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  • The Importance of Working with a Tech Sales Recruitment Agency for Your Business

    The Importance of Working with a Tech Sales Recruitment Agency for Your Business

    In today’s competitive business world, finding the right tech sales talent can make all the difference in the success of your business.

     However, the process of recruiting and hiring top-notch sales professionals can be time-consuming, complex, and costly.

     That’s where a tech sales recruitment agency comes in.

    Working with a specialised recruitment agency can help you streamline your hiring process, reduce costs, and find the best-fit candidates for your business needs.

    In this blog, we’ll explore the importance of working with a tech sales recruitment agency, the benefits it can bring to your organisation, and how it can help you stay ahead of the competition in the tech industry.

    So, whether you’re a startup or an established enterprise, read on to discover why partnering with a tech sales recruitment agency is a smart move for your business.

     

    Challenges in Hiring Tech Salespeople

    Hiring tech sales professionals can be a challenging task for many reasons.

    First, the tech industry is constantly evolving, and sales professionals need to have a deep understanding of the latest trends, technologies, and best practices in order to effectively sell tech products and services. This requires a combination of technical knowledge, sales skills, and industry expertise that can be difficult to find in a single candidate.

    Second, the tech industry is highly competitive, and top talent is in high demand. This means that it can be difficult to attract and retain the best sales professionals, especially if you’re a startup or a small business without a well-established reputation in the industry.

    Finally, the hiring process for tech sales professionals can be time-consuming and expensive. It typically involves multiple rounds of interviews, assessments, and reference checks, and can take weeks or even months to complete. This can be a major drain on resources, especially for small businesses with limited budgets and staffing.

     

    Benefits of Working with a Tech Sales Recruitment Agency

    Working with a specialised tech sales recruitment agency can help you overcome these challenges and find the best-fit candidates for your business needs.

    Some of the key benefits of partnering with a tech sales recruitment agency are:

    • Access to a Larger Talent Pool: Tech sales recruitment agencies have access to a larger talent pool than most businesses do. They have established networks and relationships with top sales professionals in the industry and can tap into these networks to find the best-fit candidates for your bus
    • Expertise and Industry Knowledge: Tech sales recruitment agencies specialise in recruiting sales professionals for the tech industry. They have a deep understanding of the industry and can provide valuable insights and advice on the latest trends, technologies, and best practices in tech sales.
    • Streamlined Hiring Process: Tech sales recruitment agencies have a proven process for recruiting and hiring top sales talent. They can help you streamline your hiring process, reduce the time and resources needed to find and hire the right candidates, and ensure that you’re making the best hiring decisions for your business.

     

     Qualities to Look for in a Tech Sales Recruitment Agency

    When choosing a tech sales recruitment agency, there are several qualities you should look for. These include:

    • Industry Expertise: Look for an agency that specialises in tech sales recruitment. They should have a deep understanding of the industry and be able to provide valuable insights and advice on the latest trends, technologies, and best practices in tech sales.
    • Quality of Candidates: Look for an agency that has a track record of placing high-quality candidates in tech sales roles. Ask for references and case studies and look for testimonials from satisfied clients.
    • Proven Process: Look for an agency that has a proven process for recruiting and hiring top sales talent. They should be able to provide you with a clear and transparent process for identifying, assessing, and selecting candidates.
    • Communication Skills: Look for an agency that has strong communication skills and is responsive to your needs. They should be able to listen to your requirements, provide feedback and advice, and keep you informed throughout the hiring process.
    • Cultural Fit: Look for an agency that understands the importance of cultural fit and can help you find candidates who are a good match for your company culture.

      

    How to Choose the Right Tech Sales Recruitment Agency for Your Business

    Choosing the right tech sales recruitment agency for your business can be a daunting task. Here are some tips to help you make the right choice:

    • Define Your Requirements: Before you start looking for a tech sales recruitment agency, take the time to define your requirements. What type of sales professionals are you looking for? What are your business needs and objectives? What is your budget and timeline for hiring?
    • Do Your Research: Research potential tech sales recruitment agencies carefully. Look for online reviews, case studies, and testimonials from satisfied clients. Ask for references and contact previous clients to get their feedback on the agency’s services.
    • Evaluate their Expertise: Evaluate the agency’s expertise in tech sales recruitment. Do they have a deep understanding of the industry? Can they provide valuable insights and advice on the latest trends, technologies, and best practices in tech sales?
    • Check their Track Record: Check the agency’s track record of placing high-quality candidates in tech sales roles. Look for testimonials from satisfied clients and ask for references and case studies.
    • Evaluate their Process: Evaluate the agency’s process for recruiting and hiring top sales talent. Do they have a clear and transparent process for identifying, assessing, and selecting candidates? Do they provide guidance and support throughout the hiring process?
    • Communication Skills: Evaluate the agency’s communication skills. Are they responsive and easy to work with? Do they listen to your requirements, provide feedback and advice, and keep you informed throughout the hiring process?

