Mastering the Close: Steve Finkel on Closing for Recruiters and the Art of the Deal

Many recruiters excel at finding candidates – yet falter at closing the deal. This hard truth comes from legendary recruiting trainer Steve Finkel, often dubbed “the godfather of recruiting training”. In a recent two-part Elite Recruiter Podcast interview, Steve Finkel shares eye-opening insights from his new book Closing for Recruiters! Debriefing and Closing for Executive Search. The message is clear: in today’s landscape, closing skills are the critical differentiator between average recruiters and elite billers. As Finkel reminds us, “our worth to the client is not at the beginning, it is at the end”. In other words, a recruiter’s value isn’t just in sourcing talent – it’s in sealing the deal and ensuring offers are accepted.

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Steve Finkel is one of the most respected recruiting trainers in the world, with decades of experience and multiple books that have shaped top producers’ careers. In this interview, Finkel zeroes in on the oft-neglected skill of closing: handling candidate objections, managing counteroffers, conducting proper debriefs, and guiding placements to a successful conclusion. Below, we’ll break down Finkel’s key points on why closing is frequently the weakest part of a recruiter’s game – and how you can strengthen it starting now. (We’ll feature some direct quotes from Steve Finkel along the way, but consider this just a teaser – the full book contains much more, including many advanced recruiter-specific closes you’ll want to practice yourself!)

Closing: The Weakest Link in Many Recruiters’ Game

Why focus on closing at all? Because for many in our industry, it’s the weakest link in their skill set. Finkel observes that recruiters often pour energy into front-end tasks – sourcing, recruiting, presenting candidates – but drop the ball when it comes to driving the placement home. He cites veteran recruiter Larry Nobles: “Our worth to the client is not at the beginning, it is at the end.” No client hires us just to send resumes; they rely on us to get the deal done. And if we fail at that final stage, everyone’s time is wasted. As Finkel puts it, “What’s the benefit to a client if you submit candidate after candidate and they extend an offer and then there’s a turndown…? You have wasted their time and your own.”

Part 1: Closing for Recruiters Part 1

Finkel argues that even if you think you’re doing well (“I never lose a placement!”), that might be a red flag. In the interview he shares an Oliver Wendell Holmes quote: “A moment’s insight can sometimes supersede decades of experience.” If a recruiter boasts a 100% close rate, “what that person is saying is that he is not doing as good a job as he should at follow-up after the first interview”. In other words, maybe you’re only working on sure-thing candidates or easy fills, and avoiding the tough closing situations. The real test of skill is improving your close ratio on the hard ones. Finkel’s mission is to jolt recruiters out of their comfort zone and habitual ways of “winging it,” exposing them to proven techniques that can dramatically increase their success rate.

He gives a compelling example: think of each offer as the culmination of weeks of work. “We think of a closing call as a call – it’s not,” Finkel says. If you typically get two offers a month, “that call represents two weeks of waking up in the morning, driving to work, sitting down at your desk… You have two weeks of effort in that call.” All that work is riding on the outcome of your closing conversation. Improving your closing effectiveness by even 20% means a 20% better return on half a month’s labor! With so much at stake, it’s no surprise Finkel urges recruiters to get as good as possible, as fast as possible at closing. It’s literally the difference between an average biller and an “elite” producer in today’s changing recruiting landscape.

Start Closing on the First Call – Not at Offer Stage

One big takeaway from Finkel’s training: closing is not a one-time event at the offer stage; it’s a process that begins on day one. Great recruiters set the stage for a successful close throughout the search process, from the very first candidate conversation through each interview and debrief. Finkel emphasizes that the “closing call” at offer time is just the final act in a series of smaller closes (sometimes called trial closes or embedded closes) that happen along the way. If you wait until you have an offer in hand to start “selling” the opportunity to the candidate, you’re way behind the curve.

In fact, Finkel believes follow-up after every interview is where much of the real closing work happens. He says the recruiter’s goal after a first interview is not just to gather feedback, but to actively move the candidate’s mindset toward a next step. “You’re not there to hit home runs; you’re there to get men on base – to move the candidate from a first interview to a second interview.” This means debriefing the candidate thoroughly, discovering any hesitations or objections early, and reinforcing their positive interest in the role. Finkel’s new book dedicates the entire first third to “follow up after interview with candidate” for a reason: if you do this part right, “you will triple your odds” of a placement.

