REA Group’s Post

I recently read an article in The Sydney Morning Herald by Tim Duggan that really got me thinking: We all tend to view promotions as the natural next step in our careers. But what if, by being promoted, we’re actually being pulled away from the job we love and excel at? Duggan suggests that instead of automatically promoting people into new roles that may take them away from their strengths, we should consider paying them more to stay in the roles they excel at and enjoy. At the end of the day I find myself wondering: are promotions truly essential for growth? #CareerProgression #WorkplaceCulture #Promotions #RethinkGrowth #CareerProgression #WorkplaceCulture #Promotions #RethinkGrowth

Is hospitality the new career frontier for Gen Z? Many might assume Gen Z is only interested in tech and digital roles, but the hospitality industry is capturing their attention for some compelling reasons. As Gen Z starts to enter the workforce, it’s crucial for businesses to create environments that foster genuine connections. By doing so, you’ll not only attract top talent but also benefit from their fresh perspectives and innovative ideas. Swipe through to discover why Gen Z is drawn to hospitality and how you can adapt to this exciting trend. Ready to bring Gen Z’s energy and creativity into your team? Let’s work together to make it happen! #hospitalitytrends #foodandbeverage #restaurantindustry #genzemployees #talentacquisition #recruitmentspecialists

I shared this article with several people in senior management positions. Reactions ranged from "I disagree" or "I'm surprised" to "I'm appalled" or "I'm disappointed" to "This is depressing". I can't say that I haven't felt this shift, so my personal reaction (it doesn't have to be yours, of course) falls generally in the "appalled and disappointed" realm. As part of the hiring process, especially for people in management track positions, I always ask candidates what they'd like to be doing in five or ten years. If they don't express aspirations to get promoted, move up, earn and accept more responsibility, I simply don't consider them for management track positions. Nevertheless, I do believe we're seeing more people who don't aspire to traditional management track positions. That's fine, of course. Everyone should live the sort of life they want and find a job that gives them what they need. On the other hand, most businesses need people with management and leadership track aspirations. Having fewer of them isn't necessarily a crisis because, to be honest, we've always had more than we could accommodate. If however, as this article suggests, we're heading to a dire shortage of people with these sorts of aspirations, we are very definitely on the verge of a societal crisis because we need leaders. We need them everywhere; in business, in our communities, in government, for social causes, in our military - everywhere. Society can't function without them. If our society is failing to produce them, we're sowing the seeds of our own destruction. I don't believe that's going to happen, but this article really got my attention, and I will definitely redouble my efforts to mentor and help develop people with leadership aspirations. #leadership #successionplanning #careerdevelopment

I had an InMail from LinkedIn this morning and it did make me #smile. The headline was "2 in 3 employees are looking to leave organisations due to lack of career growth" (or something like that, TBH, I stopped reading). It made me smile because in the past 12 months, through leveraging our Sales Career Pathway Programme, via great coaching and mentoring delivered through the sales operations leaders, and other internal L&D projects, we, as a sales operations leadership team have: Created 1 new Sales Team Leader role for an aspiring future sales leader. Promoted 2 sales professionals into senior roles Developed 3 sales professionals to move into new teams with greater responsibility. Provided 1 sales support colleague with the opportunity to transition their career from operations into sales. Supported 1 sales operations colleague in exploring a secondment opportunity. Also this year, we have not only retained 95% of our colleagues but we have also - onboarded and upskilled (to the correct level of productivity) 3 new colleagues within our operation. I won't go into what we did last year as this is not a brag post. Here at Westfield Health, we take our colleague's professional development seriously. We encourage it, we put the correct programmes, structures and resources in place to support it. And you know what, our colleagues appreciate it. If the headline from LinkedIn is correct, there is much for other organisations to do if they want to buck that trend. #CPD #Employeeengagement #Investorsinpeople

"You're too good at your job to get promoted." Walking into that head office in London, fresh from Glasgow, I had no idea I'd end up transforming their entire buying culture. I was brilliant at admin. The kind of efficient that makes bosses never want to let you go. And that was exactly the problem. One day, I overheard our directors talking about "breeding their own buyers" because graduates kept leaving. They wanted someone who'd stick around. Meanwhile, I'm sitting there thinking, "Hello? I'm right here!" But when I raised my hand, they just patted me on the head: "Oh, but you're so good at what you're doing..." Excellence can become a cage if you let it. So I did something crazy. I marched into HR and demanded to take the graduate buyer tests. They agreed, probably thinking they'd put me in my place. I aced them. Suddenly, other departments were fighting over me. My old bosses were furious: "How dare you steal our staff?" I was something they desperately needed but didn't know they wanted… a feminine perspective in an all-male team. Within years, I was travelling the world, making million £ decisions, and transforming their approach to buying. Years later, when people ask how I went from admin assistant to global buyer, I tell them, "I refused to let their perception become my reality." Sometimes the very thing holding you back is what others value most.

Making an impact……   Last couple of months have been a whirlwind. Two months in:   - Getting under the skin of the Ridge culture: Check - 6 month action plan being executed and ahead of schedule: Pleased with that!  - Pounding the pavement; out seeing as many people as possible: Yes, and thank you to everyone who has made time to see me - Visiting Ridges UK office locations: Underway (note to self, need to do better) - Existing pipeline assessed, now building strength and diversity for 2025. Significant bidding activity in both existing Ridge markets and opening up new workstreams - Initial engagement with long term clients: Started - Strategy for team expansion: Confirmed - First hires secured and en-route: Boom, can’t wait for you to join us   Feeling more settled than I thought I would be. The team are great and the business is living up to promises made before I joined. On-boarding has been a very positive experience (actually leaving me a little embarrassed that I haven’t been better at this in the past for my new hires, retrospective apologies for that, always learning).   So much to do, and loving it….