      

    Tips for Working with a Tech Sales Recruitment Agency

    Working with a tech sales recruitment agency can be a highly effective way to find and hire top sales professionals for your business.

    Here are some tips to help you get the most out of your partnership:

    • Be Clear About Your Requirements: Be clear and specific about your requirements for the role, including the skills, experience, and qualifications you’re looking for. This will help the agency identify and screen candidates more effectively.
    • Communicate Effectively: Communicate regularly and effectively with the agency throughout the hiring process. Provide feedback and ask for updates and be responsive to the agency’s requests for information and feedback.
    • Be Open to Feedback: Be open to feedback and advice from the agency. They have a deep understanding of the industry and can provide valuable insights and advice on the latest trends, technologies, and best practices in tech sales.
    • Provide a Positive Candidate Experience: Provide a positive candidate experience throughout the hiring process. This will help you attract and retain top talent and will also enhance your reputation as an employer of choice in the tech industry.

      

    Conclusion: The Bottom Line on Tech Sales Recruitment Agencies

    In conclusion, finding and hiring top-notch tech sales talent is essential for any business that wants to succeed in the fast-paced and highly competitive tech industry. However, the process of recruiting, interviewing, and hiring sales professionals can be time-consuming, complex, and costly.

    By working with a specialised tech sales recruitment agency, you can streamline your hiring process, reduce costs, and find the best-fit candidates for your business needs. Look for an agency with industry expertise, a track record of success, and a proven process for recruiting and hiring top sales talent.

    With the right tech sales recruitment agency as your partner, you can stay ahead of the competition, drive revenue growth, and achieve long-term success in the tech industry.

     

    If you want to learn more about how Strive can support your business in hiring for Tech Sales roles, please check out our Solutions page or reach out to one of our Founders to arrange a call.

  • Learn how I billed £1m, in one year

    Learn how I billed £1m, in one year

    In October 2019, I made the decision to enter the world of recruitment and chose Strive as the business to join.

    Starting as a recruitment rookie, just under 6 months before the world went into lockdown, I’ve seen a lot and have developed a phenomenal amount in that period.

    Since joining, I have also been fortunate enough to receive a number of promotions: from Headhunter to Team Leader; to Account Manager and to my current role as Sales Manager.

    And…. I was the first Strive employee to bill £1 Million in a financial year.

    Want some tips as to how I achieved this? Read below ⬇

     

    Have repeatable and scalable processes in place

    ·        This is critical to scale your desk.

    ·        Your number one priority should be to maximise the productivity of your business unit.

     

    Time Management

    ·        AKA my biggest challenge!

    ·        Some tips I have picked up which have assisted me, include:

    o   Weekly and daily planning

    o   ‘Ivy Lee Method’ (allocating dedicated slots to accomplish the six most important tasks of the day, in priority order)

    o   Working in sprints, religiously

    o   AND, most importantly, working F* hard.

     

    Land and Expand

    ·        66% of my revenue came from existing customers

    ·        I’ll say that again – 66% of my revenue came from existing customers! Once you have won business, to be successful, it is key to not only retain that account but expand it also.

    ·        I spend a huge part of my time expanding relationships and understanding how and where I can add value to my clients, in any way possible, always trying to go the extra mile.

     

    Build trust (and champions)

    ·        Knowing when to push the process is just as important as knowing when to pull.

    ·        If your client believes that your objectives are aligned and you have their best interest in mind, you’ll have more control of the overall process.

     

    Know your market (and stay on top)

    ·        Not every candidate is a buyer regardless of how good your opportunity is.

    ·        Qualifying a large portion of the market allows you to understand exactly what could fit who and when.

    ·        Keep notes. Set reminders. Stay on top.

     

    Quality over quantity

    ·        Take the time to nail the brief and understand exactly what your client wants from a cultural and professional perspective.

    ·        This ensures alignment and means that when you introduce candidates you’re always on the money.

    ·        It saves them time and ensures they are always interviewing the right candidates, saving you time also as a recruiter, allowing you to focus on the right opportunities.

     

    Work with Urgency

    ·        In short:

    o   Don’t sit on tasks.

    o   Don’t sit on candidates.

    o   Don’t sit on feedback.

     

    For anyone with questions on scaling GTM teams, or recruitment overall, I’m always open for a conversation – you can connect with me here.

     

    If you are looking for a new position, remember that our current roles can be found on our Careers page and you can register with us, using our Contact form.

     

  • Top Tips for transitioning to a BD Role

    Top Tips for transitioning to a BD Role

    After two years as a Delivery consultant, four months ago I moved to solely focus on Business Development. It’s been a substantial change to my role, and as we know, BD in the current climate is tough!

    Last month, my post went viral on LinkedIn, where I shared some of my top tips – the below are my ten key takeaways, based on my learnings over the last few months:

    1: Research is critical

    ·        It is essential to do your research.