What does effective follow-up/debrief entail? For starters, have a structured process – not just a casual “How did it go?” chat. Finkel insists recruiters should use a written debrief form every time. It sounds basic, but many recruiters skip this. His recommended form is two-sided: one side for when the candidate is “live” (the client is interested and a next interview is likely), another for when the candidate is “dead” (not moving forward). Why two sides? Because even a “dead” candidate can yield valuable intel. If the client isn’t interested, Finkel says don’t just cut the call short – use the opportunity to map out the client’s hiring pattern. Ask the candidate questions like, “What do you think the interviewer was really looking for?” or “Were there any interview questions that gave you difficulty?”. Their answers can reveal the client’s priorities and biases, helping you better prepare the next candidate for that company. (Finkel notes this advanced tactic is covered in another of his books, Breakthrough 2.0, since Closing for Recruiters assumes your candidate is still “live” and moving forward. But it’s a great example of how a savvy recruiter always extracts value from every interaction.)

For live candidates, a structured follow-up call is all about reinforcing positives and minimizing negatives. Finkel teaches a form of “subliminal selling” on these calls: don’t just record what the candidate says; actively influence how they perceive the opportunity. For instance, if a candidate casually says, “Yeah, I got along well with the hiring manager,” Finkel would have the recruiter respond with something like: “Really? He’s got a terrific reputation for developing top talent. I wouldn’t be surprised if you could learn a lot from him.” This kind of response takes a lukewarm positive (“got along well”) and amplifies it in the candidate’s mind (“terrific reputation… develop top talent”). It’s subtle, but by echoing and enlarging the positives, you are embedding a favorable view of the job. Likewise, if the candidate voices a mild concern, Finkel suggests using a “soft rebuttal” – acknowledge the concern briefly, but then pivot to a question that moves the conversation forward before the doubt can grow. For example: Candidate: “I’m not sure about the growth opportunities there.” Recruiter: “I understand – growth is important. Let me ask, what aspect of the role excites you the most so far?” This technique (sometimes called “acknowledge and refocus”) addresses the issue without letting the call spiral into negativity. The key is having these questions and responses prepared in advance – hence the need for a script or form. Finkel quips that you can’t just compress his whole book into a quick podcast segment, but he gives a taste of the many rebuttals and closes in the book that a recruiter must have ready.

Bottom line: Closing starts long before the offer. It begins with the very first interaction – ensuring the candidate has genuine motivation to make a change. (Finkel cautions that a candidate “must not only be moving to something, he must be moving from something” – if the person isn’t dissatisfied with any aspect of their current situation, you’ll struggle to close them on a new opportunity.) It continues through each interview debrief, where the recruiter systematically builds commitment and addresses concerns. By the time a formal offer comes, there should be no major surprises; you’ve been closing incrementally all along. Many recruiters, by contrast, take a shallow approach – their “follow-up” after an interview may consist of a quick, surface-level check-in, or simply asking if the candidate is interested. Finkel calls this “extremely shallow in this critical area” Steve Finkel Shallow follow-up is like only ever swinging for a home run – you might get lucky occasionally, but you’ll strike out more often. Real follow-up is methodical and focused on getting that “man on base” every time.

Why “Winging It” Kills Deals (and Structured Debriefs Save Them)

If there’s one thing Steve Finkel wants recruiters to stop doing, it’s winging it – especially on critical closing conversations and debriefs. He says bluntly that a recruiter who claims “I don’t lose any deals” is probably just avoiding the difficult scenarios or failing to recognize where they went wrong. More commonly, recruiters lose offers they should have won, because they didn’t have a process. Perhaps they assumed a strong relationship with the candidate would carry things through, or they just hoped for the best instead of systematically addressing every concern. Finkel’s experience is that hope is not a strategy in recruiting – process and technique win the day.

