🚛 𝗛𝗼𝘄 𝗗𝗮𝗿𝗲 𝗮 𝗖𝗮𝗿𝗿𝗶𝗲𝗿 𝗪𝗮𝗻𝘁 𝘁𝗼 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 𝘁𝗵𝗲 𝗦𝘁𝗮𝘁𝘂𝘀 𝗤𝘂𝗼? 🚛 In an industry where driver turnover & retention quietly bleed profits, imagine the audacity of a carrier wanting to keep their hard-earned money within their business. But the moment they push for a smarter way to hire quality drivers—drivers who are more than just “meat in the seat”—they’re met with resistance. Why? Because challenging the status quo threatens the "good old boy" network that thrives on the endless churn of wasted dollars & quick fixes. Over the past few years, many women have risen within the ranks to positions like Director or VP of Driver Recruiting. These leaders never imagined sitting at the table or earning the money they are today. So, what’s wrong with getting a piece of the pie—the perks & enticements dangled by the trucking establishment to promote the status quo? After all, isn’t a cocktail party invite at a recruiting conference or a weekend at a golf outing “earned” by spending a carrier’s money with these agencies? But let’s ask—was it their money to spend, or was it the carrier’s? Imagine if, instead, those funds were invested in a solution that actually works—a solution like the Star Behaviors, LLC #BehavioralAssessment Platform. This isn’t just another lead generator; it’s a #PredictiveHiring tool built to screen for drivers who genuinely fit, who stay, and who thrive. It challenges the traditional approach that’s been draining carriers for years, replacing it with a method that values retention over replacement, quality over quantity. But that doesn’t sit well with those clinging to perks and relationships that depend on the status quo. A more effective way to hire means fewer dollars flowing to agencies, fewer perks, and fewer invites to those cocktail parties. The question becomes, who’s really benefitting from this cycle—the carrier, or the network of middlemen profiting from turnover? And to all the Directors and VPs of #DriverRecruiting out there: It's OK to challenge the status quo. If you don’t, what guarantee do you have that your leadership won’t question why you failed to explore other options and possibilities? Was it to genuinely serve your carrier, or simply to be part of the in-crowd? Let’s face it: Turnover and retention are bleeding this industry dry. Why should a carrier be penalized for wanting to keep profits where they belong and for investing in drivers who’ll contribute to long-term success? What’s wrong with a carrier wanting to do better than the cycle of waste that’s been propped up by too many for too long? The time has come to challenge the old ways and refuse to hand profits to everyone but those who deserve it most—the carriers and their drivers. It’s time to demand solutions that work and to push past a status quo that serves only a select few. There’s nothing wrong with wanting the best—and there’s definitely nothing wrong with keeping those profits right where they belong.
Star Behaviors, LLC’s Post
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Att: General Managers and owners- We are going to steal your best employees. You read that right; they are the best producers in your store. But we don't think you should blame us for this; it's your fault. We hear this a lot: "We lost our superstar employee because our competitor offered them more money." A few things here: Someone rarely leaves an organization because of money. (unless they're grossly underpaid). If your employees are happy, they aren't going, and if they leave solely for money, they often regret it. It's important to remember that employees leave not because of money but because they're dissatisfied with some aspect of their employment. This dissatisfaction is often related to their immediate supervisor, company direction, or business practices. Because most companies do a poor job of understanding why employees leave and have a blind spot in self-reflection, They blame money or the other company for stealing their employees. Please don't blame us; you provided the fuel; we lit the match. Smart4ce is 4 Smart people #owner #cfo #ceo #coo #dealerprincipal #president #generalmanager #finance #servicedirector #parts #humanresources #controler #office #automotive #cars #quit #resigned
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I can't read this article because I don't have a subscription. From the headline, I will share that in my 20+ years of recruiting -- and I've recruited for small, founder-led companies up to the Fortune 20, and recruited out of pre-seed up to Fortune 1 -- I have never interviewed people from the same team, at the same company, whether they were my clients and I was recruiting "for" them and getting to know them OR recruiting the executives themselves for an open position where the team members and people I spoke to did not represent a very diverse array of performance and personalities - high/low and everything in between. I think leadership or "managing" a team, other people, is about trying to get the most out of all of the people on the team and knowing which levers to push and pull. Creating actionable solutions for employees who come to you for help, because you've been put "in charge" -- and