Dave Paris’ Post

#I am recounting the experience of an individual who dedicated over seven years to working at a single store. Despite the store's consistent growth, many companies believe that the store could achieve a higher score by rotating personnel every two years, as they think that a regular change in staff leads to improved performance# leave your thoughts

A similar situation happened to me too. My team and extended team had delivered green numbers for 3 years in a row. We had worked hard on changing the culture, get the buy in from leadership and colleagues, and the tracked indicators proved us right. Then it was the yearly kick off where where the COO gave feedback on the previous year’s result and presented the upcoming strategy. Our area of responsibility was mentioned and praised but he refused to say my name as team lead. Instead he blurted out: I will not say her name but I guess you all know who it is anyway and jumped to next team leads who were mentioned by name and praised individually regardless of the (non) achievements. It was an awkward moment and there and then I decided it was time to exit. #leadership #bullying

Absolutely. Recognising the crucial role of dedicated teams being successful is so vital. Often times, those diligently behind the scenes are the ones, without whom others successes would not be achieved. These people behind the ‘face of success’ are all too often overlooked - yet are fundamental to driving business success but they don’t need to be ‘adored’ Success is about creating a great customer experience and brilliant outcomes are achieved with continual feedback until the model is right. Some people are genuinely committed to this process. Some just want the glory when others have done the hard work. Acknowledging the efforts of everyone is so critical especially when some then want to own that success individually, often undeservingly. Recognising fully the value each team member/teams brings is vital for fostering a positive work environment and achieving collective success. #TeamWork #Recognition

I wanted to share that I've made the decision to leave my role at iA American Warranty Group after three amazing years. I leave behind an amazing 50+ person Sales Ops team filled with leaders, purposeful workers, and all-around amazing humans. They rolled up their sleeves and took on the creation of a new Sales Ops team through deep discovery and iterative, collaborative, and inclusive design. They joined colleagues from around the country to figure out how the team should be structured, what it should be focused on, and how to make it efficient and scalable at a national level. Leading these people and facilitating this process has been insanely rewarding and I'm wildly grateful for the opportunity and for their support and trust. Big thanks to the leaders who trusted me during this journey: Heidi Langslet Hall, Rob Humble, Ryan Martin, ITIL, and John Lutman. My decision to take time before this last role was so rewarding and productive that I've done the same this time around. I plan to spend the next several months slowing down and figuring out what's next for me. Once I fully embrace the "slow" part of the plan, I'll begin to look for what's next - and if you have or come across an opportunity that you believe might be a good fit for me, I'd love to connect! #sabbatical #opentowork #jobs #salesops #operations #leadership #management

A VIP ask me today that as I move forward with my Entertainment Company how will I keep my team motivated to work and not stand around doing nothing while others do all the work. The answer is simple but takes a bit to put into words. You see I want success for everyone that becomes a teammate along side of myself. In order to do this you have to hire a teammate to fulfill a specific job requirement. Regardless of if it is full time or part time the teammate will start with their own job duties to be accomplished. This is what I consider to be the first performance review of many that will happen every quarter. Ever quarter each teammate will be called into a performance review to determine if the teammate has done their best to achieve their job. A raise will be given to all teammates who achieve their best performance in that quarter. Then a new set of goals of duties and training may be set for the next quarter to ensure that each teammate grows within the company this also goes toward the leadership for they are also teammates. I want the success of my company when it comes to teammates is the growth they do to become the best version of themselves. Including the roles of being the next leader of my company or companies they choose to work for.

