Oncourse Home Solutions’ Post

Day 81. Pin the rose. I had a great and long career with the company, Marsh McLennan. One that lasted over 20 years after starting as a part-time call center representative in college. Dan Glaser, was CEO of Marsh McLennan for nearly half of my career there and I’ll never forget a town-hall he did where he shared his overarching leadership philosophy. Among many great tenets was, “pin the rose”. Dan explained how important it is from a leadership / business / life standpoint to ensure that when there is an outstanding to-do, ask or next step - that someone always has the rose. Meaning, someone is accountable to complete the respective task(s) or next-step(s) at hand - no matter how large or how small. Accountability is one of those things that can easily get lost or pushed aside. Either intentionally or unintentionally. But without accountability, things don’t get done. And when things don’t get done, that means trouble. So, before your next meeting or conversation about a project, deliverable or heck - the need to go grocery shopping - ends, make sure it’s clear who has the rose for what action or next step.

Robert & Emily’s Success Story: Part 9 Robert's journey from warehouse worker to Operations Director epitomized the dream—fueled by hard work, dedication, and leadership. He navigated every step of the way with grit and determination. As Robert once remarked, "My progression in this company is like riding an elevator, not climbing a ladder—I've ascended career heights swiftly." Emily, too, consistently surpassed expectations, showcasing her adeptness in team leadership and delivering tangible results. Her unwavering commitment to propelling the company forward led to the implementation of innovative strategies and initiatives. With Emily's vision and drive, ArgoBrands emerged as a powerhouse in the e-commerce sector. Their narrative serves as a beacon of inspiration for aspiring business leaders. Starting as entry-level employees at ArgoBrands, Robert and Emily epitomize the ethos of upward mobility. In just a few short years, they rose to the pinnacle of the company, inspiring others along the way. Now, that's a story worth telling... #ArgoBrands #ArgoBrandsLLC #ArgoFamily #Robert_and_Emily_career_story #Robert_and_Emily_career_story_part9 #careergrowth #careerdevelopment #proffesionaldevelopment #proffesional #opportunities #synergy #wechangetheworldtogether #ecommerce #workingremotely #successjourney #successstory

Congrats to Gerard and Kymra.   I also want to shout out to the entire U.S. leadership team which includes Steve Jursa, Kelly Stone, Natalie Kessler, and Justin Gillespie. Collaboration and a genuine desire to contribute to the success of others have been key drivers behind the U.S. operation doubling in size over the past three years.   The promotions tie to our global aspirations to be the best at telling tech-led stories across multiple markets.   Big picture, I’m more convinced than ever that we can be a viable option to the mega shops for global assignments. Take WPP’s decision to blend BCW and H&K, to produce a mega-mega agency. I expect this will spark an “arms race” in the holding companies as they plot how to piece together their own mega-mega agencies. This is about economies of scale to boost the bottom line. It doesn’t help to differentiate, and it doesn’t deliver a better product to clients.   In such a world, our proposition of domain expertise (geeks @ heart) + high touch gains even greater differentiation.   Of course, I come at this topic with a "slight" bias.

Morrisons in Transition: CEO Urges Transformation for Sustained Success. Rami Baitiéh, the CEO of Morrisons, has candidly conveyed a crucial message to the dedicated workforce: Urgent transformation is imperative for the supermarket's sustained survival. Drawing a poignant analogy, he likened businesses to "burning candles," emphasizing the need for change to avoid burnout, as reported by The Sunday Times. This imperative call to action comes in the wake of Morrisons' acquisition by private equity firm Clayton Dubilier & Rice (CD&R) in 2021, a £7bn deal finalised just before a significant interest rate surge. With the aftermath of this deal, Morrisons is now grappling with an annual interest burden of £400m on a substantial £6.6bn debt. Internal discussions among Morrisons executives underscore the financial challenges, with the acknowledgment that last year's profits fell short of covering the hefty interest bill. Rami Baitiéh, who assumed leadership just last month, is resolute in his commitment to revitalize Morrisons' performance, particularly through a strategic focus on enhancing customer service, as reported by The Sunday Times. In this dynamic landscape, Baitiéh's consultative approach signals a collaborative effort to navigate the challenges ahead. As Morrisons embarks on this transformative journey, the emphasis on customer service stands as a testament to the company's dedication to meeting evolving consumer needs. #MorrisonsTransformation #BusinessInsights #Leadership #CustomerServiceExcellence

