Goodwill NCW’s Post

When Maggie Smith was first hired as a Team Lead over shipping, little did she know the opportunities that awaited her down the line. Maggie was a pro at making sure every package went out the door properly packaged and protected. She crossed-trained in all areas so she could lend a hand wherever needed. About two years into her tenure, an exciting new role opened up as Warehouse Supervisor and she jumped at the chance to take on more responsibility. In her current position, Maggie oversees all warehouse operations to ensure everything runs like a well-oiled machine. "I love the work flow and the teamwork," she said. "Our ability to work with each another is based off how we all treat one another, and that begins with LOVE, SERVE, CARE and RESPECT." What makes Maggie so invaluable is her willingness to wear multiple hats and do whatever it takes to get the job done right. She's a shining example of a leader. "I enjoy teaching people new things, seeing their expression when they learn it and understand it. Everyone has their own way of learning, it's important to me to keep teaching until they've learned it." Thanks to leaders like Maggie, our operations run like a dream and our customers get what they need - when they need it. #love #serve #care #respect #learn #experience #training #opportunitie #people #leader #leadership

Opportunity

Working 13 years in Retail Management. Am thankful for the Managers and District Managers who believed in me and developed me. Obi ama you taught me alot. find your bench talent and develop them. Features and line of sight always full. If sales are down in a certain area find out why? Is it lack of Merchandise? Is it the way it is displayed? how can you increase sales? Mandy Hill 100% recognition. Positive communication. Jenny Dyer DM looking over rolling 12 reports and P and L's. Showing me how to control expenses and promote sales. Its one thing to manage someone and another to lead them to success. when we hire someone we invest in them. we believe of their ability to perform the job and we invest in them training them. If they don't perform our expections. Then we need to have a conversation and find out what we can do as Managers and Supervisor to help them. Maybe its training. Maybe its personal. I have had several associates that would have been wrote up till their terminated. not only did they become productive but they became supervisors. ❤️

A little less than 2 years ago a store manager on my team lost her battle to cancer. Jenn was a ray of sunshine to all those who knew her. ☀️ Yesterday I was doing an interview for a different district team. During the interview it came out that this candidate many years ago was hired by Jenn. She shared how way back then as she applied for a seasonal sales associate Jenn made her feel so special. The candidate shared how Jenn as her leader said words like “I see something special in you” “you have so much potential” those words made a lasting impression on her. This candidate said how she thought of those words and how Jenn made her feel. Hoping Jenn would be proud as she is now years later interviewing for a Store Manager position. This was such a beautiful moment and I was so grateful that this candidate shared this with me. This moment has made me pause and reflect on how….every day we are leaving our legacy with those we lead and interact with. 💙 There is power in how we use our words. 💙 There is power in how we invest in people. 💙 There is power in being kind. 💙 There is also power in how clear we are as we coach people to reach their potential 💗We have a opportunity every day to make a difference in someone’s life. I know personally this was a reminder to not waste a single opportunity to smile and make someone’s day. #ginghamnation #oneteam #leader #leadership #empower #kindness #legacy #retail

Great opportunity in Cornwall

I have always held to the approach that we hire staff that we feel can grow into future leaders at the company. And if we are unable to find a growth direction for that person when the time is right, we should help them find somewhere that does. Or at least take pride in our part helping them learn and grow to the point that someone else feels they are a fit in their team. It hurts when they leave, but in 10/20/30 years when we cross paths and they say "Bob, I really appreciate what you did helping me get into this industry and allowing me to grow". It makes me feel very fulfilled. I would love to be remembered as being someone who helped. So, that being said, Evolve Orlando lost an awesome team member in an accident back in May. We've been struggling to find that right fit to replace them. It is a Warehouse Supervisor role. It is hard work. It is managing the team and making sure that our mantra is followed... "The Right Gear, To The Right Place, At The Right Time, In Perfect Working Condition" If you have someone who needs to expand into that next role and you cannot fit them in right now, or you know someone who might need a new challenge with a great company, I ask that you pass this along to them and see if you can help someone continue to grow in what is an amazing industry. With a company I firmly believe in and stand behind. #JobOpportunity

When I say I worked for 25 years at Publix, people often look at me funny. I can see the calculator in their brain trying to figure out how old I am and how I could already have 25 years with a company. It’s not hard when you start at 16. Publix’s current CEO did the same. So did the previous one. It’s so commonplace at Publix that no one really bats an eye at associates with 25 or 30 or even 40 years of service. This is because Publix promotes from within. To become a stock clerk, I had to start as a bagger. To become an assistant grocery manager, I had to have experience in multiple grocery sub-departments. Many corporate openings are only visible to current Publix associates. What impact does this have on Publix? Culture is an important element, especially in customer-facing roles and the best way to maintain culture is promote from within. I learned about that culture early in my career and carried that with me throughout my time there. I don’t believe there is a more effective way to build a strong culture. However, I can see the downsides to exclusively promoting from within. A company’s growth is limited by the current talent pool. New ideas and perspectives are infrequent. Groupthink is common and appetite for change is muted. It has worked for Publix and they continue to find enough internal candidates to open 40+ stores per year. I just wonder if a more balanced and blended approach would benefit them even more. What are your thoughts? Photo credit: https://lnkd.in/e8_rWSJx

I came across this question which has no wrong answer whatsoever. Imagine you're a manager/supervisor; you go on leave for more than 3months and discover that your team is able to run the company operations very well. Is it that, A. You're a good manager/supervisor who effectively delegated work and has established good systems that work and empowered your team to work in your absence. B. Your presence was insignificant to your role, your team can perform without your input and leadership and they actually do not need you. C. You have outgrown your responsibilities and deserve a promotion or extra responsibilities? If possible justify your answer

A Henry Ford Story Henry Ford once had to choose between two equally qualified candidates for a senior management role. During a dinner, he noticed one seasoned their meal without tasting it, while the other tasted first. This revealed a tendency to make decisions without gathering all the facts. He chose the candidate who was thoughtful and deliberate, valuing careful judgment over qualifications alone. Whether the story is true or not, the lesson is clear: Thoughtfulness matters. #LeadershipLessons #BusinessWisdom #HenryFord #DecisionMaking #Hiring #Ford #Management

Please follow our QSR Recruiting Page for great QSR Career Options I have to say, I have been very lucky to participate in three "QSR Rocketships," (Old school West Coast Carl's Jr., and two Taco Bell experiences), and everything that I see, hear, and witness with this QSR Group points towards great people, great culture, and great achievements. I can't say that I know every factor that creates these QSR Rocketships, but there were always two common threads. One thread was high levels of alignment between the employees and organizational leaders. The other was that the main focus was growth and building sales. Focus on top-line sales and use systems to flow those incremental dollars to the bottom line. I remember Taco Bell Corporate in the early 90's as we approached 3000 restaurants. John Martin rolls out the first real Value Menu, as well as a Harley Davidson on to the stage in Vegas, and sets a goal for 50,000 points of distribution (PODs). I was a young RGM (TMU) and given tons of responsibility. I helped put the first Taco Bells in the Las Vegas Airport, at San Diego State University, and inside of multiple gas stations (unheard of at that time). Also, putting Taco Bell in schools with Tim and Todd B. We converted one of my bells into a factory delivering to 60 plus schools on a daily basis, and opening up Taco Bells like crazy in Southern California. Such exciting times, tons of autonomy and responsibility, and a feeling of unity. Great times.... Come join a winning team and build great memories and awesome experiences. #servantleaders #love #people #qsr #areacoach #generalmanager