The process of choosing great talent and, for that matter, good clients to work with is subject to an intense selection process that requires time and a lot of research.
With talent, we can begin with a friendly referral, quality sourcing and eventually a resume. If all that fits, we can move that to the next step, which is a phone screen and eventually, face time. That personalizes things and will define the expectations you have on each other. I like and respect that our talent and clients want us to fit some criteria that suits them. Seems reasonable that they try and determine if we are right for them too. It’s the best way to find the right symmetry.
Figuring out which new clients appeal to you is easy. Information about them is so accessible. The reasons that support your desire to work with them is subjective and should be established by what fits your comfort zone and what will give you (and them) the best possible results.
Does the work they do align well with the talent you represent? Can you really help them? Can your talent be effective?
How we bridge the gap between introduction and becoming an approved vendor is very difficult. Competition is tough. Time is limited. Relationships are in place and what makes you better than the current providers they use?
There is no easy answer for these questions. However, given an opportunity to tell your story – you maximize that and try to make it clear that you are good at what you do. You give them compelling reasons why you are better or different than those they currently work with. Naturally, much of it is perception, which can be driven by personality, reputation, effort, service and results. In the end – you have to deliver.
I want my clients and the talent I represent to see me as a leader – Someone that is focused on the team – not myself. I want them to see me as a manager of process, a motivator of people and a mentor to all involved.
I want them to view me with discerning eyes.