Cultural due diligence ... how to maintain sustainability in a Private Equity environment. I recently shared my perspective in a letter to The Grocer in response to the significant leadership changes at Morrisons (https://lnkd.in/egFwWPtu) Morrisons and Asda are supermarkets with mounting pressures in their leadership and executive teams. For Morrisons especially, the exodus of the leadership team is a consequence of the private equity approach of ‘numbers at any cost’. It's highly likely that Morrisons may have a huge morale/employee engagement problem created by the private equity culture. Often we see companies on the face of it performing financially, whilst the damage to the human element suffers. The way forward for a business like this is to get back to basics: realise that your company is built on your people. Businesses need a reality check and understand that financial performance and employee engagement are not mutually exclusive. In order to drive long-term growth, there needs to be a switch in mindset - place more focus on people being the levers to drive business growth rather than financial. Anyone buying from a private equity company (they usually spin these companies off after X years) should do cultural due diligence, alongside a financial one. The retail sector, like many others, faces complex challenges, and it's only by addressing the human element that businesses can truly thrive.#Leadership #EmployeeEngagement #BusinessGrowth #Retail #CulturalDueDiligence

Leadership transitions are pivotal moments that test the mettle of a company's vision and strategic foresight. The recent announcement of Woolworths Group CEO Brad Banducci's retirement is one of these moments for Woolworths. Brad's retirement, culminating a 13-year tenure with Woolworths, and Amanda Bardwell's subsequent appointment begs the question, are we doing enough to anticipate and prepare for these shifts in leadership? The strategic foresight demonstrated by Woolworths’ board to engage external executive search firms, initiating a succession planning process well in advance, is commendable. I think it’s also a clear reflection of Woolworths Group's determination to ensure the continuity and enhancement of the company's legacy and strategic direction. However, amidst the backdrop of a controversial year for Woolworths, marked by pricing probe controversies and public scrutiny, one cannot help but wonder about the timing and strategic narrative around this leadership transition. Is the appointment of Amanda Bardwell, a leader with a proven track record and deep internal understanding of Woolworths, merely a strategic and savvy PR move as some media outlets suggest? Or is it a well-thought-out decision aimed at steering the company through turbulent waters with a familiar yet innovative hand? I suspect we’ll never know, but it does highlight the multifaceted role of executive search firms to not only scout the global talent pool but also to craft a leadership narrative that resonates with stakeholders and the market at large. Leadership can make or break an organisation's future. If anything, the takeaway from this is that organisations simply can’t afford to be reactive in their approach to executive succession. #leadership #executivesearch #fmcg #successionplanning

What made you decide to pursue being a COO? ✏️ The decision to pursue the role of Chief Operating Officer (COO) stemmed from a combination of factors, each contributing to a clear vision of my career trajectory. As someone with extensive experience and credentials across all operational facets, the allure of the COO position resonated deeply with my professional aspirations and capabilities. Firstly, my innate passion for organizational efficiency and strategic planning played a pivotal role. Throughout my career, I’ve been drawn to the intricacies of operational management, relishing the opportunity to streamline processes, optimize resources, and drive sustainable growth. The prospect of leading these efforts at an executive level as a COO presented an enticing challenge, aligning perfectly with my skill set and ambitions. Additionally, my journey as a black woman in America underscored the significance of representation and leadership diversity within corporate settings. By aspiring to the COO role, I sought to not only advance my own career but also serve as a beacon of possibility for others facing similar barriers. Embracing this leadership position meant transcending boundaries, challenging stereotypes, and paving the way for greater inclusivity and equity in the corporate landscape. Furthermore, the dynamic nature of the COO role appealed to my penchant for adaptability and innovation. As a seasoned professional with a comprehensive understanding of operational intricacies, I recognized the opportunity to drive transformative change, harnessing emerging technologies and industry best practices to propel the organization forward. In essence, the decision to pursue the COO position was a culmination of my passion for operational excellence, my commitment to diversity and inclusion, and my readiness to lead strategic initiatives that foster sustainable growth and organizational success.

“We’re entering a world of 'superworkers' where every employee is adding more and more value to your company and you have to think about attracting them, retaining them, and giving them what they need to be successful.” We couldn’t think of a better way to kick off our transformation summit than with these words of wisdom from Josh Bersin. Stay tuned for more eye-opening transformation tips from visionary leaders at Mastercard, USAA, and Standard Chartered: https://bit.ly/3NGrx8g

Check out this full-circle story on how our very own Niki White, Chief Growth Officer at SRA Watchtower went from participating in UVA Darden Executive Education & Lifelong Learning's "Bank Executive Leadership Program" in 2013 to being a guest speaker and sharing her experience and knowledge with bank leaders going through the same program today! Read the story below. #RiskManagement #Leadership #lifelonglearning

If you want your best employees to stick with you -- taking on more responsibility, and ultimately becoming the leaders of tomorrow -- then show them that there's a path to real success.