Tim Hortons UK & Ireland Ltd.’s Post

As I move on to the next chapter of my career with Pizza Hut and Yum! Brands, I want to acknowledge the deep impact that the Pizza Hut Canada team has had on me, both personally and professionally. This chapter has transformed me as a human being in a short span of 1.5 years. While I can write essays about my innumerable learnings, here are the 3 biggest lessons that I will always keep with me : 1. Leading with Heart From this diverse team and its passionate leaders, I learned what it truly means to Lead with Heart. Leading with Smart (intellect) and Courage are skills that I have honed through my entire career, but I often had my personal 'walls' up when I showed up at work. As someone who has faced difficult personal challenges at several points in their life, I hesitated to truly open up about my personal truth at the workplace - but this team broke down my walls and challenged me to connect with each and every person at the workplace, with raw and authentic vulnerability. Here I found the strength to openly share my personal stories, with all the good, bad and ugly chapters - and show up as a 'whole' human being and not just a professional colleague. I learned the art of connecting personally with people and learning their stories, and how these connections pave the way for any meaningful transformation that I want to bring about for my teams. I learned to share sorrows and not just joys, shortcomings and not just strengths - celebrating both the downs and ups of life with pride and humility. 2. The Importance of Emotional Self-Regulation To be an impactful communicator, I learned that healthy regulation of my own emotions, especially during moments of high pressure, tight deadlines, unpopular decisions and business turbulence is paramount. We look to our leaders for verbal and non-verbal cues and this can significantly impact psychological safety and trust at the workplace. Our lifelong personal experiences unconsciously influence how we react or respond to different triggers, and how we behave using certain mental templates at the workplace - especially during stressful times. Through my personal journey with therapy and unwavering openness to feedback, I am committed to building awareness of my triggers and templates, and improving my emotional self-regulation and interpersonal communication skills. 3. The Power of Entrepreneurship and Frontline teams Through this role, I met with incredible franchise partners and their frontline restaurant teams who bring our brand to life in their stores every single day. I learned how the true heart of our business beats not in our boardrooms but in our restaurants. I learned how to partner with cross-functional teams to drive our business forward, upholding true partnership and proactive engagement with our Franchise community. I am excited to continue supporting our Franchise partners and Restaurant team members as I move into my next role. Team Pizza Hut Canada - you will be missed ! 💖

⭐️ Why a picture of a Sainsbury’s sign? ⭐️ Well….many 🌙s ago a long long way away I started my career…… Actually not that far away, Weedon road Northampton to be precise as a 19 year old lead night manager. You might be wondering why this random post… Today, after a meeting near the area of my first big break in management, I found myself reflecting on that chapter of my journey. It brought up a few key thoughts: 🎯 No one is a born leader—it’s something you learn. 🎯 When you stretch your comfort zone, your possibilities grow. 🎯 When people say you can’t, do the opposite. 🎯 Hard work and effort do pay off, even if it feels like you’re not seeing immediate results. 🎯 Think big, have aspirations, and if you’re struggling, lean on the strengths of others—stay humble. Looking back at where I started reminds me of how far I’ve come. From those night shifts to where I am today, it’s a testament that small beginnings can lead to big things if you’re willing to push yourself and keep growing. Here’s to celebrating the progress and looking forward to what’s next! 🚀

The age of reinvention: With many companies reducing the number of staff positions, many are forced to reinvent themselves. This is not an easy task to endure, however, necessity demands change. To: Ceo's / Manager's, How does one with basic computer skills, high school diploma and all hands - on experience transition from restaurant experience to similar, but different industry's?

