Amy Bingham, Owner and Managing Partner, Bingham Consulting Professionals
Years in staffing: 22
Fun fact: Amy came to staffing in search of a “normal job” after years in retail management. Normal is relative in this industry, but after answering an ad for Interim Personnel, she started as a selling branch manager. As the company evolved with acquisitions, Amy also grew into several different roles on the sales and corporate side. In 2007, Amy acted on her entrepreneurial ambitions and started her own consultancy to help small and medium-sized staffing firms increase their sales effectiveness. Eight years later, she mainly focuses on strategy work with owners, in addition to coaching, training and continuous learning for teams.
What keeps you excited about your work in the staffing industry?
Unfortunately the staffing industry is undervalued for its impact on the world of work. Ours is an industry that gives people access to jobs they may not otherwise have. These fundamental goals haven’t changed, but the way we deliver, recruit and remain visible in the marketplace has. I’m passionate about helping companies improve their effectiveness so they can ultimately help create more meaningful connections.
What is the best advice you’ve received from a sales coach? Why?
To persist. In survey after survey, top-performing sales people attribute their success to persistence. Those who don’t stop after three attempts to connect with a prospect but rather, make that fourth, fifth, or sixth call are winning the business consistently!
Also, it’s not just about any one method for staying in front of clients and prospects anymore. Mix it up. The phone is not dead. I get that all the time. You need to be calling, using LinkedIn, social networking, sharing relevant content with your targets directly, setting up Google Alerts in their specific industries so you can personalize this content (buyer by buyer), etc. You need to use every medium possible to stay in front of them. Typically what you’ll find is that people either gravitate towards the phone or electronic vent. Adapt your style to what works for the buyer.
What makes a great staffing leader in your experience?
One who balances holding people accountable with great coaching, leading by example, and empathy. Since we’re often moving 100 miles a minute in this industry, we don’t always stay accountable to the good processes for care and coaching of our people that we put in place. For example, I see this all the time with one-on-ones and group calls. Leaders often cancel their one-on-ones or do them ad hoc. This typically happens most with top performers. You tend to think that once people are performing, they don’t need you as much. But that’s the opposite of what you should do. We should be spending more time with our top people. Over time, they start to think they’re taken for granted or feel like they’re not important. You are caught up on the basics that might be covered in the one-on-one, but these are developmental. Keep these opportunities so your team knows they’re valued.
Are you an industry veteran that’s excited to share your lessons with the next generation of staffing leaders? Share your insights as part of this #womenINstaffing Wednesday series. Contact me to learn more.
Confused on the hashtag (#) in the title of this series? Let me know if you’d like to join a virtual roundtable with a few other female staffing execs to discuss the power of Twitter to build your personal brand.