us a better a better hit in your target and why you're going to win. And then we help you through the process of knowing how to approach each candidate, what their priorities are, which I do on a regular basis. I just sent them, you know, seven bullets on this morning with a candidate like here's the things this guy has and you better know in advance this is what what he has so that you or what he wants or he cares about and that list is going to be different for different people. Um so those are the things that you constantly thinking and tying it all together in a way that uh works um synergistically you know just it just follows. It's just natural that it follows. So let me think how how is the competition changed my approach. Let me see. I'm more consistently billing 33% now than I used to. I don't always drop to 30% automatically because somebody's on retained. I look at even though I just told you a second ago that well no I didn't I didn't talk about the billing percentage. I I I say if you're contingency definitely 33%. No no no argument no guess there. Then you can evaluate is this a $300,000 position. I kind of want them to give myself a competitive edge. So I want them to feel like they're already getting my best effort. I might go ahead and drop them and tell them in advance because of your strategic, you know, I'm going to give them some reasons why I want to go ahead and drop your billing by 10%. To 30%. You know, it's 10% total money. I like to say 10%, not 3%. Uh three points is 10%. Um anybody get the calculator out and figure that one out. uh and uh you know sort of lead with giving them a good deal, but I don't drop below 30. But I I more consistently stay at 33. If something's less than about a $200,000 position, I'm going at 33 unless I know I just can't win at 33. But I'm definitely not going below 30. And I'm going to tell you, you can go higher than 25enter and they're not going to give you that two-year value proposition, are they? and they're and they're not going to tell you that they have a 4% less than a 5% replacement rate, are they? You know, I try to, you know, fire back at them all the reasons why they're really wasting money, not saving money by going with somebody else. So, that's one of the things that I'm doing. Uh, I'll tell you one other thing that I'm doing that's been really useful. You have a higher level search and the company's talking, well, it happens all the time. They're talking three or four head hunters. I've already told you in advance. I'm telling them what the competition is going to look like and we're not going to be the lowest. We're not we're not the only one at our level. We're the only one that performs at our level. But um I will also you rather than wait for them to go through this process, you know, when there's going to be an extended process, you say, "When are you going to make a decision on your search?" And they said, "Oh, we need a couple weeks." If I think it's valuable enough and I know where the candidate pool is, I'm going to go ahead and send them a couple candidates before they make a decision. And I'm putting on the on the resume. Um Wisey has a little blur. She knows what to put. She just ask her. Uh it's basically saying if you hire this candidate, you're agreeing to the fee that's on on the proposal we sent. I just want to show you what what we can do. I want to show you the level of candidate you can expect from us. or I knew this candidate was was uh he he's somebody I have a relationship with and I just really think he'd be wise for you to talk. You don't have to use this for the search, but you ought to talk to this guy. Whatever you can to get to get your way in the door and I instead of waiting for the dog and pony show, uh we've won probably a dozen searches doing that. And I used to be, you know, nervous about without having to sign an agreement sending out anything. But um as long as you're careful about it and want you to make sure they have the agreement in place and you don't u send a garbage candidate, this is a you got to be real smart about the candidate you see send this this is a great strategy to get ahead of the competition. Um so I think I covered all the basis anybody is there anything that anybody has? Well, oh yes, go ahead. Do you have any scratch off tickets? Scratch off

