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Is there a MAGIC to
Closing?
Reprinted with the permission of
Bill Radin
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Based
on the types of questions I receive from recruiters, you’d
think closing was some sort of Voodoo ritual, complete with
potions, incense and secret incantations.
To set the
record straight: Closing is simply the process of helping
people get what they really want, by facilitating compromises
without sacrificing the basic goals of either party. Deals
that are forced, lopsided or negotiated in bad faith rarely
stand up over time.
As
negotiators, our goal (the close) is achieved when the parties
we represent satisfy their sincere and overarching needs. Our
job is fun and easy, provided we can accurately assess each
side’s interests, priorities and sense of urgency. In
contrast, attempting to close a deal between two warring (or
indifferent) parties becomes exhausting and difficult. And the
long-term results of such a close are predictably
unsatisfactory.
The
situation in the Middle East illustrates what happens when two
parties simply can’t agree to terms (or abide by the terms of
a previous agreement). Despite the tireless efforts of
negotiators (Colin Powell being the latest), the cycle of
violence will continue until the subtext of ancient
hostilities is rewritten.
Some Deals will Never
Close
That’s why it’s so important to
qualify both parties prior to trying to close a deal. If you
discover that your candidate has a hidden agenda, a lack of
motivation or a fundamental problem with the job he’s
considering, you should disqualify the person, and avoid the
trauma of trying to force a deal that’s doomed from the start.
Likewise, you should avoid working with an employer who has
unrealistic expectations regarding the ideal candidate’s work
performance or salary level.
To fine-tune your
understanding of everyone’s needs during the interviewing
process, you can use periodic trial closes. Questions like,
“Any new developments?” or “Is this the type of job (or
candidate) that looks good to you?” are designed to keep you
up-to-date and confirm your assessment of needs. In some
cases, the answers might surprise you—and may serve to expose
inconsistencies that threaten the success of your
deal.
Assuming
you’re working with two qualified parties who are on the same
wavelength, the close is simply a matter of tying up loose
ends and getting a commitment from both sides. When
complications or disagreements occur, they can usually be
resolved by applying a little creativity or asking one or both
parties to make concessions without undermining either side’s
most critical needs.
If
an agreement can’t be reached, it’s the recruiter’s job to dig
for the essence of what each party truly needs to find a
win-win solution. If it’s discovered that the parties’ goals
are in conflict with one another, that’s the point at which
prayer, witchcraft or temper tantrums are usually invoked. Or
when recruiters call me for help.
I
learned long ago the limitations of “persuasion” as a
means of closing. To me, closing is all about the process of
qualifying early and testing the strength of your deal through
a series of trial
closes.
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