Shannon Hunter’s Post

In this episode of Patsnap People, we chat with Taylor Elkins, a Toronto-based Sales Team Lead. Please tune in to hear more about Taylor’s journey from Account Executive to Sales Team Lead and why he chooses to work at PatSnap: https://ow.ly/NjqK50PJk5f #techjobs #hiring #techcareer #PatsnapPeople #CareerJourney

This used to annoy the heck out of me. When I was MD of Drayton Mannor, particularly in the earlier days of the role, I would get ignored at events or meetings, if my Grandad (Founder of Drayton) was in the room. Despite him stepping down, people still saw him as the gaffa and would pretty much carry on with him, as if I wasn't there. This 'transition' took years... literally years. So I know exactly what it feels like to be part of a succession process, I know how frustrating it can be to feel like you're invisible in a room, or just not listened too. It can have a huge impact on your ability to lead! #FamilyBusiness #BeABetterFamilyBusiness

I lost my job. And sometimes that’s what it feels like, too. Like I’ll find it under the seat in the car or in the pocket of my pants when I pull them from the laundry bin. Other times it feels like a gross injustice, which is closer to the truth of the situation. But cry me a river. I’m far from the first victim of this injustice. Hell, I know people who have gone through the indignity of multiple layoffs. No, for the worse and never the better, the layoff is now a normalized and perhaps formative aspect of one’s livelihood.   It was a great job, inventing, designing and making award-winning, WOW, holy $%&#, innovative toys, which is what I do best.   I spent 9 exciting, challenging years at Hasbro, one of the world’s largest toy makers. Home to Mr. Potato Head, Transformers, My Little Pony, Magic: The Gathering, Monopoly and Furby, Hasbro struggles in the modern economy to compete with Lego and other, nimbler, toy makers better able to capture kids’ and parent’s’ imaginations with innovative toys and games. But that old house is still a great house. It’s got “good bones”.   Hasbro is changing, perhaps for the better, and there will be career casualties as teams are disbanded and dismantled. It’s not cavalier to say lives are changed when you reduce headcount by 15%, and that’s just in 2023. But a new CEO, as well as a “back to basics” approach from new Head of Toys Tim Kilpin, have me excited for Hasbro’s future. Fare thee well.   Hasbro owns some fun and exciting brands and, to my mind, employs some of the most creative, hardworking and caring people in roles from project manager to marketer, engineer to designer. There are even some Hasbro lawyers I’m pretty partial to! I’m thankful for my time there, learning from masters of the craft, collaborating with genius-level talent, and creating award-winning, WOW toys, which is what I do best.   I find myself excited for the foggy, dimly lit unknown of what comes next. But one thing’s for sure: I’ll be inventing, designing and making award-winning, WOW, holy $%&#, innovative toys, which is what I do best.   Drop me a line… (630) 709-2710 dimunknown@gmail.com https://lnkd.in/dSSvwcis

Never opposed to the spotlight! But also very proud to be on the team at ForBuild, powered by dancker. #ForBuild #ModularConstruction #TransformingSpaces #DIRTTPartner #AdaptableInteriors #Adaptability #ForwardThinking #BuildingTheFuture #PoweredBydancker #BuildBetter

If your "why" sounds more like a reading of Baldwin's work and less like your own truth, then your "why" is still waiting for you to show up. We often think our path to liberation has to be poetic in order to engage other folx. We think it has to be the culmination of earth-shattering moments in order for folx to get it. That's only for folx interested in "selling" liberation to people who don't feel. They need the blockbuster special effects, unbelievable car chases, the cliff hangers. They need the big fight scene, the winner and loser. Abolition never asked for all that, but what it does ask for is much more expensive. Vulnerability. Humility. Accountability. No big props to hide behind. No attractive main character. Just you. All of you in a light that isn't always flattering. You don't need to "sell" liberation, you need to live it and let others see you doing it. Your "why" is waiting while you're over here playing make believe. How do you #PracticeLiberation? What's your story? #PLA #CohortThree #StartByTalking

💡 🇺🇸  If you've been staying up to date, you probably know that our co-founders, Matthew Westaway (MSc Eng, FRSA) and Lethabo Motsoaledi, have recently embarked on a journey to America with the ScaleNL West Coast ‘23 Cohort. 👇 📖 Read about their experiences; including the highlights, challenges, and valuable lessons from this exciting opportunity, in this exclusive interview piece. https://lnkd.in/d-kFqgC3

talked #partnerships, #coldemail and #ranchlife with Jason Byer. The guy's an inspiration in terms of #lifegoals, #parenting and #success, give this one a listen here: https://lnkd.in/gWuH_gGF

Excited, if not slightly nervous, to share that in addition to my role as a Recruitment Consultant specialising in Finance Systems and Finance Transformation, I lead a double life as an acrobat. Juggling the intricacies of recruitment with the physical demands of acrobatics has been both challenging and rewarding. These contrasting worlds highlight the importance of embracing diverse passions and finding harmony between the corporate and the creative. https://lnkd.in/eYFwpJ2U

▶️In today’s edition of our #LateralsintheLimelight series, we speak with Enzo Sallese about his and his team's transition to Cozen O'Connor. "We thought it was exciting to be part of [Cozen O'Connor's recent growth in Canada]," he shared. Watch the whole video below: #lateralhiring #cozenoconnor #legalrecruiting #realestate #realestatelaw #torontolawyer

Gentle musings – the honour of working with talent I think my most fulfilling professional sensation ever is how my last team grew. It is near-impossible to articulate the joy in managing daily a team of bright, talented, enthusiastic individuals. It also transformed my professional ambition, from “what can I achieve?” to “how do I slingshot this gang past me?”. I feel very lucky to have had that privilege. My first years of line management were mixed. I had at best 50:50 recruitment success. I saw some team members (inherited or recruited) highly resistant to my ideas, expectations and goals. (I was not, and will never be, a perfect manager. Nobody is. Some things I’ve learnt to change, some natural maturing over time, and more is to come.  Another story.) In 2018 and 2019, as my team expanded, I was questioning myself a lot.  I believed I had the right vision: my global team had historically not been seen as useful by our legal colleagues, and often adopted a “babysitter” role with clients. I saw potential as a core enabling pillar for both sets of stakeholders. I was determined to redirect my team’s mindset and outputs to that effect. I posted two days back about how I and my peers on the Hygiene Legal Leadership team formed genuine trust and respect through close and consistent communication. When I was struggling, they gave me phenomenal support and counsel.  I saw and learnt from each showing best-in-class management models for stakeholder relationships, team-building, development, air cover and expectation-setting. A real accelerator began at the end of 2018. Over several months, one of my direct reports and two of my peers each instigated the same conversation. It went “This person in my team has incredible potential. I think their best next phase of growth is to work with you”. I was hesitant. Partially due to my continued self-doubt and whether I could justify relocating individuals when I might be the problem.  Also about each recommendation. One of them had never stood out for me. Another had worked (double-hatting) with me in 2018, with output that I felt was a bit weak. I spoke with each nominee to assess them, explain my expectations, and understand their motivation. Ultimately as spaces came up, I trusted my peers and we went for it. All three recruits were so excellent that they triggered a new era for my team. I’m humbled to say that since then, all my peers have asked me to act as a “proving ground” for their highest performing talent. This means I’ve only had one external recruit in four years (who has also been a superb addition). The sense from having this joy compounded by the honour of that team being offered to you by your peers, is indescribable. I would love to hear further thoughts on this subject on internal v external, or how to handle management challenges. Please “Like” if you would like to hear more from me on growing a team, developing management skills, or working with talented individuals.