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DARYL SIMONS JR. , from page 1
A MORE-THOUGHTFUL JUDGEMENT RESPECTS THE PROCESS (AND THE PEOPLE). Job hunting is often exhausting. Candidates can spend hours researching companies, tailoring resumes, and writing cover letters. Many receive no acknowledgment in return. When firms dismiss candidates without engagement or feedback, it sends a clear signal. Candidates notice. And they talk. Just as firm leaders speak with one another and trade impressions of candidates, candidates also share their impressions of firms. The application process is often the first touchpoint in building (or breaking) a firm’s reputation. A poor candidate experience, whether via a nonresponse, being ignored, ghosted, or dismissed without adequate feedback, does more than lose one hire. It can harm your firm’s brand, weaken your reach, and damage your long-term ability to grow with the right people. The inverse is also true: a thoughtful, respectful process builds goodwill, even among those you don’t hire. And the best part? It costs little more than your time. In many ways, it’s among the most effective brand marketing a firm can do. A CONVERSATION CAN OPEN MORE THAN JUST A ROLE. As the best business development professionals already know, conversations can open doors in a variety of ways. Sometimes the value is immediate. Other times it emerges over years. Recruiting often works the same way. A candidate may not be right for your current need. But they may be a fit down the road. They may refer a colleague, or friend within the industry. Or they may become a leader at another firm, where that early interaction becomes a foundation for a potentially fruitful relationship. Especially with early- to mid-career professionals who will presumably remain within the industry for the next 20-30 years, you’re likely to cross paths again. Respectful engagement now can pay off in unexpected ways later. RECOMMENDATIONS: PAUSE, REFLECT, ENGAGE. If you catch yourself leaning too heavily on a snap judgment, consider asking:
■ Are my concerns based on valid and relevant information?
■ Does this assumption actually qualify or disqualify them?
■ What would I lose by giving them 15 minutes?
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■ Even if they’re not a fit, could this conversation still be valuable?
Chad Clinehens | Publisher cclinehens@zweiggroup.com Sara Parkman | Senior Editor & Designer sparkman@zweiggroup.com Tel: 800.466.6275 Email: info@zweiggroup.com Online: zweiggroup.com/blogs/news LinkedIn: linkedin.com/company/22522 Instagram: instagram.com/zweiggroup Twitter: twitter.com/ZweigGroup Facebook: facebook.com/p/Zweig- Group-100064113750086 Published continuously since 1992 by Zweig Group, Fayetteville, Arkansas, USA. ISSN 1068-1310. Issued weekly (48 issues/year). © Copyright 2025, Zweig Group. All rights reserved.
■ Am I mistaking unfamiliarity for risk? At the end of the day, what’s the worst that could happen?
That’s a question I often ask myself, and of those around me. In most cases, the downside of a quick conversation is negligible. But the upside? You might uncover a great fit, build a new connection, or create a positive impression that circles back in the future. Daryl Simons Jr. is a senior talent consultant at Zweig Group. Contact him at dsimons@ zweiggroup.com .
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THE ZWEIG LETTER NOVEMBER 10, 2025, ISSUE 1609
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