One of Finkel’s golden rules: When it’s time for the decisive closing call (e.g. delivering the offer), do not just pick up the phone and improvise. “When you’ve got an offer coming, your first step, frankly, is you don’t call the candidate… You sit down and you strategize.” Before you have that final discussion where the candidate will say yes or no, take the time to plan your approach. Review all the candidate’s stated motivations and reservations. Write down which closing techniques or narratives you’ll use (Finkel’s book includes over 150 pages of industry-specific closes to choose from). In the interview, he even recommends finding a colleague to brainstorm with: “Ideally, find someone else in your office who has also got this book… and discuss the different closes that might work [for this candidate].”. The worst thing you can do is go into a closing conversation cold, with no game plan – that’s when “mild insanity” tends to break loose on the candidate’s side and they default to no.

Why is winging it so dangerous? Because accepting a new job is a huge decision for the candidate – “when the foundation of all this, your career, is on the line, the resistance is enormous”. Even the most interested candidate may get cold feet or second-guess themselves at the offer stage. Finkel notes that in traditional sales, it’s well-known that buyers often hesitate at the very last minute (hence all the classic “close” techniques in sales training). In recruiting, the stakes are even higher for the “buyer” (candidate) because it’s their livelihood and happiness on the line, not just purchasing a product. So you, as the recruiter, must be prepared to navigate that moment of truth with skill. Simply having a friendly relationship with the candidate isn’t enough to overcome the psychological barriers and external pressures that hit when they consider resigning and moving to a new company. Finkel warns against depending on “relationships” or the idea that “if I did everything right, the close is automatic” – that “beautiful hypothesis” is unfortunately “destroyed by facts,” he says wryly. You still need to lead the candidate through their final doubts. That requires prepared dialogues (scripts), persuasive reasoning, and sometimes multiple closing tactics chained together.

Indeed, Finkel teaches that closing in recruitment is rarely a one-shot deal. “One close will not get the deal done… there could be six closes built in, there could be eight closes… these are conversations back and forth,” he explains. In practice, a successful placement might involve several mini-closes: getting the candidate to agree to a second interview, nudging them to reveal their true motivators, persuading them that the offer meets their needs, and finally securing the yes. You can’t “wing” a complex, multi-step sales conversation and expect consistent results. As Finkel says, “you can build in all the preliminary stuff you want, but at the end of it all, you better be able to deal with [the final resistance]… frequently the close does not come automatic.” His solution is process and practice, not charisma and hope.

On the podcast, Finkel shares how even seasoned recruiters he’s trained saw huge jumps in billings once they implemented a structured closing process. In one case, a group of already high-performing recruiters improved their production 30–50% after learning proper candidate debriefing and closing techniques – on top of what they were already doing. They achieved this by consciously moving candidates step-by-step (first interview to second, second to offer, offer to acceptance) instead of just “hoping for a home run” on the first swing. The data is compelling: for example, Finkel points out that while a typical sendout-to-placement ratio might be 6:1, the ratio of second-interview to placement is more like 2:1. In other words, if you can get your candidate to that second interview, your chances of a placement triple. Thus, every structured debrief and follow-up call that advances the process has a massive payoff in ultimate success rate. Without those, you’re leaving it to chance – and chance is not kind to our commissions.

The Counteroffer Conundrum: Timing Is Everything

No discussion of closing would be complete without addressing the dreaded counteroffer. After all, one of the most common ways deals fall apart is when your candidate, having accepted the new job, gets approached by their current employer with a tempting counter-package to stay. Steve Finkel has very specific advice on this: handle the counteroffer at the right time – which is after the candidate has accepted your client’s offer, but before they resign from their old job. This window, often just a few days or even hours long, is the golden moment to fortify the candidate against whatever counter-pressure might come their way.

Why not bring it up earlier? Finkel warns that raising counteroffer scenarios too soon – say, during initial interviews or before an offer is in play – can actually plant the idea of a counteroffer in the candidate’s mind and “blunt the effect of your script.”stevefinkel.com You don’t want the candidate daydreaming about what their current boss might give them to stay when you haven’t even gotten them a new offer yet. Instead, Finkel’s approach is to first do all the work of getting a firm acceptance of the new offer. The candidate should verbally (or in writing) commit that “Yes, I’m accepting this new job.” That’s a psychological threshold – once they cross it, they’ve mentally prepared to leave. Immediately after this acceptance and before they officially resign is when you strike: have a candid talk about counteroffers. Remind them why they decided to pursue a new job in the first place (all the “moving from something” factors you’ve hopefully been tracking). Cite statistics or examples (for instance, the well-known stat that 80% of people who accept counteroffers leave within 6–12 months anyway). Finkel notes that this conversation must be as thorough and compelling as possible, and “freshest in [the candidate’s] mind” right before they deliver their notice. That’s when it will inoculate them against any last-ditch seduction by their employer.

