PureKat Consultancy Ltd ’s Post

Following on from my previous post, it’s time to meet the team that go above and beyond every day for the Maidstone branch of Safetykleen. Name: Thomas Doran Branch Nickname: “Dozza” Years Service: 3 years Position: Service Team Leader Favourite SK machine: M320. - Large Auto Aqueous (https://lnkd.in/enx3QySy) Best thing about your job: “The diversity of the role and supporting the team” Best thing about Safetykleen: “Exciting, Innovative, progressive company” In a few words, describe what working in Maidstone branch looks like: “Great team atmosphere” Favourite thing to do outside of work: “Anything car related, love driving” Favourite Film: “Usual suspects” Branch Managers summary: “Supportive, energetic and leads by example. A real asset to the branch and company.

Great management opportunities

A supportive Team leader is essential to achieve your career objectives. If a team leader treat their members properly, they will attract good team members. Having a great supervisor is a blessing as it makes your work schedule more enjoyable. If your supervisor is rigid and self-centered, it will destroy your career.

I am very simple and i am always trying to live simple and always focused those below things that makes my life and my team lifes make smooth and easier. To me a sound profesional employee Means: 1.You are honest and acountable towards your role and responsibilities. 2.You are Honest and accountable towarads your supervisor. 3.You are honest and accountable towards your organaization.

Like I do say, peoples management skill is a must for every team lead. Once you know, you'll enjoy the benefit that comes with it. How do you cope with below category of team members? You tell them "Do the job" 👉 They don't want to do it as expected. You get feedback like 👇 with unprofessional attitude. " I am tired of the job, the pay doesn't worth it" " I am a contract staff while should I bother" Then resign since you're tired 👉 They don't want to resign. As much as the economy is hard, half bread is better than none. Whatever job that is putting food on our table at the moment should be taken seriously while you keep hustling for a better one. Do your job well and understand that colleagues are not friend, your present co worker will remember you for moment spent together on the job. Leverage on NOW with your colleagues so that you can enjoy referral in the future. Enjoy the rest of your day.

Dive into the exhilarating yet demanding world of automotive, where it’s not just about bricks and mortar; it's about passion, dedication, and a relentless drive for excellence. Working within the automotive industry takes meticulous planning, unwavering commitment, and a team of passionate individuals willing to go the extra mile. Passion is the fuel that drives this endeavor. It's what keeps you pushing forward when challenges arise and motivates you to exceed expectations. Without passion, the journey becomes an uphill battle, and the vision can easily fade into obscurity. So, if you're ready to embrace the challenges, if you're fueled by passion and driven by a vision of creating something extraordinary, then this career path may be the perfect endeavor for you. But remember, it's not just about the destination; it's about the journey and the unwavering commitment to turning dreams into reality 🚘🔋 ⭐️

What does it take to build a team and get the best out of everyone? How can we not only ensure safe and efficient performance, but also enthusiasm, pride, and passion? Every contract I've been on has had a different recipe for success. Some require a strong team leader, while others need a management team that is less egotistical and self-deluded. And sometimes, all it takes is a free barbecue on fly out day. The most common problem I face with teams that don't gel is entitlement. I firmly believe in the idea that "you get paid to tag on." The role you play in a given day can change based on the business's requirements for that shift. Yes, there may be someone who gets paid more than you to do the same job, but they have also waited their turn and worked their way up. Simply doing a role does not warrant an immediate pay increase. The contract may only allow for 2 servicemen or charge hands, so take the opportunity to gain experience and help out the team. Your time will come, and experience is invaluable. Another major issue is team bonding. The entire crew should get along and take the time to make personal connections. Remember names and engage in meaningful conversations that don't revolve around work. Once you know your crew on a personal level, you will maintain the human factor and see a positive safety culture emerge naturally. A soul-crushing situation is having a totalitarian and egotistical management team. This approach may have worked in the 90s, but nowadays there are plenty of other places to find work. Treat your staff fairly and respectfully, and you will receive the same in return. Build a site that values everyone equally, where a truck driver is just as important as a jumbo operator, and an engineer is just as valuable as a bus driver. We all have vital roles to play. When a team is excited to work together, passionate about quality, the safty and production look after themselves.

The best way to respect and reward the A players on your team is to surround them with other A players. This is how you attract more A players. It means you must invest as much energy into hiring as you expect the team to invest in their jobs (Will Guidara)

"We cannot lose you as a professional to manage a team," is what was said. This shows two things: First, the only possibility for promotion is apparently only through a managerial position. This shouldn't mean that a leader of an engineering team can't work professionally. The difference is that their knowledge should be more focused on mentoring and growing the team professionally, instead of being deeply involved in operational tasks. Secondly, there is no system in place for professional-level promotions, such as becoming a senior engineer who has the same or even higher salary than their supervisor. And this is often the problem: that the only way to get a higher salary is to be promoted to a managerial position, not to be valued for professional knowledge alone. It's well known that by promoting a good engineer, you can lose a good engineer and get a bad leader. So, what's the solution? Companies should have a system in place to reward the most innovative and value-adding individuals, be they engineers or other professions. It's not uncommon for a senior engineer (a highly skilled professional) to have a higher pay than their boss. I've had this situation, and it worked perfectly. The question is mostly about the maturity of the people and organizations. But if this is not in place, what I mentioned happens: "Engineers usually won't bargain for better pay; one day, they just leave."

"We cannot lose you as a professional to manage a team," is what was said. This shows two things: First, the only possibility for promotion is apparently only through a managerial position. This shouldn't mean that a leader of an engineering team can't work professionally. The difference is that their knowledge should be more focused on mentoring and growing the team professionally, instead of being deeply involved in operational tasks. Secondly, there is no system in place for professional-level promotions, such as becoming a senior engineer who has the same or even higher salary than their supervisor. And this is often the problem: that the only way to get a higher salary is to be promoted to a managerial position, not to be valued for professional knowledge alone. It's well known that by promoting a good engineer, you can lose a good engineer and get a bad leader. So, what's the solution? Companies should have a system in place to reward the most innovative and value-adding individuals, be they engineers or other professions. It's not uncommon for a senior engineer (a highly skilled professional) to have a higher pay than their boss. I've had this situation, and it worked perfectly. The question is mostly about the maturity of the people and organizations. But if this is not in place, what I mentioned happens: "Engineers usually won't bargain for better pay; one day, they just leave."