My open letter to McDonald's Australia Hey Macca’s! You’re no longer the training ground to make great young people ready for the workforce (& life!), post school. Do you remember growing up your stores were always a great place for teenagers to learn how to work as a team, under-pressure, be a leader and make fast decisions on the fly using their own brain? And if you didn’t yet know how to assess situations and make decisions you’d have a great manager to teach you! Not to mention the skills to talk & engage with customers and provide great service skills. It was always such a great place to have on one’s resume! And encouraged by career advisers, teachers and potential employers. I’ve been watching over the last year or so walking into McDonalds at various locations. It’s now soulless, extremely automated and not the hive of activity it once was. I would say I am a loyal customer, love the food and it always feels so sad walking into a restaurant now. While the automation is fine and even great from a business point of view, being highly automated and systemised its not the training ground that it once was for young people. I do say this knowing you have a future leaders program etc. The issues I have mentioned has also ripped the soul out of each store I’ve been to and therefore the customer experience. I make these comments based on the following observations: There is no longer a sense of urgency to anything and staff just follow the bouncy ball (the system). Staff no longer need to really engage with customers other than calling out a number and you’re lucky if you get eye contact. It appears that there is no longer a need to even think as the system and process does that for staff. There is no longer a sense of a good manager making the store and workers hum along with a sense of teamwork. Many stores are also now filthy most of the time as there isn’t a sense of leadership to get staff members to think to about cleaning tables and picking up after lazy customers. All of this is anecdotal based on experiences over the last year or so. I’m not trying to sound like an old person having a whinge but I’ve accepted that it’s just now a highly automated non-personal experience like many things in our world. I’d be happy to be proved wrong. I would no longer recommend McDonalds for a young person to work as their first job. I’d suggest places like Bunnings or nursery’s that require a bit of self autonomy and thought under good leadership. From a long-term and loyal customer, Glen P.s. the McOz was always the best burger and what’s with the size of McFlurry’s shrinking?!? It’s now just a Sundae with m&m’s as we are mixing them ourselves and have for many years. Cc Antoni Martinez

🌟 Overcoming Performance Challenges as an Online Assistant at Sainsbury's! 🌟 I'm excited to share a personal milestone in my journey as an Online Assistant at Sainsbury's! Initially, I faced challenges with hitting my IPH (items per hour) target. Like anyone starting out, the struggle to meet performance goals felt daunting. But with patience, persistence, and the incredible guidance of my managers – Emma, Elie, and Shaun – I was able to turn things around. Together, we identified key areas to improve and broke down the barriers impacting my performance. Here are some of the steps that made a huge difference for me: Consistent Feedback: I made it a point to meet regularly with my managers to discuss my progress. Emma, Elie, and Shaun shared insights on where I could streamline my process and become more efficient. Learning from Mistakes: Instead of letting early struggles hold me back, I chose to view them as learning experiences. Understanding where I could be faster and more accurate helped me develop effective strategies to tackle my targets. Gradual Improvement: Progress takes time, but with focus and support, I began to see results. Slowly but surely, I was able to overcome initial setbacks and meet the IPH targets consistently. This journey taught me the value of resilience, teamwork, and constructive feedback. I’m incredibly grateful for the opportunity to grow within the team and for the unwavering support from my mentors! 🙌 #Sainsburys #Teamwork #ProfessionalGrowth #PerformanceImprovement #LearningJourney #Grateful

"Do you want to spend your life working at McDonald's?" Anybody else's parents ever say something like this to them? 🫣 My partner Christine Hofmann works for McDonald's Canada recruiting franchisees. One thing I've learned through her and meeting with various McDonald's team members and franchisees is that McDonald's restaurant management can actually make an extremely comfortable living. Many senior leaders at McDonald's started their careers in restaurant management. It's even pretty common for McDonald's restaurant and operations staff to apply to become franchisees (by the way, it's a more competitive process than any ivy league program). Not only that, but the investable asset requirements to become a franchisee are such that these McDonald's staff would be considered, by age and assets, to be "high net worth". 🤷🏼♂️ Okay, so what? The main point is that you can make an incredible living at pretty much anything. If a 20 year old burger flipper can parlay that into a multi-million dollar legacy, then what's holding any of us back isn't education or socioeconomic status or whatever else. It's mindset. EDIT: And, by the way, Christine just informed me that McDonald's Canada's CEO started out her career, indeed, flipping burgs and filling fries boxes with that cool funnel scoop that all of us have wanted to try. Anyway, what this has taught me is that if you a) find something where you're supported by good people every day; b) you're given resources to grow; and c) your work provides you with meaning (for example, McDonald's is a community builder: from the excitement of a child getting a happy meal to seniors meeting for cheap coffee and their daily social fix to the amazing philanthropic work done by Ronald McDonald House)... ...then ride the hell out of that wave and screw what everybody else thinks. You'll turn out better than fine. 🍔🍟😃 #career #Careerdevelopment #mindset #growthmindset #fridaymotivation #getupgraded #perasperaadastra

