Futures’ Post

A senior leader who I known once shared. No amount of public publicity and marketing campaigns and advertisement can bring in talents into a company, if the actual company environment is toxic and non conductive where the management don't walk the talk. Even, in the slim event, they do walk in, their runway will be short and you need to start the cycle again. After coming to close to 2 decades in the working world and numerous companies, that is the ironic situation which that is happening. Where some senior management leaders who thinks everything is working well or decided that commerical kpi drives the company and questioning why the hiring is taking so long and spending on advertising or marketing campaigns to try to promote company branding and employment branding would help to bring people in. Just like an airplane or a cruise ship, while the captain is the person giving the direction, all the people in their positions working together helps to ensure everything together, constantly changing staffs and running on less than ideal capabilities, is a disaster waiting to happen.

Do job titles matter? My view is a mix of yes and no. I've always valued variety and purpose whilst acknowledging that titles can also act as currency. However, they are not the only measure of success. I've held a number of roles in Logistics and Supply Chain from Specialist to Director to Head Of encompassing a wide scope of responsibilities whilst always feeling that I was learning and advancing with each step. 📚 At times, being bound to the traditional title structure can cause you to overlook fulfilling roles outside of the management path. Management is not the only route to success, Logistics is an exciting universe! 🌍 🌞 🚀 Job titles provide; ⭐ Clarity in defining roles and responsibilities ⭐ Hierarchy and organisational structure, helping employees understand their position in relation to others ⭐ Recognition and status for employees, motivating employees and providing a sense of accomplishment ⭐ Guidelines for career progression encouraging professional growth and development. ⭐ External perceptions, influencing how others, such as prospective employees and clients, perceive the individual's role and expertise. Job titles may also; 🚧 Limit flexibility and innovation in job roles 🚧 Lead to internal politics, ego and power struggles 🚧 Create unrealistic expectations or undue pressure on individuals 🚧 Inaccurately reflect the full scope of responsibilities 🚧 Contribute to bias or subjective interpretations of worth or importance,, potentially undervaluing contributions from those of a certain group or status Certainly, I have often witnessed people feeling under-qualified to take on new roles, intimidated by titles, when they have more than the requisite skills to progress. 🆙 Likewise, it's more than OK to feel fulfilled at any step along the way. Feeling valued is so important. As such, I've provided a guide to highlight the responsibilities you need to progress into senior Logistics management positions. What do you think? Share your opinions below. Remember, job titles are just one part of the picture. ⬇ #logisticsmanagement #supplychain #leadership

It's not your job that is toxic - it's the person managing it. A great leader can either elevate your career or make your life miserable. But how did they get hired? Most leaders get hired through their degrees and experience. You’ve probably worked with someone who seemed perfect on paper but was a disaster to work with in real life. ----- Don't misunderstand, degrees & experience are essential for most careers, but they only get your foot in the door. Who they are as a person - their character, integrity, and empathy - is just as important as what’s on their resume. Here are 10 ways to uphold your character & integrity: ✅ Lead by example, always. ✅ Hold yourself accountable. ✅ Treat everyone with respect. ✅ Champion fairness and justice. ✅ Foster an inclusive environment. ✅ Support team members’ growth. ✅ Prioritize ethical decision-making. ✅ Admit mistakes and learn from them. ✅ Communicate transparently and honestly. ✅ Maintain consistency in actions and words. Your manager's character matters just as much as their degree. Hire for impact, not just experience.

I recently worked with a company that had very challenging hiring procedures. Let me explain: The company posts job openings for Manager in Training (MIT) and Assistant Manager positions and encourages applicants to apply. However, the company mostly prefers to promote internal candidates and often hires friends or family members for the remaining positions. Note that the company only promotes full managers from within. On the other hand, when it comes to District Manager positions, the company seems to value recent bachelor's degree holders with no work experience over their experienced internal employees. The company provides little to no opportunity for internal advancement to this position. What can we make of this situation? Regarding internal promotion, it appears that the company posts job openings externally to motivate or threaten current employees to work harder. Otherwise, the company reserves the right to hire external candidates. As for District Manager positions, it seems like the company wants internal managers to understand that they have reached their peak and should not expect further career advancement. They should settle and be content with their current roles. It's quite chaotic! What do you think about this? Looking forward to your opinions, Daniel Niles...