    ·        This information will help you craft a personalised email, and you MUST personalise the f**k out of your emails to get recognition in this tough market!

    ·        You must stand out from the crowd, and you almost have to become a low-key stalker!

    2. Networking is key 

    ·        This is an essential part of BD.

    ·        If you can, attend industry events, connect with professionals in your industry, comment on their posts and use your current network for referrals. You will see the benefits – warm leads are easier to convert.

    3. Nobody wants to talk to you

    ·        You will be hung up on, ignored and told that the company is not interested in your service.

    ·        Remember that rejection is part of the job.

    4. Timing 

    ·        Timing is EVERYTHING.

    ·        You need to be aware of the right time and I would always suggest being proactive and reaching out before a problem arises, otherwise someone will get there before you.

    5. Patience pays off

    ·        BD requires patience.

    ·        You must work hard; work long hours and you must be persistent in your follow up and communication.

    ·        Don’t become lazy. This role isn’t for everyone but if you are willing to put the work in, then you will see results.

    6. Stay Organised

    ·        In a BD role, you need to juggle multiple tasks.

    ·        I would suggest tackling this with a sprint-based approach. Break down your day, set a realistic timeframe for each sprint (task) and most importantly STICK TO IT.

    ·        I write my day plan out every evening, for the next day so it’s ready as soon as I come in and I know what I am focusing on.

    7. Personal Development

    ·        There is only so much your manager can teach you.

    ·        Ask yourself, “Am I doing everything I can to personally develop myself?” If the answer is “no” – DO MORE.

    ·        For example, listen to sales podcasts, read a sales book, find a mentor, conduct your own research.

    ·        You will gain a competitive edge and increase your value in your organisation.

    8. Work life balance

    ·        Sitting at our desks for 10+ hours a day, with our eyes glued to the screens can take a toll on our physical and mental health.

    ·        I believe you must do some form of exercise per day. If you struggle after work, go in the morning instead! Go to the gym, do a class, or go on a walk.

    ·        Being active has really helped me stay focused.

    9. Track your Data

    ·        Track your data and do A/B testing to understand what works.

    ·        Stick to your weekly KPI’s – you will see more success if you do this.

    10. Have Fun!

    ·        It’s tough but you must enjoy the Journey… Money will follow!

     

    Ultimately, transitioning from a candidate heavy recruiter role to a BD role during a recession is tough. However, it can also be extremely rewarding if you develop the right mindset and skills!

    I recently attended a live session with Hishem Azzouz, Founder of Recruitment Mentors, to discuss this very topic – reach out to The Recruitment Mentors for more information, and my inbox is always open to anyone looking for advice – you can connect with me here. 

     

    If you are looking for a new position, remember that our current roles can be found on our Careers page and you can register with us, using our Contact form.

  • Business Development Tips

    Business Development Tips

    Recently I wrote a series of posts on LinkedIn, with my tips on Business Development. They proved very popular, so I’ve taken the opportunity to summarise some of the key points below!

    Whilst all the tips were initially aimed at those working in BD in Recruitment, I hope BDRs & AEs see relevance too.

     

    New to a Business Development Role?

    The below tips are for you:

    Identify your Tier 1 Ideal Customer Profile.

    • Map 2 to 3 stakeholders from each account and build a different cadence suited to each stakeholder’s role. E.g., a CRO & VP of Sales have different priority initiatives (recognise this).
    • Don’t prospect more than 30 companies at a time, it just gets messy.
    • Remember, it’s important to focus on quality outreach rather than quantity.

    Funnel Management.

    • Continually add to the top of funnel, but always remember to focus on the bottom of the funnel too.
    • These are the opportunities most likely to close. Don’t be a busy idiot!

    Be ruthless with your time.

    • Work in sprints but more importantly, gamify them.
    • Set targets for all outbound activities. You’ll get more done this way.

    Bring value to your Prospects.

    • Can you send valuable information that could help them or other areas of their business?
    • Bringing value to your prospects always goes a long way (even if you do not get anything out of it in the short term).

    Relationship Building.

    • I cannot state how important this is.
    • Become a specialist in your niche. Get to know as many candidates & clients in your niche as possible – and when an opportunity arises make sure you pounce on it.
    • Time kills deals, act fast.

    Bonus Tip.

    • Multi-touch outreach is super important.
    • Be creative and think of other ways to stand out.

     

    BD has got A LOT tougher this year.

    If you are struggling in the current market, the below tips are for you:

     

    Things that worked in the past aren’t working anymore.

    With fewer companies are hiring, there is a lot more competition from other recruiters. My clients are getting ten emails a day – plus ten calls on average.

    How are you going to stand out?

    Only the top 1% of recruiters are winning right now and here are a few things they’re doing:

    Their cadences are game changing. They include things like tasks to follow up about prospect’s vacation, or nurture campaigns to add value to closed lost deals.

