Aside from the inevitable changes that will emanate from the ongoing political dialogue in the national health care debate, it is likely that 2010 will present us all with some enormous opportunities as well. So here's hoping that we're all prepared to take advantage of what promises to be a very dynamic marketplace. You will be if you remain focused on the most important activities that drive the growth and profit of your business practice.

Toward that end, last month we kicked off a new multi-part series about improving your sales management effectiveness. How effective are you personally at managing sales personnel? How effective is your sales management resource at managing sales activities? If you are like most firms, your track record of optimizing producer, consultant, or account manager talent and new sales production is something less than stellar, and could use a makeover.

Building your team

A logical place to start is with recruiting. Are you an effective recruiter? I don't mean hiring a search firm to find you some potential candidates who are looking for a job. I'm talking about your ability to find and evaluate qualified talent that will grow your business practice in the future. Perhaps you have never had any formal training in this critical area of business management. Or maybe you are somewhat lacking in the confidence needed to be an effective recruiter. Don't worry, it will come with practice. Consider this: There is no sales management problem that cannot be solved by good recruiting. That's how important this is.

A logical place to start is by drafting an ideal candidate profile. For example, will you be hiring someone brand new to the industry so that you can train them in your firm's sales and consulting methodologies? Or will you be seeking to hire someone with 10-plus years of sophisticated experience in a much larger firm with an established clientele? Obviously, those entail two different approaches to career opportunities, compensation and other issues.

Be as specific as possible about the skill sets you expect your ideal candidate to possess. Consider the experience level you prefer. Do they need any industry-specific background? Do they need experience working the midsize client market? Should they have experience with self-funded plans? What personality type fits best with your management style and your corporate culture? Remember, you want candidates with a proven track record of success who are content where they are and are not actively seeking a new job.

Once you have developed the profile of your ideal candidate, look at the job description that you may currently have for this position. Is it still accurate? Should there be more or less emphasis on sales ability? Or is account management going to be the focal point of their job responsibilities? Do you require candidates to have professional designations? What about public speaking skills?

Think about the top two or three objectives that you want this person to accomplish and focus on the skill sets and personality traits that are most needed. It will make it much easier to draft an accurate job description that will communicate your expectations. You will have a better idea of what you are really looking for, and perhaps more important, you will be able to articulate what type of candidate you are seeking as you start your market outreach - and it will narrow your focus when it comes to your preliminary evaluation of candidates based on their resumes.

Where to look

A logical place to start looking is with some of your existing business relationships. Talk to your best carrier representatives and ask them who they know that fits your specific criteria. Remind them that you are not necessarily asking for names of people who are looking to make a change in their careers. You want the best names because you expect to select and not settle. Consider talking to a banker, accountant, attorney or other advisers for their recommendations.

Also, talk to your best current producers. They probably know who their toughest competitors are. It's to their benefit to get them on your team. If you can't beat them, recruit them!

Also, ask your best service staff employees. It's surprising how many couples work in the same industry but in different capacities. If their significant other is already in benefits and insurance sales, they will understand exactly what you are looking for, and have an appreciation for the hours and dedication that are required.

Likewise, some of your best clients or centers of influence are possibilities as well. Let them know your business has enjoyed sufficient success that you are expanding, and you want only the best candidates to work with them.

While you are gathering names to be considered, you might consider holding a career seminar for potential candidates if you have experience using this technique.

As a business owner, sales manager or internal recruiter, asking for names needs to be a way of life. You should always be on the lookout for successful, driven people who can add value to your practice and will be challenged by the career opportunities at your firm. You will be pleasantly surprised at how many qualified candidates may be willing to hear more about the career opportunity you have to offer.

Set a personal goal of talking with a minimum of two people per week who could recommend candidates to you. In a very short period of time, you will have a list of candidates who have been recommended to you by people you respect.

Reel them in

In an ideal world, you will gather a number of names, many of whom may be qualified. Now what? Do you have a career opportunity pitch? Have you created talking points? Have you rehearsed your career talk? If not, why should I be interested in talking to you, especially if I'm not looking for a job? Would you listen to your two-minute career opportunity pitch? Then perhaps more rehearsal or visualization is in order.

Remember to acknowledge that your career opportunity may not be right for everyone, and then throw down the gauntlet. Let them know that you're looking for a person who thrives on a challenge, and would enjoy the opportunity to build the best practice in your community.

In addition, do you have career opportunity solicitation letters? Perhaps a career brochure? How about a PowerPoint presentation about your firm and the rewarding position? Recruiting is a sales activity, and the product you are selling is your career opportunity. So make certain that you have the necessary sales tools to engage your candidate and to ultimately close the deal.

Decide which approach you are most comfortable with as you begin contacting potential candidates. Do you prefer to send a letter first? Or will you attempt to reach them by phone? Perhaps you know they attend certain industry meetings on a regular basis. Or maybe your recruiting source has offered to introduce you in a social setting first. Perhaps meeting for the first time outside your office makes sense since your candidate may not want to be seen there. After all, ours is a fairly small and highly interconnected industry at a certain level.

Regardless of which initial approach you feel most comfortable with, be prepared with your career opportunity pitch. Your goal is to pique their interest so that they want to learn more about your opportunity and establishing a working relationship with you. Ideally, you will have a number of candidates to evaluate, many of whom will disqualify themselves or you will eliminate from consideration. You do not want to delve too deeply into the evaluation or job offer process at this point. You simply want to establish mutual interest. You can always forward any supporting material at a later time, or invite them to a follow-up discussion if you are sufficiently impressed in your initial meeting.

Remember, if you believe that you have a great opportunity for the right candidate, others will begin to believe it as well. It's a process that will become a constructive work habit, so just get started.

Good luck and good recruiting.

Next month: the candidate evaluation and selection process.