A. 不要把PS當成是一種有固定流程的模式，而是把焦點放在主動專注的精神，以及PS與獵頭成單原理的底層邏輯聯系上。

A. Don't treat PS as a fixed process model, but focus on the spirit of active focus and the underlying logical connection between PS and headhunting.

B. 組合CSFILL中的不同元素，書面清晰詳細地描述自己的Specialization：每個季度，根據現實情況回顧，進行必要的調整修正，同時保證自己有清晰的方向，而非隨遇而安地“刺激 - 反應”。

B. Combine different elements in CSFILL and describe your specialization clearly and in detail in writing: review each quarter based on the actual situation, make necessary adjustments and corrections, while ensuring that you have a clear direction, rather than just "stimulus response" as you go.

C. 因地制宜，由寬到窄，逐步聚焦；寬窄適度，保持彈性：專注，往往意味著先舍后得，照顧到現有資源，顧問冒風險的意愿，公司組織能力等多個維度均衡的專注之路，盡管速度未必很快，但最后持續成功的概率往往更高！

C. Tailored to local conditions, gradually focusing from wide to narrow; Moderate breadth and flexibility: Focusing often means giving up first and getting later, taking into account existing resources, the willingness of consultants to take risks, and the company's organizational capabilities. A balanced path of focus across multiple dimensions, although not necessarily fast, often leads to a higher probability of sustained success in the end!

D. 以獵頭成長操作系統為主體，PS精神作為催化劑，避免本末倒置。獵頭顧問成長需要系統的技能，知識，資源，并非僅靠主動專注的PS精神本身能解決。（關于獵頭成長操作系統，有興趣的朋友可以點擊查看我在獵聘《大獵論道》分享的《68獵頭成長操作系統》一文）

D. Using the headhunting growth operating system as the main body and the PS spirit as a catalyst to avoid putting the cart before the horse. The growth of headhunting consultants requires systematic skills, knowledge, and resources, which cannot be solved solely by the proactive and focused spirit of PS. (Regarding the headhunting growth operating system, interested friends can click to view my article "68 Headhunting Growth Operating System" shared in Liepin's "Da Lie Lun Dao".)

E. 按照三個維度（客戶技能，候選人技能，成單技能）梳理出相對應的PS 戰術方法。把這些戰法與實戰中的13個戰術環節緊密結合起來。這13個戰術環節分別是：4個候選人拓展環節：主動尋訪，媒體廣告，候選人電話，候選人面試；3個客戶拓展環節：客戶開發，客戶拜訪，合同談判；6個成單環節：職位訪談，推薦報告，客戶面試，背景調查，Offer談判，入職跟進。

E. Sort out the corresponding PS tactical methods based on three dimensions (customer skills, candidate skills, and order formation skills). Integrate these tactics closely with the 13 tactical stages in actual combat. These 13 tactical stages are: 4 candidate expansion stages: active search, media advertising, candidate phone number, candidate interview; 3 customer development stages: customer development, customer visits, contract negotiations; 6 order making stages: job interview, recommendation report, client interview, background check, offer negotiation, and onboarding follow-up.

F. 制定嚴謹的PS成熟顧問計劃：PS的精神的發揮其實對顧問本身的要求較高，需要顧問在知識、技能、資源這幾方面綜合積累的配合；如同耕地一般：能獲取秋天的收成，是因為春天的播種，夏天的澆灌，這是一個持續運作的過程。良好的PS成熟顧問計劃，會是一份清晰的行進地圖，能極大地提高成功概率。（關于“成熟顧問”，有興趣的朋友可以點擊查看本公眾號對應文章 《360度/百萬/成熟顧問的交集與差異 vs. 獵頭從業者的長期可持續發展》）

F. Develop a rigorous PS mature consultant plan: The spirit of PS requires high demands from the consultant themselves, and requires the consultant's comprehensive accumulation of knowledge, skills, and resources for cooperation; Like farmland: the ability to harvest autumn is due to the continuous operation of spring sowing and summer watering. A good PS mature consultant program will be a clear roadmap that can greatly increase the probability of success. (For "mature consultants", interested friends can click to view the corresponding article of this official account, "Intersection and difference of 360 degree/million/mature consultants vs. long-term sustainable development of headhunters")

G. 成立成長互助小組，從組織KPI驅動到個人成長需求驅動：“明白很多道理，卻依然過不好這一生”，這個情形，放在PS顧問成熟的路徑上非常適用。獵頭工作短期業績的壓力巨大，在業績壓力下，很多效果滯后的成長性支出往往會主動或被動地成為不接地氣的形式主義；尤其是當這些成長的要求被組織KPI化之后，更是如此。按自愿的原則成立的互助小組，看似松散，但往往能更有效地把成長需求內化，同時彼此提供良性的外部壓力及分享鼓勵，這樣可能反而會收到更好的實效，同時實施的難度也會更低。

G. Establishing a growth mutual aid group, from organizational KPI driven to personal growth needs driven: "I understand many truths, but still cannot live a good life." This situation is very suitable for the mature path of PS consultants. The short-term performance pressure of headhunting work is enormous, and under the pressure of performance, many growth expenditures with lagging results often become outdated formalism, either actively or passively; Especially when these growth requirements are KPI driven by the organization, this is even more so. Mutual aid groups established on a voluntary basis may seem loose, but they often internalize growth needs more effectively, while providing each other with positive external pressure and sharing encouragement. This may actually achieve better results, and the difficulty of implementation will also be lower.

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