    They’re putting upfront contracts in place with clients & candidates to get intros to their network.

    They are religious in following cadences, no overdue or missed steps.

    They’re continually sharpening their tools, getting 1% better every day. They are massively focused on personal development.

    They’re focusing on quality over quantity.

    They’re building long lasting relationships – always adding value & helping prospects where they can (even if they’re not getting anything in return, short term).

     Get creative, stand out, continually sharpen your tools & strive to be that 1%.

     

    Looking to optimise and improve your outreach generally?

    The below tips are for you:

    A / B test everything.

    It’s where most recruiters fail, as they don’t make data-driven decisions.

    My advice would be:

    Trial three different call openers. Decide on the best one after 50 connects for each.

    Track opened email, as well as positive & negative responses (monthly and quarterly) and make changes where necessary.

    If your cadence isn’t yielding the results, you are looking for – only change 1 – 2 things at time (bi-weekly or monthly). If you change too much, too often you will never work out what truly works. Always, continue to track the data to see how the new steps are performing versus the old.

    Never start a new cadence from scratch because your open or response rate is dropping. From my experience it’s probably only a few steps in the process that needs changing, not the entire cadence. 

    Remember that if you can’t measure something, you can’t control it.

    If you can’t understand it, you can’t control it.

    If you can’t control it, you can’t improve it.

     

    I’m always happy to help those looking for advice – reach out to me if you want to arrange a call or visit our other blogs for more insights.

     

  • Key to selling in a downturn

    Key to selling in a downturn

    With the current global economic uncertainties, it is natural that companies are re-evaluating their spend, and ultimately looking to do more, with less – and a key step in this review for many Enterprises will be to reduce their spend on systems and products. 

    So, as a SaaS company, how do you ensure that your product doesn’t fall on this ‘cull list’, when it comes to purchasing new software or renewal time? 

    The key to selling in a downturn, (even more so than during more positive economic climates), is to tailor your messaging to show how you deliver to a company’s value drivers and how you solve their pain points. But you need to be aware how these will have changed. 

    Whilst each company will have their own specific pain points, these can typically be categorised into one of the below drivers: 

    Growth 

    Productivity 

    Risk 

    Typically, during a downturn period, companies may refocus from concentrating on products which assist growth, and instead look at those which drive productivity and reduce risk. 

    So, if you originally positioned your product on a revenue growth story, how can you reposition it to match the client’s new priorities? 

    Whilst it is still important to tell a growth story about your product, ensuring you emphasise productivity and risk drivers will better help you address your customers’ pain points, and will help them see perhaps previously overlooked opportunities for productivity gains and reduction in levels of risk.   

     

    Examples of this change: 

    1. Dev Tools Product 

    Client’s Growth Driver: Building their product faster to generate more revenue.  

    Now, consider instead focusing the sell on: 

    Client’s Productivity Driver: Maximise the efficiency of the Developer team, to save cycles and allow them to build the product faster.  

    Client’s Risk Driver: The ability to ‘do more with less’ – the company does not need to hire more Developers or else risk stunting their growth – and they may in turn retain more Developers as a result of having the correct product.  

     

    2. MarTech Product 

    Client’s Growth Driver: Building personalised experiences via the product, that delight new customers. 

    Now, consider instead focusing your sell on: 

    Client’s Productivity Driver: Again, the ability to ‘do more with less’ – the ability to contact more customers via automated, yet personalised, campaigns. 

    Client’s Risk Driver: Building personalised experiences via your product, that reduce customer churn, whilst also keeping customer data safe and avoiding any data breaches.  

     

    So, what are the actions for you and your team? 

    • With customers now looking to maximise the ROI on spend more than ever, how can you effectively communicate how your product will help customers do more, with less? Your customers will have multiple choices for investing, so how is your product going to give them the most value for their spend?  
    • Are the GTM team trained, so they are clear on the problems your product solves based on current challenges your customers are facing? Are they clear on this different positioning during a downturn period?  
    • Have you reviewed your Sales Playbook to ensure this messaging is being communicated consistently within your organisation? 

     

    A book we would recommend for challenging the way customers think, is The Challenger Sale by Matthew Dixon and Brent Adamson. The book discusses the importance of not just relationship building with a customer, but actively challenging them, as a way of driving loyalty and growth. 

    Should you want more recommendations or support in hiring for your GTM team, please reach out to a member of the team here.  

     

  • Advice for your 2023 Strategy

    Advice for your 2023 Strategy

    Over the last year, we have seen a shift for a lot of SaaS companies due to global economic uncertainties.

    Some signs of this shift have:

     An increase in the length of sales cycles.

    An increase in customer churn.

    A decrease in generated revenue.

    An increase in Company layoffs.

    Entering the new Financial Year, it is an ideal time to re-evaluate your business strategy and ensure your business remains agile and responsive to market changes.

