Pool Troopers’ Post

When is a co-CEO not a co-CEO? When one of them reports to the other! This is currently the situation at Marks and Spencer, though not for much longer, as ‘co-CEO’ Katie Bickerstaffe is leaving the retailer in July, as announced in March. Ms Bickerstaffe joined M&S in 2018 as a NED and went operational in 2020 as (part-time) Chief Transformation & Strategy Director. In 2021, Ms Bickerstaffe was appointed co-Chief Operating Officer alongside Stuart Machin who was at the time MD of M&S Food. Machin was elevated to Chief Executive Officer (note: no ‘co-‘) in May 2022 at which point Ms Bickerstaffe was retitled co-CEO though still reporting to Machin. I tell you this, not because I have developed a sudden interest in the M&S leadership team or in Ms Bickerstaffe’s career, but because it illustrates (to me at least) the inherent contradiction in the title ‘co-CEO’ – though in Ms Bickerstaffe’s case, at least the pecking order was clear. There are people whose opinion I greatly respect who not only see no contradiction in the title, but who actually make it work as true peers. There are exceptions to every rule – even mine. But I continue to hold the view that, in general, the interests of a business are best served when there is, so to speak, only one throat to choke. #management #ceo

Do you want to work whatever hours you want? Wherever you want? ⏰ 🌴   I've been building our BD function here at Cooper Parry over the last couple of years with a simple instruction from our CEO and CGO: "Do it the way you believe works best".   That kind of faith and trust has led to me building a very successful team from various backgrounds and personal situations and having them work in the ways that best suit them. Their primary objective is engaging business leaders: C-level, directors and shareholders.    Taking a results-focussed approach, removing inefficiencies from traditional approaches, in an environment that invites challenge and encourages learning, debate and innovation. 💥   All this means I need people in the team who thrive in this kind of environment and enjoy taking ownership and responsibility.   Does that sound like the kind of role you'd enjoy? If so give me a shout. I'd love to hear how you feel you'd add to the team. Just in case you want to make sure I'm telling the truth, feel free to reach out to any of my team of superstars Adam Belaidi, Alex Coates, Harriet Graham, Lewis Hayes (CMgr MCMI) and Tegan Wright. ⭐   #Opportunities #OpenToWork #JoinTheTeam #BD #Growth #BusinessLeaders  

For #finance leaders, what happens in the books and planning can impact what takes place in an organization...or on the ice! 🥅 James Suh, CFO of the Florida Panthers, shares what all goes into finance operations for a sports team and more in this episode of The CFO Show. 👇 #sports #CFO

For #finance leaders, what happens in the books and planning can impact what takes place in an organization...or on the ice! 🥅 James Suh, CFO of the Florida Panthers, shares what all goes into finance operations for a sports team and more in this episode of The CFO Show. 👇 #sports #CFO

For #finance leaders, what happens in the books and planning can impact what takes place in an organization...or on the ice! 🥅 James Suh, CFO of the Florida Panthers, shares what all goes into finance operations for a sports team and more in this episode of The CFO Show. 👇 #sports #CFO

Three reasons why you might want to consider a fractional COO. Depending on the scale of your organization, certain leadership positions may be beyond your reach. That's where fractional leadership can play a role. In the blog linked here I explore a few reasons why you might consider that option. I have leveraged this approach as a firm leader in the past and am currently serving in a fractional leadership capacity today. What is less clear to me, is how to match people with the skills and experience to the firms that need them. I am a big fan of, and often make referrals but I'm not sure that's the only solution. If you have experience, insight or just thoughts on how to best make these connections, please share your thoughts in the comments.

🏆🥇 “We build Million Dollar Teams.” We not only build Million Dollar Teams, but more importantly, we develop our team leaders into owners and operators of their own financial services agency. Our strong leadership focuses on developing profitable agencies with a solid foundation. Our proven business model includes developing leaders and deploying them to provide financial products such as insurance, investments, and real estate services. If you’re interested in joining the fastest-growing and most profitable sector, message us to learn more and apply to join our growing company. 📲☎️💻 The “Financial Revolution” is in full swing, and we need YOU 🫵 to join our TEAM‼️ GO GO GO 💥🚀💥🚀 #PeterOEstévez #LatinTalks #FinancialRevolution #Hispanic #Latino #MillionDollarTeams #BuildingMillionTeams #JobFair #ApplyNow #JobOpenings #BuildingPartnerships #Collaborations #FinacialLiteracy #FinancialPlanning #FinancialFreedom #WealthCreation