Finkel’s own article on counteroffers puts it succinctly: “The time for greatest results [in addressing counteroffers] is between the offer being accepted and the candidate turning in his notice.” This is exactly what he preaches in the podcast as well. Use that window to go over any potential counter-offer scenarios. For example, you might role-play how the candidate will respond if their boss says “What will it take to keep you?” or if they dangle a promotion. Equip your candidate with firm, resolute answers (“I appreciate that, but my decision is made – this new role is the right move for my career because XYZ.”). By doing so, you help the candidate reaffirm their commitment to the new job in their own words, and you preempt the flattery and emotional appeals their current employer might use. Finkel underscores that depending on just verbal persuasion at the final moment won’t save you if you’ve skipped steps earlier in the process – but assuming you’ve selected the right candidate and they truly want the new position, timing your counteroffer discussion properly can be the difference between winning a fee and having it slip away at the eleventh hour.

One more insight: If you never encounter counteroffers or turndowns, Finkel suggests that might mean you’re playing it too safe (e.g. only working with desperate candidates or low-quality jobs). In a healthy recruiting desk, you’re going after top performers and attractive opportunities – and that inevitably means you’ll sometimes battle counters and no’s. The goal isn’t to avoid them completely, but to learn to overcome them through skillful closing. By handling the counteroffer at the optimal time and with the right script, you dramatically improve your odds of seeing that placement through to the finish line.

Scripts, Practice, and the Art of Closing

If all this talk of forms, scripts and techniques sounds a bit mechanical, remember: recruiting is both an art and a science. Steve Finkel titled his book “Closing for Recruiters” for a reason – our industry demands specialized closes and approaches that generic sales books don’t cover. The good news is these skills can be learned, practiced, and perfected. Finkel is a huge proponent of training and practice – not just once, but continuously. In the podcast, he laments that most recruiters and even managers don’t do nearly enough ongoing training: “The answer is, not much… They really don’t do much on their own [to practice]”. Too many people rely on learning by doing (or by failing). Finkel wants to change that culture, calling on recruiters to train like athletes. Just as a top athlete drills their skills outside of games, top recruiters should be role-playing closes, studying scripts, and honing their pitch outside of real interviews.

One of Finkel’s favorite sayings (borrowed from Confucius) is: “What I hear, I forget. What I see, I remember. What I do, I understand.” In other words, you can read about these closing techniques all day – but you won’t truly internalize them until you practice them yourself. That’s why Closing for Recruiters is written as a workbook as much as a text. “There are exercises... You can’t just read a book and say, ‘Golly, great stuff.’ ...This is a training book – a what-to-do and how-to-do-it book. It is an implementation book.” Finkel even advises readers to underline and highlight key passages, then go back and do the exercises so that “rapidly your skill level will improve”. In the interview, he doubles down on this point: managers should buy a copy of the book for every recruiter on the team and hold weekly meetings on each chapter, forcing everyone to absorb the material and role-play it. Sure, we all love instant gratification, but developing mastery in closing (or any complex skill) takes time and repetition. The payoff, however, is lasting – once you truly learn these skills, they become part of you. “It doesn’t go away. Once you’ve developed your skills, you’re okay,” Finkel notes. You’ll use them throughout your career, in hot markets or slow markets, in any niche, with any new shiny tool or technology – strong selling and closing abilities never become obsolete.

Finkel also addresses the skeptics – those veteran recruiters who think, “I’m already billing well, I have my way of doing things, I don’t need scripts.” He shares the story of famed sales trainer Tom Hopkins, who initially resisted learning new closing techniques because he was already a “successful salesman,” only to discover that embracing training skyrocketed his production. Even if you’re experienced, there’s a danger in complacency. You might be unconsciously avoiding situations that test your weaker skills, or you’ve fallen into a habit of depending on your personality and relationships to carry you. Finkel’s challenge to every recruiter (new or old) is to seek out areas you can improve rather than staying in your comfort zone. “If you want to improve, try improving an area where you’re not so good, as opposed to an area where you’re already pretty good,” he says. “And this [closing] is an area, a critical area, where most people in this business are not terribly good – and they can improve enormously.”