Oh, sorry. You said earlier, you said, "I don't feel below 30 unless I know I can't win." Or below 30. I don't go below 30 unless I know I can't win. Well, you you you that's just instincts. Yeah. Yeah. Just instincts. And I don't just automatically drop 25. I might say, "I can give you another 10% discount, which takes them to 27." That's a strategy I'm losing using right now. Um because you can tell he's a wheeler dealer type. I did I I don't do that that often. I did it the other day with a with a firm that I know. I had in my notes from talking some of this your history that they were you he's talking 15 to 20% fees out there. So I'm trying to give a sense of a great deal. You know get hire the best in the business and I'm giving you 27% which isn't that different than what you're paying now. So, you just have to kind of use instincts and strategy, but I would recommend not thinking lowering your fee is the is the way to win the search. So, anything else? Yes. How often do you have to talk to your clients and like adjust their expectations of salary versus what you're seeing? Like if they come in for a BP search and they got 150, but you're seeing everything in the two 225, how well I always use this one. I say, you know, I I think it's the smartest strategy I I try to engage the clients. One of the things that I that I do for my clients and it's so helpful is our knowledge of the market. So, we can really help you understand what's going on in the marketplace. And we do salary if I think they're low, we do salary, we do compensation studies every year. And um you know, one of the things that I found also is we're all competing for the same thing. You don't want your competitor to win that candidate. You want to win them. So, I think it's smart for you to for our clients to look at any candidate, even if they're a little outside the budget, and then evaluate whether the value is there and it's worth paying the higher dollar amount. That's the way I handle that. Yeah. Yeah. Has a client ever taken your A+ candidate in terms of just without the terms and conditions being Oh, yeah. Yeah. Yeah. I've done a couple deals and I've won the search a couple times. I mean, a few times. Um, I mean right now the first candidate we presented to this group company called Tape which builds things like the Sphere out in Las Vegas. They're one of the biggest names in entertainment construction. Um, and they had a they had like eight different firms they were talking to and they they they actually suggested show us a couple um a couple profiles uh that you think might be great for us. They didn't say send us candidates that were live and active, but I just took it to that upper level and I sent the first one we sent they they fell in love with this guy and they're probably going to make him an offer, but they asked us to find other candidates to compare to them. So, we had the search and we're it's because I led with that. I probably wouldn't have survived the dog and pony show. I mean, just look at me. You think you're going to hire me over some of these younger guys coming in there? And plus, I'm sure you're cocky. You know, a lot of guys don't like me cuz I'm so cocky. But I just tell them the truth. I get to say I'm the leading goal in the construction industry. You can prove me wrong if you want to. Um but anyway, uh we can say Kimmel's the leading firm in the construction industry for the group message. Yeah. I guess that question was more so has a client ever just taking their A+ candidate moved out payment? Oh, no. No. I've never had that issue. I've had to go to court a few times, but it's been a long time. Yeah. Got better at it, I guess. Anybody? Yeah. What about candidates that just right out of the gate say, "How much is it paid?" How do you push back on? Right. Well, what I get what I say to them is I try to get them past that by saying, "Hey, what are you making now?" You I try to engage them that way. You know, that normal thing. But the the gist of the conversation is what we're trying what you should be looking at guy is think of yourself as a free agent in in in a marketplace. And you know how professional guys get more money. They create value. They don't wait for the offer. They create value and the and the money follows the value. One of my old lines, right? Money does follow value. You create value when you make strategic moves. And I can guarantee you this. when my if my client wants you, we're going to we're going to I'm going to help you earn more than you're making now. So, what are you making now? You know, let let them lay down on. And so, I take that type of approach. Anything else? I guess on that note, have you ever gotten to that point and the candidate's like, "Oh, that sounds great. Jen, let's do this." And then you get them through the interview process all the way to an offer and the offer comes in lower. Yeah. Yeah. How do you That happens. It's just well, you have to fight the battle as it goes. You know, you can't be sure that your client's going to play along. You know, you have to go back to that building value. Here's all the reasons why you make that move. One of the strategies is this happens. This is real. And you may have noticed this and maybe you haven't. I use this all the time. Whenever, remember, this company's paying a significant fee to get you. They're making an investment in you. And when they do that, they're going to make sure that you're happy. They're not going to leave you wanting. If you go there and you just you just be yourself. You don't have to move mountains. You just have to be yourself. They like the person they've met. You've presented yourself appropriately. Um you haven't oversold yourself. All you got to do is be yourself and they're going to want to take care of you. So when it's time for that first raise, I see this all the time. People get a bigger raise than they normally would. So, it's not about getting it all today. It's about momentum in a new environment. Plus, it's it's the law of diminishing returns. You've been with XYZ company for seven years. You start to get a diminishing return. And with your presence for the first two or three years, you're going to get bet more bigger rise in bonus and and more chance to make an impact because you're you're a fresh face in the organization. And they're going to want to continue to make sure they're encouraging you to stay with them. So, you're going to see advancement financially. So, that's a good way to try to offset that disappointment of a few thousand. I was recording that, by the way.

Anybody got anything else? Well, thanks.

Have a good week.