Homegrown Talent: The Secret Sauce in Hospitality's Recovery 🍕🌟 I just stumbled upon an inspiring interview with Kate Hetherington, Chief People Officer at PizzaExpress, in HR Grapevine. It's a masterclass in how hospitality businesses can cultivate careers, not just jobs. Key takeaways that resonated with me: - Pizza Express's commitment to internal talent development - Their innovative approach to leadership training - How they're rebuilding and thriving post-pandemic This hits close to home. During my time as Head of Talent Acquisition & Employer Brand at wagamama, I saw firsthand the challenges hospitality faces in talent retention and development. The pandemic only amplified these issues. But Pizza Express's strategy? It's spot on. By nurturing homegrown talent, they're not just filling roles – they're: - Preserving and strengthening company culture - Building a pipeline of future leaders who truly understand the business - Creating compelling career paths that can attract and retain top talent It's a reminder that in hospitality, our people are our greatest asset. Investing in them isn't just good HR – it's smart business. Curious to hear your thoughts: - Has your company adopted similar strategies? - What challenges do you face in developing internal talent? - How do you see the future of career development in hospitality? 🚀 Founder & Director at GMZ & CultureTrak | Talent Strategy Expert | Future of Work Enthusiast | 💡 20+ years transforming how companies attract & retain top talent. Discover how we're revolutionising talent strategies: www.gmztalent.uk 👥 Follow GMZ & CultureTrak on LinkedIn | Facebook | YouTube #Hospitality #TalentDevelopment #CareerGrowth #LeadershipTraining

McDonalds' Accelerating The Arches playbook is working, earning 9% sales growth for 2023. The reasons why we've been able to accomplish this exponential growth is through culturally relevant marketing strategies, affordable core equities, and elevated digital experiences. I look forward to all that's to come in 2024! #McDonalds #Q4 #AcceleratingTheArches

When I first became a manager, I made some terrible decisions. I don't think I would say I was terrible manager, but I certainly wasn't a great manager... I absolutely made mistakes. Sometimes I was insensitive, sometimes I wasn't very empathetic and sometimes I just wasn't as diligent as I liked to think I was. The easy excuse is, I was young. I was 21/22 years old and in charge of around 25 members of staff in a restaurant. In terms of catering skills I was quite good at my job, I had good attention to detail and a fair idea of how to uphold standards and delegate tasks; but the fact is I showed a relentless work ethic (worked extra hours for free), I put the business needs first (would do whatever I was told without much question) and I was cheap (at least half the price of other restaurant managers). They were without a doubt key factors in why I got the position. At the time though, I thought it was purely based on my skills so it put me into a false sense of security that I knew best and my decision was always the right decision. I not only lacked a lot of work experience, but I did also lack a lot of life experience. I didn't really know that much about how my own brain worked never mind the various different types of people I was then responsible for. I faced challenges and learnt lessons during that time that still help me a decade later and one of the biggest lessons that I think has helped me is the basis of this very post; Admitting and talking about mistakes made and things you just got wrong. Covering up your mistakes, placing blame on others or just avoiding accountability is only a sure fire way to instil bad habits and hinder progress. Accountability is key to developing and ensuring that next time, you do even better.

We have just taken on our 3rd full-time employee. All this recent growth has come from one simple mindset switch... Ill give you a quick recap for context: > A month ago packed our bags and flew away to SE Asia. > Had just finished our first month of explosive growth. > We're now extremely bottlenecked by everything. It quickly became apparent that the same things that got us where we were, were not the same things we needed to do to get to the next level. But even more importantly, how can we enjoy a relatively balanced life in Asia after coming from doing: > 18 hour days > 7 days/nights a week > Living off of Tesco Meal deals (Sleeping in an industrial unit and not seeing sunlight for sometimes days). We operationalised everything: > SOP'd our full process from start to finish. > Placed 2 really good employees. > Getting better results than ever. The best part? I can have a life outside of work (lol). And... I can work on the parts of the business that I enjoy. Anyone else experienced a similar realisation?