For those worried that scripts might sound “canned” or inauthentic, Finkel dispels that notion. A good script, well practiced, becomes natural in delivery. The goal is not to recite a monotone script regardless of context, but to have a repertoire of persuasive language at your fingertips for the right moment. In fact, Finkel’s closes are designed to be conversational and tailored to recruiting scenarios (like the “college professor close” or the “fear of change close” specific to candidate decisions). By practicing them, you’ll be able to deploy them smoothly when needed, without the candidate feeling “sold to.” And practice also means being prepared to combine closes or pivot if one approach isn’t resonating. Finkel describes how an effective closing call might go from one angle to another: you might start by asking the candidate to imagine what advice a respected mentor would give them about the offer (the essence of the College Professor Close). The candidate reflects and might conclude that the mentor would likely advise taking the new job – voilá, they’ve almost talked themselves into it. But then they hesitate, saying they just have a gut feeling of risk. So you smoothly segue into a Fear of Change Close, normalizing that nervous feeling: “That feeling you have… think back to when you moved from high school to college, or college to your first job – you felt that same hesitation leaving the familiar for the unfamiliar, didn’t you?”. You remind them that every big career move felt scary at first, yet growth only comes from embracing change. By stacking these mini-conversations, you help the candidate overcome multiple mental hurdles. This level of finesse only comes with training and forethought. As Finkel says, “Don’t think, ‘Here’s one magic close I can pull out and the deal’s done.’ No – multiple closes must be done to move him in the right direction.”. Having scripts for different scenarios is like having a well-stocked toolbox – the pro knows which tool to pull out when, and isn’t scrambling last-minute to invent something.

In sum, Finkel’s approach marries process and practice. Follow a structured process (so you’re not winging it), and practice your sales skills continually (so you’re improving and ready for any situation). He points out that our industry has an astronomical body of knowledge – his five books together total 1,500 pages of recruiting know-how – but even consuming all that isn’t the hard part. The real challenge (and reward) is in the consistent application. Like the old saying goes, “Walk through the mist and you’ll get wet” – expose yourself to a bit of learning and practice every day, and eventually you’ll absorb it and see the results.

Process Over ‘Pretty Good’ Relationships

Finkel’s teachings also carry a subtle warning: don’t rely on personal relationships or gut feel at the expense of process. Many recruiters pride themselves on their people skills – and indeed, building trust and rapport is important. But Finkel implies that too often recruiters use “relationships” as a crutch or an excuse for not following a rigorous closing process. You might think, “The candidate likes and trusts me, so of course they’ll take the job offer I recommend”. Then you’re shocked when the candidate still balks or goes dark at decision time. The truth is, even a great relationship will not overcome a poor closing strategy. Your friendly rapport isn’t what convinces a candidate’s spouse that relocating is a good idea, or what overcomes their fear of leaving a stable job, or what counters a $20k raise counteroffer from their boss. Those situations demand technique: skilled questioning, logical and emotional appeals, third-party stories, and more.

Finkel highlights that the mechanical/technical side of recruiting (finding names, sourcing resumes, using LinkedIn and AI tools) has become easily accessible to all – so the competitive advantage lies in the human sales side, where process reigns supreme. He observes that in recent years, there’s been so much focus on new recruiting tech, automation, and hacks that many recruiters have neglected the classic sales skills that actually close deals. It’s easy to chase the “shiny new object” – a fancy sourcing tool or AI assistant – and forget to sharpen your basic closing calls. But as Finkel says, once those tools become standard for everyone, the only thing setting you apart is you – your skills at influence, persuasion, and process management. No matter how strong your relationship with a candidate or client, you still need a blueprint to follow for each deal, or risk inconsistency.