    Before reviewing your Strategy, it is key of course that you understand your Business Health Metrics. In a tough economic climate, it is more important than ever to keep your business lean and understand where you have issues – so you can then resolve these issues quickly.

    Some ideas of metrics to review (comparing YoY on performance where possible), would be:

    What is the Lifetime Value (LTV) of a Customer?

    • This should be at least 3 x Customer Acquisition Cost (CAC).
    • Note: The best SaaS businesses have a LTV to CAC ratio higher than 3 (and sometimes as high as 7-8).

    How long does it take to become profitable?

    • How many months does it take to recover CAC?
    • The aim should be less than 12 months – many of the best SaaS companies recover their CAC within 5-12 months.

    How much is your Annual Recurring Revenue changing?

    • New ARR – what happened with new customers added that year / month?
    • Churned ARR – what happened in the installed base of customers – i.e., how many customers cancelled their subscription?
    • Expansion ARR – from existing customers that expanded their subscription.
    • Based on the above, what is your Net New ARR / MRR?

    Once you have a clear understanding of your performance, you can now move into reviewing your Strategy for the coming year.

    Your strategy should be viewed from a customer centric perspective – in a tough climate, being “Customer Obsessed” is key.

     

    Some key areas to look at:

    1) Are you solving your customers’ problems?

    An obvious one, but an important one to always keep at the forefront of our minds.

    Just as your strategy will be changing, so might your customers – are you confident you know exactly the pain points your customers are experiencing currently? Or are you using data and feedback from a year ago?

    Take the opportunity for your business leaders to speak to your customers directly.

    Ensure you have a clear channel to obtain feedback from your BDRs, AEs and Customer Success Managers based on their calls with customers.

    Are you still effectively solving the customer’s main pain point and delivering the business benefit required to justify their spend?

    Some questions to consider:

    Are you speaking to your customers enough to understand their business strategy and how your product will support that?

    • Has a customer’s pain point changed? Is the problem you are currently solving still their most urgent pain point?
    • Can you help them deliver more revenue? Save their business more money?

    Are you delivering the business benefit promised at point of sale?

    • Is a customer reluctant to give up your product?
    • What new product features are needed to solve customer problems more effectively?
    • Are you delivering a sufficient level of ROI?

     

    2) Is your Product Roadmap customer aligned?

    It is likely you might be reviewing your internal spend in all areas, including R&D and Product – using the above information, are you ensuring that the right developments are prioritised in your product roadmap?

    Key here is, as per a Lean Six Sigma model, to ensure you have understood the ‘Voice of the Customer’ to ensure any changes made to your product, are for the benefit of the customer, not just simply because they fall within the ‘Art of the Possible’.

    Some questions to consider:

    How are Sales and Customer Success feeding their intelligence back to the Product team effectively – is everyone aligned?

    Do all proposed actions on the product roadmap link back to your knowledge of your existing and potential customer base in terms of delivering value?

    Have you reviewed your MoSCoW prioritisation on your roadmap to ensure you deliver improvements in the right order?

    How are you effectively communicating product changes and their benefits?

    • Do Sales know how to sell the changes? Is your Sales Playbook messaging updated?
    • Do Customer Success know how to support the change? Is there opportunity to increase your Expansion ARR because of these changes?

     

    3) Are you retaining your Customers?

    Using your Business Health Metrics, you will have a full understanding of your Customer Churn and whether this has changed positively, or negatively YoY. Is this figure positively or negatively contributing to your Net New ARR?

    Some questions to consider:

    How are the Customer Success team currently performing to targets in areas such as:

    • Customer Retention
    • Upselling
    • Cross-Selling

    And where is there room to increase performance in these areas once the changes in the earlier steps have been made?

    Do you have the correct training programme in place for your Customer Success team?

    Are they working closely with both the Sales and Product teams? Could these teams be better aligned to increase communication and therefore success?

     

    Ultimately your 2023 Strategy needs to be ‘Customer Obsessed’ and ensure that all teams within the company see the part that they play in this. Whilst this might feel natural to some of your teams, for some of your non-sales teams, this might seem like a change – and this is where communication will be key to your achieving your Strategy.

    If you want any more advice for your 2023 Strategy, or to discuss market conditions in general, please reach out to our Founder, Adam Richardson.

  • Managing Imposter Syndrome

    Managing Imposter Syndrome

    Have you ever felt like a fraud, undeserving of your success or accomplishments?

    Have you ever feared that others will discover you are not as competent as they believe you to be?

    When things don’t go to plan, does self-criticism consume you?

     If you have experienced these feelings, you might be suffering from imposter syndrome.

    Imposter syndrome is a situation where individuals doubt their abilities and accomplishments, fearing that they are not as competent as others perceive them to be.

    It is a persistent feeling of inadequacy despite evidence of success, often leading to anxiety, stress, and self-doubt.

