Hi All,

I'm a sales team lead and I've been working with a cross-functional team on some sales process enhancements. One of the members of that team has done exceptional work and has aligned his ideas surrounding process with that of sales very effectively. He is currently a contractor in our company but I recognized his abilities and work-ethic and I've asked if he would ever consider joining our company full-time. He enthusiastically said, 'yes' - if he had the opportunity.

I'm interested in writing an effective letter of endorsement to his 'manager' as I'd love to see him stick around. A few things I'm stumped on are:

1. How do I deliver this endorsement? (in-person, email, letter, etc.)
2. Who do I include in it's distribution? (do I send a copy to the individual first? My management instinct tells me, yes. After that, do I send a copy to others? maybe his boss' boss?
3. Aside from using specific, situational examples, how can I ultimately influence his boss' decision to keep him on?

I've never posted on this forum... a little background on me: I'm a 9-month-new, front line manager (team lead) and I've only discovered Manager Tools as of about 3 weeks ago. Since then, I've downloaded all the casts and am working my way through them. This stuff is invaluable! I love it.


jhack's picture

Are you trying to hire him away from his firm? Or are you trying to keep him assigned to work with your firm?

In any case, you should compose a letter, mailed, to his boss. No need to copy anyone else. Be specific in your praise - describe what he did, said, and created.

Tell his boss that you value his contribution to your firm.

Be aware: consulting firms intentionally rotate their people among clients. It's part of their staff development. From his boss's perspective, keeping him working with your company will stunt his growth and limit his future. Sorry, but that's how consulting firms work. Your best hope is that he goes to other firms, develops even more skills, and comes back around to consult with you again.

Finally, you should consider developing a professional relationship with his boss (or with the partner at the firm who is responsible for working with your firm). This is how you ensure a steady stream of their best prospects. If they see that you're willing to give challenging assignments, they'll be more willing to send over their best people.

John Hack

PS: Welcome to the forums!