Exactly one year ago i was blessed with the opportunity to take responsibility and lead an operations Team of about 20 employees at Enpal.  I was one of the many working students in that team at that time.  The first question you would ask yourself is: how the hell did that happen?  We'll get back to that later.    For the first month, i was going home every day feeling like an imposter thinking to myself: what if I'm not going to do a good job? What if i made the wrong decision taking over the team? What if i failed at making things better? 3 weeks into the position, hustling 10-12 hours a day at the office, i was busy trying to build the fundaments of a team that would soon turn out to be my ride or die Unit. I spent the first hours of those days calling my team and asking them the simple questions: what do you think about the current process? What's wrong with it? How can we fix it? How can i make your job easier?  Those questions came to me spontaneously without having had to think about them. Later on i came to discover how impactful and effective those questions are because they imply: You’re not the smartest person in the room and that’s fine  You’re willing to cooperate (the best strategy with the best outcome in game theory)  You're working for your employees and not the other way around  You're keeping your employees involved in the vision and the process    With this post, i want to deliver a Message to 2 Groups - To Team leaders: communicate with your people. Talk to them. Involve them. Work for them. Do the repetitive, dull unchallenging work before leading people who do it. Be the one to start the hard conversations. Give your people credit when it’s due. Talk to your people when they’re not delivering the expected results and try to understand why that is. And as an answer/hint to question at the beginning--> think outside the damn box. defy the system. Challenge the norm. What’s the point of having power if you don’t use it?   - To my Terminierug Team: Thank you for this 1-year journey we’ve had together trying to make our Team’s reputation 100x stronger and bigger than damn Sales! Thank you for your commitment and dedication to the vision from day one. Thank you for trusting in me. Thank you for having my back when i needed it. Thank you for the honesty. Thank you for the constant feedback. Thank you for criticizing my ideas and thoughts and for calling me on my bullshit. Thank you for the challenges you provided me that forced me to grow as a person and as a leader. It wasn't easy .. but f***ing worth it! Special Thanks to: Marlene Pentney-Schmidt Cedric Berndt André Micklich Elena Pavan Dr. Wim Drożak Jessica Cyberski Fatih Sener Philipp Wasserburger

What led you to pursue a store manager role? ✏️ You enjoy developing and managing processes You take responsibility for your actions You get along well with your colleagues You are decisive You feel comfortable enforcing rules You can mediate disagreements You love leading a team of people to ongoing and greater successes You have the strength to see other people's strengths and organize and motivate a team to meet clearly set goals and targets You see the role of a manager as a guide and facilitator more than anything else You're excited about the opportunity because you know how a great manager has impacted your career You're looking forward to being a mentor and motivator for others

Employee: I've been with the company for five years and feel I deserve a promotion. Manager: Promotions are based on merit, not tenure. Employee: But I've consistently delivered results and contributed to the team. Manager: We need to see exceptional contributions, not just consistent performance. Employee: This might demotivate long-term employees. — Promotion by merit or tenure? Performance is important. Loyalty is important. Growth is important. Recognition is important. Should promotions be based on tenure or exceptional performance? What really should drive promotions?

THE GREAT LESSON LEARNED FROM MR. FORD I am a Plant Director Manager with over 30 years' experience in building High Performance Teams. Although I am a "Senior Manager", I am highly up-to-date and engaged with new plant and people management techniques and very familiar with the latest quality, management and administration tools, as well as highly motivated and with a lot of energy and willingness to work and accomplish with results. Today I see with concern how Recruiters, Headhunters and companies search and hire Managers. I'll quote an example of Mr. Ford. Ford needs a manager for Ford plant and Mr. Ford based his decision not only on qualifications, but on how his individual values of the candidates aligned with Ford's values, and of course this would only be possible through personal contact. Ford then invited the two candidates to an informal dinner, both of whom had graduated from the same university, had the same management experience and were both well qualified for the open position. During dinner, they talked a lot and after finishing dinner, they went for a walk and Mr. Ford said to one of the candidates: "You're hired" and said to the other: "We won't continue with you". Said the unsuccessful candidate......Mr. Ford, can I ask you something? We don't talk about engineering, cars, training and so on; we just talk about things in general? Yes, said Ford, for two reasons I chose your friend: The first is that your friend tried the steak and then put salt on it, you put salt on it and then tried your steak. "I like people who try things before they make changes." The second is the most important: Your friend was polite to everyone at the table, saying thank you and please, for you, everyone who served us was invisible, you were only polite when you addressed me. That's why I decided on your friend, a great "Manager," someone I want to have in my organization managing my team, "you don't have to see hierarchy, you have to see human beings first"

True leaders... True leaders base their Relations with their Collaborators on Trust : they are Real Boosters of Energies.. Their Collaborators feel their. - self awareness, - autonomy, - self Esteem, - self Confidence, They Work with ease & Ethics : they are Likely to be Engaged than not.. A win-win relation Is Installed without any Regret from each Side... : as a Result, the Organization is the First Beneficial Body from this Trust..