CEO and Co-Founder Pedal Me | Cargo Bikes, Sustainability, Delivering Change, Growth, Mentoring
If you don’t understand the graft that’s going in to make your company tick. Can you have any hope of making well informed decisions which affect your business’s outcomes - built on that graft? (Obviously less useful in companies with a wide array of specialisms / expertises where it’s impossible to expect to understand a representative sample of the graft roles involved)
''Marks & Spencer CEO Stuart Machin has introduced a new requirement for the 3,800 staff at the retailer’s London head office: in order to pass their annual review, each of them must spend seven days on the shop floor. And yes, that includes him and his fellow C-suite executives too.''
Laurent Gibert
10mo
A tradition in retail that went lost? To me knowledgeable and efficient execs need to spend time on the floor, with clients to be able to make the right decisions as leaders. And I am certainly not considering the Potemkine village approach (these over prepared "visits" or high level meetings) but real on the job experiences. Same goes for employee experience.
DRT Operations Specialist @ Atkinsréalis
10moHave to agree. During my time at Arriva, it was a requirement for all graduate managers to learn how to drive a bus, and drive it in service on a rota. The 8 weeks I spent driving a bus for 40+ hours a week were invaluable in empathy and understanding.