The danger of over-relying on relationships is also that it can blind you to feedback. A recruiter might think, “All my candidates love me, none of them complain,” and interpret that as nothing to improve. Meanwhile, quietly, some of those candidates might be drifting away or making decisions contrary to your guidance – not because they don’t like you, but because you didn’t execute a step-by-step close. Finkel would likely say: measure your results. If offers are getting declined or candidates are ghosting before start date, those are process failures, not “relationship” issues. And even if your outcomes are decent, why settle for decent when mastering a stronger process could make them excellent? One of his parting quotes in the interview drives this home: “If you can do everything perfectly, congratulations. But… there aren’t too many perfect games. When you get to the end of it, you better know how to go to the first, second interview and how to close.” In other words, don’t bet on pitching a perfect game every time through sheer talent – build a repeatable system for closing, and you won’t need perfection or luck.

Conclusion: Become a Closer – and Reap the Rewards

Steve Finkel’s core message is both a wake-up call and a pep talk. Yes, closing is often the weakest part of a recruiter’s game – but that just means there’s a huge opportunity for those willing to learn and improve. By treating closing as a deliberate process that starts early (first call), by conducting deep follow-ups instead of shallow check-ins, by never winging critical conversations, by timing your counteroffer defenses, and by practicing proven scripts and techniques until they become second nature, you can dramatically elevate your placement ratio. In Finkel’s words, mastering these skills can increase a recruiter’s production by 30%, 50% or more. Imagine what that means for your billings and your clients’ satisfaction. This truly is the separator between the average and the elite in our industry.

Perhaps most importantly, Finkel frames closing skills as learnable – not some innate charisma that you either have or you don’t. He himself benefited from years of formal sales training and has distilled that into tailored guidance for recruiters. His latest book Closing for Recruiters! is essentially a playbook to help recruiters avoid the common mistakes that “cost you a fee… and the same mistake made over and over will cost you a fortune.” It’s both a guide and a workbook, meant to be actively used, not just read. As Finkel quips, “This is not like writing fiction – at a certain point, I don’t know any more!”. He poured everything he knows about closing and debriefing into this book, making it clear, actionable, and yes, interesting (with plenty of real-world examples and even humor). It’s as close as you can get to having a personal mentor in closing, short of attending one of his seminars.

If reading this has gotten you thinking about your own closing routine – good! That’s the first step. But don’t stop at insight. Take action: commit to strengthening this part of your skill set. Your future fees depend on it. As Finkel likes to say, many of the techniques of top billers have “never been exposed” broadly before – but now they’re available to all who seek them out. Will you be one of the recruiters who levels up, or one of those who clings to “the way I’ve always done it”? The choice will show up on your paycheck.

Ready for more? Below are a few ways to continue your journey to closing mastery and overall recruiting success.

• 🎧 Listen to Steve Finkel’s Full Podcast Interview (Parts 1 & 2): This article barely scratches the surface. Hear Steve explain these concepts in his own words – and share even more nuggets – on the Elite Recruiter Podcast (Episode: Closing for Recruiters, Parts 1 and 2). It’s a must-listen for anyone serious about improving their recruiting game.

• 📖 Get the Book – Closing for Recruiters! Debriefing and Closing for Executive Search: If you found these insights valuable, grab Steve Finkel’s latest book for the complete closing playbook. It’s packed with 150+ pages of recruiter-specific closing techniques, sample dialogues, and exercises. Consider it an investment in your billing future (one well-placed candidate will more than ROI the cover price!).

• 🎟 Register for the Recruiter Sales & Business Development Summit: Level up your overall sales skills (including business development and closing) by attending this virtual summit, kicking off January 26, 2026. The live sessions are free, featuring top industry figures sharing how to grow your client base and revenue. (Elite Recruiter Podcast host Benjamin Mena calls it “the best, biggest, most focused conference for recruiters to help them grow”.) Don’t miss the chance to sharpen your edge – be there, learn, and crush 2026.

• 🤝 Join the Elite Recruiter Community: Surround yourself with like-minded recruiters who are committed to learning and improving. The Elite Recruiter Community offers access to past summit replays, exclusive content, and a network of peers to swap tips and support. It’s a ready-made “culture of learning” – something Finkel advocates strongly for – so you can keep the momentum going year-round.

Remember, in recruiting, the finish line matters. By building elite closing skills, you’ll not only make more placements and money, but also deliver greater value to your clients and candidates. As Steve Finkel reminds us, “What we bring to the table is we can nail down the deal… we deliver the goods” – that is the true mark of a top recruiter. Now, go out and close something big!

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