Should leaders give thanks to employees? Do you know what Doug Conant - former CEO of Campbell Soup Company, and former president of Nabisco Foods did throughout his career? Doug describes in his book, The Blueprint: 6 Practical Steps to Lift Your Leadership to New Heights, the reasons for Giving Thanks: "Giving thanks is not just a nice thing to do....it's a crucial business imperative. Giving thanks is about making people feel valued. And research shows the highest-performing teams and organizations comprise people who feel valued. By giving thanks with our leadership, we can feel more fulfilled as leaders, inspire trust, and foster better business results in the marketplace. In my opinion, leaders are too stingy with their words of thanks. There is little risk of leaders overindulging people with their praise and there is a much greater risk of not giving enough thanks, leaving people feeling alienated and underappreciated—not ideal conditions for building and sustaining trust. This is not to suggest you should be gratuitous. Leaders shouldn't overdo it or rely on empty words; it's best to connect your expressions of thanks to real accomplishments or contributions." Doug began the practice of expressing thanks to people who helped him early on during job searches. He goes on to share a key practice: "That initial crash course in thank-yous on my job search has since evolved into a practice I've become known for—writing handwritten, personalized thank-you notes to the people in the organizations I've led. When I retired from Campbell, I calculated that I had written over 30,000 notes to people at every level, in every imaginable department—and we only had 20,000 employees. These notes weren't filled with platitudes. They showed that I was paying attention, that I saw the hard work people were putting in day in and day out—and that I was grateful." Several years ago, I got a phone call out of the blue from Sean Covey. At the time, Sean was one of FranklinCovey's executive vice presidents and running a major company division—a division I was not even a part of at that time. Sean called with encouragement and praise for my performance and expressed appreciation for my contributions to the company. Again, I was not a part of his organization but he took the time to show me that he was paying attention and that he cared. Wow, that put a shot in my arm and propelled me forward in a big way! Leaders: Consider how and when you should give thanks to employees. It pays dividends, builds trust, loyalty, and provides you a with sense of fulfillment and will help drive better business results.

I recently finished listening to Frank Slootman's book Amp It Up. Not sure how I missed it before, but it is worth a listen. For context, I'm good for a business / leadership book about 1 out of every 4 books I read/listen to. Most have a few nuggets I take away but they don't have much impact on how I think about leading companies, managing people, and the things I do every day. For me Amp It Up hit home. Not because it was a new concept that changed my point of view, but because Mr. Slootman lays out a framework of leadership and management that I also seem to have stumbled into over my 25-year career. Please don't confuse me for him, but it was validating to hear him share so many concepts that I've built into my personal framework. Now I can cross-off "write leadership book" when I retire because he wrote the one I would write. He doesn't talk much about having fun and being passionate about what you do- which I also think are important, but put it on your list and let me know what you think. Key concepts I discovered we share: Importance of clear vision and strategic focus - you and your teams can only really do 2 or maybe 3 important things at once. The TJX Companies, Inc. peeps - will know these as Big Rocks! Accountability - your people have to be empowered to make decisions and be willing to be accountable for results. You need people who can handle things and be measured by outcomes- especially as you scale. Sense of urgency - I once promoted someone because she always walked quickly across the store. I still remember her - always going somewhere, to get something done. Look for that in people and create that in your teams. The belief that execution is more important than strategy - I'll never be a high-minded strategist for better or worse. Hearing Mr. Slootman share this philosophy made me feel better about my position.

Every Second Counts: As we’ve seen in the hit TV show "The Bear” (fantastic show, by the way), where each second in a service excellence organization like Eleven Madison Park can transform an ordinary meal into an exceptional dining experience that delights the customer, every second in business holds immense value.    How? The success of your organization hinges on the right leadership, at the right time, especially in times of transition. That's why having top-tier Interim Executives who make every second of their placement count is imperative.   Having the right team in place, right when you need to deliver, can make all the difference in executing strategic plans, addressing customer concerns, driving accountability and upholding team morale. Their expertise and swift action ensures your business thrives during critical periods.   Don't leave success to chance because in today's fast-paced world, every second truly does count. Reach out today to see how an Interim Executive can help your business achieve excellence.   #InterimExecutives #LeadershipMatters #EverySecondCounts #BusinessSuccess #ExecutiveSearch #OdgersInterim