not just "passing the buck" onto someone else or saying, "I don't know" or "just get it done." Knowing how to not micromanage those who don't need it is a skill. So is being able to provide extra mentoring or solutions for those who need "extra." To me, mentoring and teaching are part of any job. You help others, if and when they need it. Irrespective of "star" quality or "level/band." But someone put in charge of a team and responsible for the team's performance, reviews, raises, and an individual’s future at the Company? That person needs to know how to manage. ✔️ And that is what seems to be missing in today's work world. People who don't know how to do just that - conduct and lead the entire orchestra, all of its sections, not just the first chair violinist (I grew up in a family of professional, classical musicians, it's my "go-to" metaphor). And if you don't know how to manage other people, if you're not good at it, and/or don't want management responsibilities — maybe you like functioning as an individual contributor and are only comfortable managing 0-2 people vs. 10-100 (completely different skills), there are plenty of options out there. But companies need to screen for this important skill when hiring "leaders" and "managers" — do real due diligence. Job seekers need to do some self-reflection and consider where their skills and interests net out in this important area when pursuing roles that require people leadership. To lead or manage well is a gift and one that should never be undervalued. If someone is underperforming, it's the leader's job to help that person. Including perhaps, having the "stars" incorporate 1:1 coaching sessions with underperformers or those that need extra help, into their busy workloads. The mindset to adopt is to read the last sentence of the 1st paragraph of this WSJ article, "These workers have the potential to single-handedly change the fortunes of a business," and start thinking about the business like EVERY employee has the potential to do that, with the RIGHT leaders in place. Start there.
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At Raw Selection, our decisions are driven by performance. We constantly challenge ourselves, striving to deliver the best in all we do, and we hold ourselves accountable for our actions and results. That means performance-based success and nothing else. You can’t get ahead just because you've worked here longer, you’re a friend of a friend of a manager, or you bring in cookie-shaped bribes. Simply put, we hold on to and reward our best people, and we’ll part ways with our top biller if they’re a brilliant jerk. #executivesearch #leeds #recruitment
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I was part of a team where management failed to appreciate our true worth. One of our most experienced members left due to unfair compensation. 👇 Replacing him was a nightmare. We spent months and thousands of dollars on recruitment. Training a new hire took even longer. The team’s productivity suffered in the meantime. Our customer satisfaction dipped. Projects were delayed. The overall team morale took a hit. All because they didn't value their people enough to pay them what they deserved. The lesson I learned? Invest in your employees. Recognize their worth. It's not just about the salary. It's about the message you send when you value your team. Value your employees today. Save your company tomorrow. 🔃 If you found this post helpful, repost it with your network. Follow Stevo Jokic for more content like this. #people #marekting #b2bmarketing #founders
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Dream of Fields Throughout my career, I've had the privilege of working for great companies like APL, FedEx, and UPS, where I've observed the interplay between the asset and non-asset divisions. These two models often exist in parallel, but they operate in fundamentally different ways, which can sometimes lead to organizational tension between these divisions. Asset Model: The "Field of Dreams" In the world of asset-based businesses, it's akin to a "Field of Dreams" scenario: "build it, and they will come." Companies with substantial assets operate on a relatively fixed network. They excel by optimizing these networks with relentless efficiency and finding the right client mix. One of the primary measures of success in this model is the return on invested capital, reflecting the capital required to establish and maintain these networks. In this model, customers largely adapt to the provider's network. For instance, if an ocean carrier sets up a network with vessels sailing from Hong Kong on Saturdays, arriving in LA 13 days later on Mondays, their customers adjust their schedules to leverage this service offering. This is what I call the "field of dreams" model, where providers create networks with an asset foundation, and customers align with it. Non-Asset Model: A Different Perspective On the flip side, we have what I refer to as the 'Dream of Fields' model. In this approach, companies without assets leverage the networks of others while combining their expertise and technology to offer bespoke or on-demand solutions to clients. One of the the primary financial measures is "net revenue," representing the difference between the cost of procuring services and the revenue generated from selling them. While both models are great, each has unique objectives, and tensions can occur when financial and strategic decisions are being made at the top. In my experience, the asset divisions of these companies often take the lead on these macro decisions due to their significant investment, revenue, and profit generation. Current Scenario: UPS as a Case Study We can see this dynamic in action today at UPS. The asset divisions at UPS are encountering challenges due to a new labor contract and reduced volume. In response, they are considering a reduction in management headcount. On the non asset side, UPS's CEO has singled out Coyote Logistics, a business she characterized as "highly cyclical with considerable earnings volatility," hinting that it may be put up for sale. It will be interesting to see how this balance continues to shift as technology enabled agility, on demand models, and competition continue to shape these models. #fieldofdreams #supplychain #asset #nonasset #technology
UPS to cut 12,000 jobs 5 months after reaching union deal as revenue outlook for year disappoints
apnews.com
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Head Translational Medicine & Diagnostics at Nucleai. Associate Editor of the journal Artificial Intelligence in Precision Oncology. I am a Dad, an Ironman, and support the Kyle Pease foundation.
Great news for us, the talent working hard to make things happen. And it's directly related to my last post. The idea that a big company can buy a smaller company for 12 billion, and at the same time layoff thousand people with the expectation those people won't start their own business because it competes with their trade secrets is no more. Laying off thousands doesn't save money when you are spending it elsewhere and you still need talent to develop those drugs too. Nonsense. Maybe I'm being naive, but in my opinion, this rule will force big companies to think twice and treat their talent differently. https://lnkd.in/eD6ntMTC
FTC Announces Rule Banning Noncompetes
ftc.gov
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Seasoned Business Acquirer Helping People Buy Established Businesses Without Prior Experience or Capital - AND/OR - Scale Them To Achieve 2-3x Profit Growth While Slashing Their Work Week by 10-20 hours.
How do I find the RIGHT G.M. to run my Blue Collar Biz? "Who WON’T run my company into the ground?" People are telling me: "I want to find the RIGHT GM – it’s a lot of trust to put into one person." And rightly so! Because… If you DO have the right General Manager… … you KNOW your company is not only going to run smoothly without your presence… … but also GROW, too. And that's what most of us are here for, right? For other people to make us money while we have the free time to do as we please. On the other hand… … if you DON’T have the right GM… – you’ve got someone who runs your company into the ground instead… "I want to find the right GM, it’s a lot of trust to put into one person." Well…You’ve made TWO assumptions. Haven’t you? 1. You actually have to find and replace the Owner. Which is incorrect BECAUSE…sometimes … you can find Businesses where there are ALREADY GMs in place, can’t you? Because the previous Owner hired them before. And 2: "It’s a lot of trust to put into one person" Aren’t you assuming the General Manager is SOLELY (or at the very least, mainly) responsible for the success of your future company? Which, again… is WRONG! Because… What about the employees who have been running the company for 20-odd years? What about the fact that it’s in a stable market where there is huge demand for your offer? Not to mention… You can’t build a successful long-lasting business without a GOOD product or service, can you? Otherwise you wouldn’t have clients paying you again and again and again. So… Truth is… GMs are important, yes… … but your company's success isn’t down to JUST them. However, let’s say… You DO acquire a Business where there isn’t a GM in place already… … and you DO need to go out there and find one… Well, who would be a trustworthy person to hire as a GM to GUARANTEE your company runs and scales smoothly? Well… … think about it! If the Business was operating well in the Owner’s presence BEFORE… … then surely… … if the Owner KEPT running it, it'd continue to grow, right? However… … as you know… … the majority of owners are selling so they don't have to work anymore! So what's the next best thing? If you had someone who was highly skilled in the "blue collar" sector you're buying... Who followed the previous owner around for months... Wrote down every single action he took... Grilled him on how he made decisions... Turned his decades of experience into a standard operating procedure that a 10th grade student could follow. It'd almost be like having a "clone" of the previous owner! That way, you don't need to FIND the 'perfect' GM... You just find one someone who's MOTIVATED & has industry experience... Whether that's within the company, an operating manager you find BEFORE the deal, or even on a plain old job site... ...and get the previous owner to train them up!