    Whilst it can affect people of all ages, backgrounds, and professions, reports have shown however that it does disproportionality affect more women than men – with a recent Indeed survey showing that women were twice more likely than men to suffer symptoms.  

    The same report also showed that a massive 94% of people who have suffered from imposter syndrome haven’t discussed this at work – reasons being that they would be embarrassed to do so, feelings that it wouldn’t be taken seriously or concerns about their managers telling other employees.

    As well as the impact on the individual, there are also impacts on the wider company with some of the impact showing through areas such as:

    • Higher staff turnover
    • Loss in productivity
    • Employees avoiding applying for internal promotions.

    Dr Valerie Young, an expert in imposter syndrome, uncovered five ‘competence types’, which she identified as the internal rules that people with the syndrome tend to follow:

    The Perfectionist:

    • Perfectionists set excessively high standards for themselves, which they expect to obtain 100% of the time, thereby creating a cycle where even their best efforts aren’t good enough.
    • They believe there is a right and wrong way to do things, with no room for a different outcome.
    • They tend to believe that ‘if you want something doing right, you must do it yourself’.

    The Natural Genius:

    • Like the Perfectionist, they set their standards impossibly high, but also judge themselves on whether they get something right first time.
    • They aim to master any new skills quickly, with minimal effort – and therefore if they need to work hard at something, view themselves as a failure.

    The Soloist:

    • The Soloist defines competence as being able to do something unassisted. They care mainly about who has completed the task and believe that to achieve, they must turn down help.
    • As they are unwilling to ask for help, they can struggle with volume of their workload.

    The Expert:

    • Experts need to know it all and believe competence is knowing everything. They believe that before they even start a task, that they need a comprehensive understanding of the subject and where they don’t know the answer to every single question, they blame themselves for being incompetent.
    • They are likely to have a lot of formal and informal qualifications as there is always the drive to learn more, with the feeling no training is ever enough.
    • This can manifest in ways such as not applying for a role unless they fit every single requirement in a job description.

    The Superman / woman:

    • The ‘Super’ pushes themselves harder than everyone else, measuring competence by things such as how many tasks they can juggle and excel in at once. If they fall short, they feel incompetent as they feel they should be able to handle everything.
    • They set unrealistic standards and work on hypercharge – and whilst they often succeed in all areas, this leads to them over-working / over-committing, both in and out of work, judging themselves on the validation of working, rather than the work itself. This can often lead to burnout.

    Some of the common symptoms across all five competence types are:

    • Self-doubt
    • Perfectionism and a fear of failure
    • Ignoring or belittling of personal achievements
    • Anxiety and stress
    • Overcompensation
    • Comparison to others and a difficulty accepting praise.

    If the above is resonating with you, whilst we appreciate that imposter syndrome can be hard to overcome, some useful strategies can be:

    • Recognise your achievements: Instead of focusing on your shortcomings, focus on your accomplishments and the skills that helped you achieve them. Celebrate your successes, no matter how small.
    • Embrace imperfection: Recognise that nobody is perfect and that making mistakes is a part of the learning process. Instead of striving for perfection, strive for progress.
    • Avoid comparisons: Instead of comparing yourself to others, focus on your own progress and growth. Remember that everyone’s journey is different, and you are on your own unique path.
    • Seek support: Talk to friends, family, or seek external support about your feelings of self-doubt. Surround yourself with people who uplift and encourage you.
    • Reframe negative thoughts: Challenge negative self-talk and replace it with positive affirmations. Instead of saying, “I’m not good enough,” say, “I am capable, and I will continue to grow and learn.”

    Imposter syndrome is a relatively common experience that can lead to self-doubt and anxiety. However, by recognising our achievements, embracing imperfection, and avoiding comparisons, we can overcome it, and regain our confidence.

  • How to Manage Burnout

    How to Manage Burnout

    According to a 2022 Glassdoor Survey, based on 382,000 anonymous employee reviews, burnout has increased by 48% on the previous year.

    Burnout is a term that has infiltrated our day-to-day language over recent years, but do we properly understand what it is, how to recognise the signs in ourselves or how to support others?

    What can cause burnout:

    There are of course many different factors that can contribute to burnout. In some cases, it can be linked to a specific event, such as a particularly stressful project or a major life change. In other cases, it can be the result of long-term stress or a lack of balance between work and personal life.