Yesterday, we came together in London for our national managers meeting. It was a fantastic day filled with energy, collaboration, and the exchange of ideas that will only help us grow stronger as a unified team across the UK. These get togethers are a powerful reminder of the value of working together to share our knowledge and experiences, ensuring we all move forward with purpose and confidence to be the best that we can be! As one team (Sales and Operations), we focused on how we can make an impact and be better than we already are, after all there is always room for improvement. From discussing innovative strategies to sharing success stories, the room buzzed with ideas and suggestions to improve what is already a formidable team of people. For those considering joining a team like ours: we are more than just an education agency; we’re a community. If you’re looking for a career where collaboration, growth, and purpose take centre stage, our doors are open. Together, we’re shaping futures—ours, our teams, and those of the educators and students we serve. If you want to work for a company that values your ideas and appreciates your commitment and hard work, then get in touch! We are looking for experienced education consultants who are looking for the next (and last) move....trust me you will not want to leave once you are one of us! #leaders #teamwork #collaboration #becauseeducationmatters #ourpeoplemattermost #Tradewind

Unpopular opinion: Everyone should work in retail at least once in their life: I worked as an associate and as a manager leading a team of 20+ people. When I moved to Canada retail was never on my radar. The idea of working in the industry didn’t excite me. Now, I have a completely different opinion. From the joy of helping a customer find something they love to dealing with an upset customer, I've seen it all. Working in retail teaches you a lot, including but not limited to: - Problem-solving and conflict resolution, which are crucial skills in any professional setting. - How to interact with hundreds of clients every day, which helps you learn to listen and understand. - Advanced communication techniques. - Patience and emotional intelligence. - Understanding people and their behaviour. - Adapting to change quickly. All these are great because understanding customer needs and requirements becomes a part of you, along with a deep understanding of business operations. Working with a diverse team and a variety of age groups teaches you to value different perspectives so you learn to collaborate. And if you step into a manager's role, you pick up even more. Like how to coach and mentor, make quick decisions, keep the team united, and inspire everyone to do their best. You naturally learn how to sell and negotiate, but you also learn the importance of punctuality, prioritization, and time management. And most importantly, it instills a sense of empathy, kindness, and appreciation for service workers. If you are looking for a part time job or a survival gig while you complete your studies, retail is a great option if you know how to make the most of it. And if you go above and beyond to transfer the skills you acquire to differentiate yourself when competing for roles in your industry. Being in retail yesterday made me a better product manager today. Shout out to my managers and mentors Roger and Jenit who made my retail journey a life-changing experience. #productmanagement #internationalstudents #careers #orbit5

Nearly Half Of Americans Don't Want A Promotion - If this is really true, we're very likely on the precipice of a dangerous, seismic shift in our workplace culture. However, before we start wringing our hands, we should look at this a little more closely. To be sure, everyone in the workforce does not set out to become a boss in a career focused on promotions, and this should not be our expectation. For example, an engineer trains to do the work of an engineer. Many engineering professionals with a true passion for this work are content to focus on their speciality throughout their career, improving, developing their skills, and getting better and better each year. Doing engineering is often more important to them than managing other engineers. Lots of jobs fall into this category and the workplace definitely needs people like this. They're important. What is alarming in this article is that it seem to focus elsewhere, on people who - at least in the eyes of their managers - are very definitely in what we would call management track positions, in other words, people who should want to get promotions and move up as an integral part of their career plan. Business needs people like this. If we're not getting them in our management track positions, it could mean two things. 1) It could mean we're not filtering and selecting people correctly in the hiring process, but if we're truly talking about 50% of the people, that's not very likely. 2) Alternatively, it could mean that society is not producing people with the same sort of ambitions that were fairly commonplace in the past. If that's the case, we're in an All Hands On Deck crisis situation for businesses and employers because ambition and the desire to move up, do better and succeed have always been central components of our American workplace management culture. #workplaceculture #businessculture #careersuccess https://lnkd.in/ebNKGUTu

As a product manager, we often talk about success metrics but what are the success metrics to consider when choosing the right company to work for? Is it just the salary or the perks, or should we look deeper? I recently crossed paths with Mohan C Mohan, a retired Procter & Gamble marketing executive, and his perspective completely reshaped my thinking. With a career spanning nearly 30 years and three continents, Mohan helped launch iconic brands like Pampers, Ariel, and Pringles, doubled business in Ireland, and expanded P&G’s operations across Europe, the Middle East, and Africa. Yet, his approach to choosing the company wasn’t something you would expect and in fact will make you rethink. According to Mohan, here are the key metrics to focus on: 1️⃣ Growth Potential: Look for opportunities to learn and grow, both personally and professionally. This should be a top metric in your decision-making process, as the financial rewards will naturally follow. 2️⃣ Values Alignment: Choose a company whose culture and values resonate with your own. The right people and mission will fuel your long-term success and fulfillment. Just like in product management, it’s not just about the short-term numbers—it’s about long-term impact, alignment, and growth. Mohan’s advice was a powerful reminder that success is measured by more than just financial gain. Checkout his book "Reflections at 80" - https://lnkd.in/epMCna8Z for more valuable career lessons. #CareerGrowth #LeadershipLessons #ProductManagement #CompanyCulture