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Better Business Builder at Peninsula NZ. Navigate Employment Law and Workplace Health and Safety with confidence. Call me 027 700 9808
Whether you are new to hiring, or you have been on the journey a while, employment relations is one of those chores that we don't often think twice about, we find the document we have always used, change the name and voila, we send this out the employee signs it (hopefully 🤞). Ask yourself this - Is it fit for purpose? - Is it compliant and in line with current legislation? - Is it the right type (fulltime, parttime, fixed term, casual) hourly rate? Salary? - Is it gonna give me options or problems? Do you really know? Employment relations starts with you, do you have support? Explore taking the HR hat off and outsource this important element of your business. Give yourself a break and peace of mind, it's okay not to know everything! I'd love to show you how! call me 0277009808 for a free no obligation consultation of how we can help! 👇 Read the below, good insight as to the Why!
Investing in and building tech companies, and digitising offline businesses | Founder & CEO @ Founder + Lightning.
In my first business, I got sued for £10k by an ex-employee. Founders/employers, don’t follow in my footsteps ! I took over my family’s music retail business at 19. I was young and made a lot of big mistakes, but this one nearly shut the business down. The ex-employee had been using our warehouse to store and sell their own stock and was incredibly toxic. My reaction was, I think, pretty natural - I let him go. But the catch was, I didn’t have the right contract in place, and I didn’t follow the right processes. This left me open to being sued… and that’s exactly what happened. I didn’t think they would have the front after being so in the wrong to do so, but they did. £10k was a huge hit to the company. All because I was too lax on the boring stuff, which like a lot of founders is my least favourite thing to do. My advice for founders/business owners: Make sure you have the right contracts, processes and policies in place from when you hire employee number 1. There are a lot of good HR companies out there that are way less expensive than a £10k lawsuit. Don’t avoid the boring stuff, that’s where it’ll get you ! ------- If you liked this post, I also have a newsletter where I speak about topics like this in more depth. You can subscribe in the link in the comments. Thanks ! #founderadvice #businessadvice #founders
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Driving Revenue Acceleration for Sales Teams with Methodologies & Technology | Sales Consultant | MillerHeimanGroup.com
As companies intensify their focus on employee performance, showcasing major victories becomes crucial. Here are a few strategies to maximize their impact. https://krnfy.bz/3WPp2WD #performancereview #careerwins #success
As companies intensify their focus on employee performance, showcasing major victories becomes crucial. Here are a few strategies to maximize their impact. https://krnfy.bz/3WPp2WD #performancereview #careerwins #success
5 Ways to Capitalize on a Win at Work
kornferry.com
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As companies intensify their focus on employee performance, showcasing major victories becomes crucial. Here are a few strategies to maximize their impact. https://krnfy.bz/3WPp2WD #performancereview #careerwins #success
As companies intensify their focus on employee performance, showcasing major victories becomes crucial. Here are a few strategies to maximize their impact. https://krnfy.bz/3WPp2WD #performancereview #careerwins #success
5 Ways to Capitalize on a Win at Work
kornferry.com
