Carson Easterling

No one person can be above the team or feel as though are more important than anyone else. If balance isn't there, neither will trust.

Start by understanding their reasons, whether it's budget issues, market rate concerns, or value perception. Clearly communicate the value and quality of your services, breaking down the costs and benefits to justify your rates. If disagreements continue, consider offering flexible options like tiered pricing or volume discounts to find a mutually agreeable solution. However, it’s crucial to stand firm on the value of your services, avoiding undervaluation. Ultimately, successful negotiation is about balancing client accommodation with maintaining the integrity and worth of your services. Don’t be afraid to walk away from the deal.

Identify your key targets before the event. Who's attending that you need to meet and why? Have your elevator pitch polished and ready, one that's compelling and can be tailored on the fly. Break away from your crew; you're there to form new connections. Spark up conversations with genuine curiosity, asking questions to learn more about the people you meet—people like talking about their work and themselves. Make sure to follow up! Focus on being a good listener, it shows you're interested, and you'll stand out in their memory. Keep the sales pitch in your back pocket—you're there to network, not close deals on the spot.

You’ve got to be where they are—high-level networking events, industry conferences, or even hitting the links. When you do reach out, make it personal. No cookie-cutter messages. Show you’ve done your homework. What unique opportunities can you throw their way that they aren’t getting elsewhere? Build a relationship. Offer value before you ask for anything. Maybe it’s industry insights, a report, or an introduction. Bottom line: Be strategic, be genuine, and don’t rush it. It will take time.

To cut down on time-to-hire, streamline your process. Start with a clear job description—know what you want before you start looking. Next, use technology—ATS for filtering, AI for initial screening, and scheduling tools so you're not playing calendar Tetris. Build a talent pool; always be recruiting, even if you don't have an opening that second. Relationships matter. Get hiring managers on the same page quick; miscommunication will drag things out. And speed it up with one-and-dones: one interview day, multiple stakeholders. Cut to the chase and make decisions swiftly. Keep it moving or lose talent to someone who will.

I prefer to call my business stress, professional paranoia. Keeps things in perspective while ensuring what's important stays top of mind. For me it's all about how it's framed.