    Regardless of the cause, it’s important to be familiar with the signs of burnout, so you can take steps to address it before it becomes a more serious problem. Some of the signs to look for are:

    • Emotional Exhaustion – if you are feeling emotionally drained, you may be experiencing burnout. Examples of this would include feeling agitated, irritable, or overwhelmed.
    • Detachment – this can show in spending more and more time away from social activities or feeling disconnected from work or personal life. You may be feeling like you are ‘going through the motions’ without any real sense of enjoyment, purpose or fulfilment.
    • Physical Symptoms – examples of these can include feeling tired all the time, having trouble sleeping, experiencing headaches or even muscle pain. You may also notice that your immune system feels less able to fight off illness.
    • Negative Attitude – perhaps you find yourself feeling resentful or critical of others – feeling like you aren’t making progress or being cynical about your work or personal life.
    • Lack of Motivation – this may be manifesting itself in things such as task avoidance, over-procrastination, or a lack of care about your work or personal life.
    • Dip in performance or productivity – as someone experiencing burnout might find it harder to focus on their tasks, be having trouble making decisions or may be making more mistakes than usual – this might show itself in a reduction in performance.
    • Feeling overwhelmed – leading to a sense of helplessness or lack of control over your circumstances.

    If you find yourself resonating with some of the above signs, you are not alone – according to research conducted by Westfield Health, 45% of UK workers are close to burnout.

    This isn’t a localised issue either, with a Global Workplace report recently reporting that approximately 43% of people globally, experience burnout at some point.

    So, what are the next steps if you think you are suffering from burnout? Some ideas to help you manage burnout would be:

    • Set realistic expectations – many people tend to set overly high standards for themselves, which can naturally lead to feelings of inadequacy and stress. Try to focus on setting more realistic goals for yourself and celebrating your achievements along the way.
    • Actively manage your time – working in sprints and taking regular breaks throughout the day can help you recharge and stay focussed on tasks whilst you are working. This will also help you actively to manage a healthy work-life balance.
    • Learn to say “no” – a lot of people feel guilty saying “no”. It is however key to set boundaries and prioritise your own needs.
    • Prioritise self-care – try to incorporate exercise, meditation, gratitude, or relaxation into your daily life – consider setting aside designated time to ensure you do something that will help you every day.
    • Seek support – remember, if you are feeling overwhelmed, don’t hesitate to ask for help – whether this be from a friend, family member, colleague or professional. Also reach out for help when you need it.

    Perhaps you are reading this as a manager looking to support your team?

    As well as encouraging them to follow the ideas above, the below are some of the things we do at Strive to help our employees:

    • Monitoring annual leave – whilst we have unlimited annual leave at Strive, we do still monitor annual leave. This is to ensure people are taking regular breaks from the office, with us tracking on a quarterly basis how many days have been taken, and actively encouraging staff to take leave if they have used minimal amounts.
    • Holding regular 1-2-1s with staff – and starting the conversation by asking how the person is. Too often 1-2-1s can be focused on KPIs, targets and performance – don’t underestimate the impact that asking someone how they are (and being truly interested in their response) can make to them.
    • Leading by example – our owners and managers lead by example in terms of their time away from the office and setting boundaries for their availability – as well as their openness and honesty in terms of when they might be struggling or asking for help. We also have a Mental Health Toolkit available to all staff, which is regularly referred to, so all staff have access to external resources as well as the internal team.
    • Holding ‘wellness’ events – working in sales, we all know the stresses that can come with the environment. The ‘tradition’ in such environments has been a ‘work hard play hard’ culture, which we all know is not the healthiest! We therefore shut the office routinely for wellness days, with some recent examples being a walk in the Lake District, an office closure day for staff to do an activity of their choice to support their mental health, and a recent round of incentives with the prize being a wellness voucher.

     

    Burnout should be seen as a growing concern and it’s important for us all to be aware of the signs for both our personal mental health and to support our colleagues, employees or family members. By being aware of the signs and seeking support when we need it, we can reduce our risk of burnout and maintain our physical, emotional, and mental well-being.

  • US Pay Transparency

    If you recruit in the USA, you will be aware that as of this year, California, Rhode Island and Washington joined Colorado, Connecticut, Maryland, Nevada and New York in issuing legislation to ensure employers comply with laws related to pay transparency. 

    In this blog we will explore what the rules are for these newer areas, plus also offer a reminder of areas who already had such legislation. With fines varying across the different from $100 per violation all the way up to $5,000, ensuring you are aware of the laws, is important for both financial and reputational risk.  

    What is pay transparency and why is it important? 

    According to a recent survey by Monster, 98% believe that a company should disclose salary ranges on a job advert – with 53% advising they would be unlikely to apply for a role without knowing the salary first. 

    Salary transparency can therefore help attract the right candidates to your roles and create a more open, transparent and smooth hiring process.  

    Pay transparency is also more than just a salary listed on a job advert – when used correctly it can bring a level of transparency to a company to help existing employees understand why they are paid that particular amount and also how they can move up salary ranges. This can help build trust within a company and address any potential issues around gender pay etc, as well as helping retain high-performing staff.  

     

    The below offers a summary as to the relevant legislation within each affected State: 

    California 

    Employers who have fifteen or more workers (and at least one in California), must list the salary range on all job adverts for roles that will or may be filled in California, including for jobs that can be done remotely from the state. The salary range should also be given to any third party that the employer engages with to publish a job posting.  

