That’s why increasing efficiency and effectiveness in the recruiting process requires an outside perspective, often in the form of an accountability partner (AP). Sharing challenges, successes and frustrations with a trusted outsider can prevent your recruiting process from getting stuck in a rut. Identifying a potential AP is a challenge in and of itself, as it must be someone with whom you feel comfortable but not someone so familiar that they can’t tell you anything you haven’t heard before.
Here’s how to determine who will make an effective AP, and how to use your relationship as a springboard for growth.
Who Makes a Good Accountability Partner?
First, we should establish that an AP doesn’t have to be one individual. To get the most bang for your buck, it may be best to establish a group of APs, each of whom brings a distinct perspective to the table. When creating a group of APs, try to keep the size manageable: Six to nine people guarantees a wide variety of voices and ideas while allowing for participation by all members of the group.
If you choose to create a group of APs, select leaders in different geographic regions. Recruiters in other parts of the country may be cognizant of trends and cultural differences that you aren’t privy to.
If you opt for a single AP instead of a group, you must decide whether you want that person to come from inside or outside your company. While someone from inside the company is as invested in your organization’s success as you are, an AP from outside your company can bring different ideas to the table. If you opt for an AP from within your organization, choose someone in a different region or department than your own.
Regardless of whether you decide to form a group or seek out an individual, your AP(s) should embody these qualities:
1. You should value their opinion.
2. They should be willing to help you with no expectation of a one-to-one exchange.
3. They should be active listeners who are engaged when you’re speaking.
4. They shouldn’t judge you.
5. They shouldn’t take advantage of your trust to attempt to better their position.
6. They should be comfortable being brutally honest with you.
What Should You Share With Your Accountability Partner?
As you become more comfortable with your AP, your willingness to be vulnerable with them will increase. In the meantime, sharing basic ideas and facts about your practices can be valuable as well. Discuss the number of calls made to prospects, messages left, face-to-face meetings held and first meetings. These numbers are both important benchmarks and a strong jumping-off point for your relationship with your AP.
You can also discuss reports on local competitive intelligences and the results of event-driven activities. This information will give your AP the context that they need to understand your organization. Begin with this baseline information each time you meet, but let your conversations evolve based on what you and your AP find most interesting or pertinent. These free-form conversations will lead to the aha! moments that only a fresh perspective can bring.
There’s always risk and vulnerability involved when choosing an accountability partner. But once that risk pays off, you may find yourself a more effective communicator, leader and recruiter.
