(Editor’s note: The information from this article by Top Echelon Recruiting Software has been taken from an Expert Recruiter Coaching Series webinar by Scott Love of The Agency Search Group titled, “Indispensable: How to Become the Only (or First Choice) Search Firm of Your Clients” Click HERE to watch the video of that training webinar for free.)
In the ever-evolving landscape of executive search, one fundamental question looms over recruiters: How do you ensure that your firm is the only—or at least the first—choice for your clients? Scott Love, founder of The Attorney Search Group and a seasoned recruiter with over two decades of experience, addressed this question in a recent webinar, offering practical insights on building exclusive client relationships, structuring retainers, pitching services effectively, and leveraging relationships to generate continuous business.
The Path to Becoming Indispensable
According to Scott Love, true business growth in executive search comes down to three elements: getting more business, getting better business, and securing all the business.
“You always need to get one extra client. You don’t know when the next natural or manmade disaster is going to hit and change everything. By constantly adding new clients, you ensure that you always have options,” Love explains. “Then, you refine that client base by letting go of the bottom 15% every year and replacing them with clients who pay better, respect your process, and work with you in a collaborative way.”
Ultimately, this cycle allows recruiters to transition into more exclusive relationships, where they become the first—or only—choice for their clients.
Establishing Exclusive Relationships with Clients
One of the key takeaways from Love’s talk is that exclusivity is not something given, but something earned. Clients work with multiple recruiters when they don’t see a compelling reason to commit to just one. To shift the dynamic, you must cultivate relationships built on trust, expertise, and clear value.
“You need to be seen as an authority in your niche,” Love emphasizes. “That means going beyond simply filling roles. You must understand industry trends, deliver insights, and present yourself as a strategic partner—not just a recruiter.”
How can recruiters accomplish this? Love suggests several strategies:
- Developing deep industry knowledge: Clients don’t just want someone who can find candidates; they want someone who understands the challenges and opportunities in their space.
- Presenting data-driven insights: Use market intelligence to educate clients about hiring trends, compensation benchmarks, and talent availability.
- Maintaining high visibility: Whether through publishing whitepapers, hosting webinars, or appearing on industry podcasts, positioning yourself as a thought leader makes you indispensable.
- Communicating your process effectively: Many recruiters fail to explain what makes their approach unique. A detailed overview of your search methodology reassures clients that they are in capable hands.
Structuring Retainer Agreements for Long-Term Success
Once recruiters establish trust and authority, the next step is moving toward a retainer-based model. While contingent search can be effective, it often leaves recruiters vulnerable to client indecision, competing firms, and unpredictable hiring timelines.
“If you want real commitment from a client, you need a financial commitment,” Love asserts. “Retainers ensure that both parties have skin in the game.”
He outlines a few common retainer structures:
- Traditional Retainer: One-third of the estimated fee is due upfront, another third is paid after 30 days, and the final third is paid upon placement.
- Performance-Based Retainer: The first installment is paid upfront, but subsequent payments are tied to specific milestones—such as candidate submissions or interviews.
- Ongoing Retainer: A client pays a monthly fee (e.g., $10,000 per month) deducted from the final placement fees. This model is ideal for clients with multiple hires throughout the year.
Love highlights a real-world example: “I closed a retainer deal with a firm that was previously working with multiple recruiters on a contingent basis. When I proposed a structured, ongoing retainer model, they hesitated at first. But once I demonstrated the strategic advantage of partnering exclusively with one recruiter, they saw the value. We’ve since placed multiple candidates and strengthened our working relationship.”
Pitching Your Services in a Way That Clients Say ‘Yes’
Even the most well-structured retainer models won’t matter if you can’t convince clients to sign on. Love breaks down the essential elements of an effective pitch:
- Position Yourself as an Authority “Whoever needs it the least always wins,” Love says. “If you approach a client with desperation or eagerness to please, you lose negotiating power. Instead, communicate that your time and expertise are valuable.”A great way to do this is by leveraging the power of scarcity. When a client inquires about working with you, don’t immediately jump at the opportunity. Instead, frame it as an evaluation process:
- “I typically work on an exclusive basis with select clients. Before we move forward, I’d like to understand your hiring challenges and ensure that we’re a good fit for a partnership.”
- Ask the Right Questions Instead of focusing solely on job descriptions, Love recommends diving deeper into the client’s hiring pain points:
- “What challenges have you faced in finding top talent?”
- “How have past hires performed in this role?”
- “What would the perfect hire bring to your organization?”
These questions don’t just provide valuable insight; they also position you as a problem-solver rather than just a service provider.
- Make the Decision Easy “The reason most clients hesitate to sign retainers isn’t because they don’t see value—it’s because they’re afraid of risk,” Love explains. “Your job is to eliminate that fear.”Some ways to do this include:
- Offering a money-back guarantee for the first month.
- Structuring the retainer so that fees are deducted from the final placement.
- Providing case studies of past success.
Harvesting Additional Opportunities from Exclusive Relationships
Once a recruiter secures an exclusive or primary relationship with a client, the goal shifts to maximizing that relationship. Love emphasizes the importance of continuously identifying new hiring needs, uncovering strategic gaps, and positioning yourself as the go-to resource for talent solutions.
One of his favorite strategies is leveraging data: “I looked at data sources to identify which of my prospective clients were struggling the most with hiring top talent. Armed with this information, I approached them not just as a recruiter, but as a consultant who could solve a strategic problem. That approach resulted in several new retained searches.”
Another overlooked avenue is referrals. “If you consistently deliver results for a client, don’t be afraid to ask them to introduce you to their peers or leadership team at other firms,” Love advises.
The Power of Thought Leadership and Visibility
Another major way to stand out in the market is by becoming a visible expert. Love strongly advocates for creating content, participating in industry discussions, and engaging in thought leadership activities.
“I launched The Rainmaking Podcast to stay connected with both clients and candidates, but an unexpected benefit was that it established me as a top authority in my niche,” he says. “Candidates started reaching out to me, clients saw me as an industry insider, and my network expanded rapidly.”
Even if a podcast isn’t feasible, recruiters can build credibility through:
- Writing articles or whitepapers.
- Speaking at industry conferences.
- Hosting webinars or roundtables.
- Partnering with trade associations.
Final Thoughts: The Mindset Shift Required for Success
Ultimately, becoming the first choice for clients requires a mindset shift. It’s not just about filling positions—it’s about offering strategic value, commanding respect, and positioning yourself as a trusted advisor.
“The best recruiters don’t just react to client needs—they anticipate them,” Love concludes. “They aren’t just service providers; they’re partners in their clients’ success. When you operate at that level, you’re not just a recruiter—you’re indispensable.”
By embracing these strategies, recruiters can elevate their business from transactional search work to a true advisory role—securing their place as the only or first choice for their clients.