Engineer Samih Sawiris When asked about what he considers when hiring for top management or managerial positions, he said: "Literally, if they can handle the load or not, if they are confident or not, if they are a team player or not. And most importantly, if they are 'psychologically sound'." He continued: "I don't want to hire a competent, strong, and knowledgeable manager who is 'psychologically' unstable and starts driving people away or doesn't know how to deal with others. A company is its people, and a good company means good people. A true leader is someone who convinces people to work with him, not just someone who gives orders or decisions. Managers who lack this sense, whose subordinates fail them (they become the reason for their failure), are the easiest to let go because if their employees don't like or trust them, it’s easy to bring them down. A responsible person must believe that success is not the property of one individual. In summary, when selecting people for leadership positions, choose those who are fair and have a conscience, who can separate work from personal interests and relationships, who can handle the load, who do not have psychological issues, who ensure that what is said on paper is implemented in reality, and who have future experience."

“The integrity of a leader is the cornerstone of an organization's reputation." But what if the leaders entrusted with steering an organization’s success are involved in unethical conduct? The solution lies in ensuring vigilance when hiring for senior leadership positions. One effective measure is conducting directorship checks. Find out how this can benefit your organization: https://lnkd.in/gv7kR4iW #BackgroundVerification #BackgroundChecks #BackgroundCheck #DirectorshipChecks #Director #TopManagement #DueDiligence #Hiring #HR

“I’m sure they won’t hire me because I don’t have experience.” This is something I recently heard from a talented Gen Z candidate, and it got me thinking: Does experience really matter as much as we think? Reflecting on my own career, I wouldn’t be where I am today if my leaders focused solely on my experience. Instead, they saw my passion, attitude, and commitment—and gave me opportunities based on those qualities. For that, I’m grateful. Yes, experience is important, but it’s something we gain over time. However, passion and attitude? Those are intrinsic traits that we develop ourselves. And while knowledge and experience can be taught, passion and attitude are much harder to cultivate. When someone brings the right mindset to the table, they can be taught the skills they need. This is especially relevant when hiring Gen Z. They are highly educated, digital natives, eager to learn, open to feedback, and, in many cases, seeking a modern, flexible work environment. As managers, we need to adapt our recruitment strategies accordingly—identifying the right candidates by evaluating their potential and passion rather than just experience. Are we ready to take on this challenge? The answer will shape the future of our teams and organizations.

You accepted a new position in administration, but your start date has yet to arrive. Should you be preparing before the job actually starts? The answer is yes. The first thing you should do is learn the history and gauge the culture. "More academic leaders fail because of “fit” than because of incompetence at executing day-to-day labors like planning or budgeting. Now is the time — before you are actually on the job — to familiarize yourself with the timeline and trends of the institution and the particular unit you will lead," says David Perlmutter. Read more on how you can best prepare for your new role: https://chroni.cl/4ahNL9j

Have you ever experienced a situation where the job you applied for turned out to be different from what was offered? How did you handle it? I would love to hear your stories and insights. Recently, I had the opportunity to interview for a General Manager position, which turned out to be a profound learning experience. The interview process was smooth, and I was thrilled to see that the hiring manager was highly impressed with my background and eager to bring me aboard immediately. During our conversation, I discovered some surprising details about the position. The role I initially applied for had been filled for quite some time, along with the Assistant Manager position. The company was in need of a leader to drive growth and development at the location, coach and inspire the team, and fill the leadership void. The role being offered was that of a Key Holder, which would require me to perform the responsibilities of both the General Manager and Assistant Manager positions, but with a significant pay cut. Despite this, the hiring manager believed in my potential and assured me that if I could demonstrate my ability to elevate the team and transform the location, there would be opportunities for advancement, possibly to the General Manager role I had applied for, once it became available. Have you faced a similar situation? How did you navigate it? I would love to hear your experiences and thoughts on how to handle such scenarios.

"Lead with Vision: Drive Efficiency and Growth in Public or Private Organizations! As overseers of multiple departments or locations, we excel in planning, directing, and coordinating operations for optimal success. From policy formation to resource management, our role spans across various functional areas, ensuring smooth daily operations and strategic resource allocation. With a focus on results, we empower subordinate supervisors to achieve excellence. Join us at the helm of innovation and progress!"