Don’t Wait for an Open Role: A Leader’s Guide to Always Be Recruiting
We're often told that the most important job of a leader is to develop their people. While true, I'd argue that the single most important thing you'll do as a leader is hire the right people into the right roles. The best leaders don't wait for an open headcount to start looking. They're always recruiting.
It's a common mistake to kick off a candidate search only when a role becomes available. Imagine the competitive advantage of already having a "bench" of strong relationships with top-tier talent, and a deep understanding of who you want on your team before the need even arises. This allows you to not just hire a viable candidate, but hire the best possible candidate. Conversely, waiting until a role is open often leads to rushed hires, a smaller pool of qualified candidates, and increased pressure on your existing team during the vacancy.
Cultivating top talent and keeping them "warm" is an ongoing, strategic effort. It takes intentional care and feeding consistently over time. This proactive approach will ensure that when a role opens, you're not scrambling. Instead, you will be executing a well-planned talent acquisition strategy.
So, how do you embrace the "always be recruiting" mindset? Here are strategies I actively use and have found instrumental in building strong teams over the years. As you read through, I’m curious what has worked for you.
Build Your Brand as a Talent Developer
Your reputation as a leader who invests in people is your most powerful recruiting tool. Your goal is for top talent to recognize your leadership and actively seek opportunities on your team. Cultivating this brand is foundational to attracting top talent.
Offer to Mentor Top Talent: Identify talented individuals and offer to mentor them. Make it a habit to say "yes" to 30-minute introductory conversations when people reach out seeking your advice. Even if you need to schedule them a month out, this initial connection allows you to assess their potential. If they're top-tier, even if they aren't an immediate fit for your team or geography, consider continuing to mentor them. Why? Top talent knows other top talent. Building this network not only keeps your finger on the pulse of the talent landscape but also establishes you as a leader who genuinely cares about development. People are excited to work for leaders who empower them.
Cultivate a Strong LinkedIn Presence: You don't need to be a daily poster, but an active, supportive presence goes a long way. Congratulate others on milestones, "like" and reshare content you find valuable, and engage thoughtfully in discussions. This consistent visibility showcases your leadership style – one that supports, develops, and uplifts others – making you a more attractive leader to potential future hires.
Proactive Talent Sourcing & Engagement
Beyond building your personal brand, actively seeking out talent is equally crucial. Don't wait for résumés to land in your inbox. Go out and find the talent. Here's how to proactively build your pipeline:
Cultivate Your Talent Network & Pipeline: Keep a running list of the highest-performing individuals you know, whether they're within your organization, at client companies, or partner organizations. These are the people you'd love to have on your team someday. Check in with them regularly – perhaps once a quarter. Often, the most talented individuals aren't actively looking when you have an open role because they're happily excelling where they are. Regular, low-pressure check-ins allow you to build rapport and, when the time is right, proactively "sell" them on the vision of joining your team. They are also a great pool of people to ask for referrals if your open role isn’t right for them. Whether it's a simple spreadsheet or a more sophisticated system, maintain a talent pipeline database to keep track of potential candidates you've met, their strengths, career aspirations, and when to follow up. This organized approach ensures no great connection falls through the cracks.
Network Strategically with Other Leaders: Connect with leaders in your geographic region or those who manage teams with transferable skill sets. This expands your personal network and often uncovers hidden talent pipelines within larger organizations. You might find a leader with an amazing individual contributor who's ready for a new challenge but not necessarily a promotion within their current team. Conversely, if you conduct an interview process and have two outstanding finalists, you can become a valuable resource to another leader by sharing the profile of the strong candidate you couldn't hire. This fosters a collaborative talent-sharing culture.
Leverage LinkedIn Recruiter (If Available): This tool is incredibly powerful for proactively finding external candidates. If your organization can provide a license, use it! Filter by previous companies, years in role, specific skills, and more. Dedicate time monthly to identify and connect with impressive candidates, even when you don't have an immediate opening. I've met many phenomenal individuals this way who weren't ready for a move right then but told me to "call in six months." Make the effort to connect with them on the phone or over coffee. Building this rapport over time enhances your confidence in external hires, and when a role does open, the established trust can significantly smooth their transition.
Sell the Opportunity, Not Just the Role
Top talent is ambitious. Often, top talent is happily performing in their current roles, requiring you to compellingly articulate why your team is their next best move. One way to do this is to learn their broader career goals and show them a path, not just a job.
Sell the Future, Not Just the Current Role: The most talented individuals aren't looking for a two-year commitment; they're looking for a career trajectory. When you're talking to a high-potential candidate, illustrate the longer-term vision for their success within your organization. For example, if you see leadership potential, consider structuring a senior individual contributor role with a clear two-year development path to leadership. Demonstrate your commitment to their long-term growth from day one.
Building a strong bench is an ongoing investment, not a task you check off a list. It's about foresight, relationship building, and a deep understanding that your team's success hinges on the caliber of the talent you attract and retain.
What's one small step you can take this week to proactively build your talent bench? What other strategies have worked for you when it comes to attracting top talent? I’d love to hear from you!