    For all companies (of any size), current employees are also entitled to the salary range of their position, upon request. 

    Colorado 

    Employers with at least one worker in Colorado, must list the salary range and benefits (e.g., healthcare, commission, retirement etc), on all job adverts for roles that will or may be filled in Colorado, including for jobs that can be done remotely from the state. 

    Connecticut 

    Employers with at least one worker in Connecticut, must share the salary range for a position if an applicant asks for it, or when an offer is made (whichever happens first).  

    An employer must also provide the employee the salary range when they change to a new position in the company, or if the employee requests it. 

    Maryland 

    All Employers must share the salary range for a position if an applicant asks for it. 

    Nevada 

    All Employers must provide the salary range to applicants after a first interview, or when an employee is looking to transfer internally – even if the candidate hasn’t asked for it.  

    An employer is also prevented from asking candidates about their salary history.  

    New York (City) 

    Employers with four or more workers (and at least one in NYC), must list the salary range on all job adverts for roles that will or may be filled in New York City, including for jobs that can be done in the field or remotely from the city. 

    New York (State) 

    All Employers must list the salary range on all job adverts for roles that will or may be filled in New York State, including for jobs that can be done in the field or remotely from the city. 

    Rhode Island 

    All Employers must provide the salary range to candidates and current employees upon request but must disclose the range when they officially offer a role, whether that be to a new candidate or an existing employee transferring within the company, even if they have not been asked.  

    An employer is also prevented from asking candidates about their salary history.  

    Washington 

    Employers with fifteen or more workers (and at least one in Washington), must list a salary range and benefits on all job adverts, including for jobs that can be done remotely from the state. The salary range should also be given to any third party that the employer engages with to publish a job posting. 

    Other States to be aware of 

    Note, whilst the below states do not require employers to advise candidates of a salary range for their roles, employers should not ask candidates about their salary history as a way of determining their future pay. They can also not prevent employees from discussing pay: 

    • Alabama 
    • Delaware 
    • Hawaii 
    • Illinois 
    • Maine 
    • Massachusetts 
    • New Jersey 
    • Oregon 
    • Vermont 

    Here at Strive, we source top tier sales talent for scaling and hypergrowth tech companies. To learn more about how we can help your business scale, contact our team on 0203 983 0770 or email hello@scalewithstrive.com. 

    Note: As with any legal requirements for your company, we would always recommend you keeping up to date with relevant legislation and seeking external advice as needed.  

  • Strive US Office Launch!

    Strive US Office Launch!

    Last week, after 18 months of research, planning and bureaucracy, we were finally able to announce the launch of our first international office, in Tampa, Florida! 

    This is our first base in the USA, giving us the perfect setting for our ambitious growth plans over the next two years.  

    The team in Tampa are providing a dedicated service to the SaaS Sales market, building Go-To-Market teams for some of the most disruptive, venture capital backed, software companies across the USA. 

    Last week, we profiled Harrison Scott who had been the first to make the move over to our new Tampa HQ, and this week, we look to our newly appointed US Managing Director, John Hitchen. 

    As Strive’s Sales Manager in the UK office for the last four years, John focuses on supporting early-stage Cyber Security vendors build their Go-To-Market teams across the USA.   

    With over seven years of recruitment experience before joining Strive, John was previously a Director for a Healthcare Recruitment Agency scaling a new area in that business from infancy to £9.1m Turnover and £3.3m Gross Profit, within four years. He also grew the function to 25 FTE, including a mixture of Sales and Operational roles. As part of this growth, John solely was responsible for bringing in £1m of this Gross Profit.  

    A recognised figure in the recruitment space, many of you will be familiar with John through his support of the Recruitment Mentors Network, as well as recently appearing on The Recruiter’s Recruitment Podcast discussing ‘How to Become Number 1 in your Market’. 

    Now MD of the US business, John will have key overall responsibility for the leadership of the US office, including strategy, client management, line management of internal staff, operations and internal recruitment. John will be the key driving force to our planned growth of taking the Tampa office to 11 FTE by the end of 2024.  

    When asked about the move to Tampa, and why this location had been chosen, John advised: 

    “Tampa offers everything we were looking for in a North American headquarters – a robust talent pipeline, an active startup community, low business costs and an excellent quality of life. We’re looking forward to building our team and joining this vibrant community.” 

     You can read more about our successful launch via the below Press Releases: 

    Tampa Bay Economic Development Council 

    Tampa Bay Times  

    Tampa Bay Business Journal 

    St. Pete Catalyst 

    Florida’s Business Observer 

    Strive is an international software sales recruitment company which helps build world-class go-to-market (GTM) teams for some of the most disruptive, venture capital backed, software companies across the globe.  

    Please reach out to us on + 44 (0)203 983 0770 or + 1 (813) 200-8894. Alternatively click to connect with John directly.