Now Optics’ Post

In the dynamic world of retail, I've learned that devotion knows no bounds. As a Regional Market Manager, it's my privilege to work with a multitude of brands, each month bringing new challenges, but one thing remains constant – my unwavering commitment to giving 110%. Regardless of the brand, the month, or the retailer, I firmly believe that staying focused and giving my best is the key to achieving our goals. The fragrance might be captivating, but without the right people, hard work and partnerships, success remains elusive. In our journey to excellence, teamwork plays a pivotal role. We're like a symphony orchestra, with each retailer and team member contributing their unique notes to create a harmonious melody. The final goal becomes attainable when we unite our efforts and synchronize our passions. The retail landscape is ever-evolving, and it's the perseverance, motivation, and hard work that keep us in tune with the changing rhythms. Every day presents an opportunity to inspire, motivate, and make a difference. Remember, in retail, our partnerships and the bonds we forge are as valuable as the products we sell. So, let's keep pushing boundaries, inspiring each other, and staying dedicated, because together, we can achieve greatness. #RetailExcellence #Teamwork #Dedication #RetailPartnerships #Macys #TUMI

Having worked for adidas for 15 years, I have never really shared what I stand for outside of the /// world. And probably not done it enough inside either. Well, it's never too late to share. As a leader, I am motivated by the growth and success of my team members and those we impact. Creating the environment for success is so important and it should be multifaceted. Watching an individual grow as a person and an employee to become a strong operator, great communicator, more strategic and mutually supportive in order to enhance collaboration is very satisfying and should be your goal. By default, this will always drive more productivity, improved sales, happier team members and a winning team. One of the factors in this would be to build a team that is diverse in thought, background, experiences and approach but with a shared goal that aligns to the overall why of the team. “It's amazing what you can accomplish when you do not care who gets the credit” - Harry Truman Unfortunately in business today, many individuals want to take the credit. We should 100% call people out who have done outstanding work but most importantly, as I mentioned earlier, we have to set the environment for outstanding work to be done. Setting this environment is also team effort that we all need to subscribe to. No one is the custodian of good ideas. Whether you are the newest or the most experienced member of the team, there should be equal opportunity to shine and be the one who's idea is driven to execution. Driving that idea is a team effort with the relevant individual being called out as being the trigger for the success but the team should be called out for executing it. In addition, if that idea doesn't work, we fail fast and adjust. Equally, we learn from that failure and become better because of it. Having this approach means that our experiences informs our decision and ideas, but they shouldn't limit them to the formulaic and uninspiring. The collective diverse team should see to that! Looking at some of the successful people who I have had the pleasure of having in my teams over the years is my biggest 'work life' reward. I hope my approach has influenced those individuals and I look forward to either working with them again in the future or working for them :-) In summary - Let your team know what your 'why' is Create the environment to succeed Give people your time and guidance and space to learn Listen to the team, understand the challenges and ask questions

Do you have your CEO’s telephone number? An interesting revelation of how Bjorn Gulden sought to build trust when joining Adidas as the new CEO - he gave his phone number to all 60,000 staff, inviting them to contact him whenever they needed. I certainly buy into the idea that less hierarchical structures are needed to be successful in such a fast change environment and this is one way to ensure that no one feels disconnected from the top. Too few leaders fully embrace this opportunity. To earn respect and build trust, you have to listen first. As Gulden says “Employees should have access to leadership”.

Following my last LinkedIn post on 3M's incoming CEO and the positive effect on 3M's stock price, I am now sharing the opposite effect that is taking place at Under Armour as it brings in a previous CEO who had resigned in the midst of corporate scandals and an article in the WSJ that talked about a culture of inappropriate behavior towards women within the company. Now why on earth would Stephanie Linnartz who had just come in a year ago leave the top job at Under Armour? She had been hired from Marriott and was making the right moves in terms of making sustainable improvements in the business. We will never know the real reason (or it may surface much later) but frequent leadership changes in an organization are a recipe for disaster down the road. It leads to frequent changes in strategy sending confusing signals to the organization. A new leader also creates his own team and therefore there are changes in the next level as well. The immediate effect of these changes almost always lead to more attrition within the organization, changes in strategy and a further destruction in shareholder value. Another question: Why was Plank brought back when he left under questionable circumstances? We will perhaps never know the answer but as in all processes, there are biases that set in during the talent acquisition process. That is why you need an external search partner for giving you an unbiased recommendation of the leader needed to steer your ship in rough waters! Do share your views and perspectives. #ceotransition #talentacquisition #boardofdirectors #hr #leadershipdevelopment

Presidents' Day is a few days away! 🇺🇸 I’m excited, I got hired to DJ an in store retail event at the Puma Outlet at the Mills in the Jersey Gardens Mall in Elizabeth NJ! Let's dive into the business world with some lessons I have learned by our commanders in chief. 1. Strategic Planning: Like presidents plan for the nation, I plan my moves in the corporate game. I set goals, hustle hard, and make waves! 📈 2. Adaptability is Key: Just as presidents adapt to challenges, be flexible in the boardroom. Change is the name of my game! 🔄 3. Communication is Everything: Presidents nail the art of communication. I have learned to properly articulate my ideas and listen intensly! 🗣️ What's YOUR go-to lesson from my presidential playbook? Let's chat and level up together! PUMA Group #PresidentsDay #businessmatters #marketing #events #retail #DJ #corporateevents #experientialmarketing #retailevent

You are an experienced Retail Director. I know that your decisions and actions can kill your whole team's moral. Remember, you must keep your team spirit buzzing. > Don't make them work for tasks you could have planned better before; > Don't react to daily sales with unnecessary VM change, massive stock transfer from store to store; > Don't overload them with extra morning meetings and reports; During this very busy period, be supportive by checking in with your team regularly. I have seen too many times how reactive decisions can kill the team spirit. Let's plan ahead. And keep your team spirit high. #coaching #team #consultancy #teamappreciation #retail #christmas

"Employees should have access to leadership" - In his first town hall with Adidas, new CEO Bjørn Gulden did something very unusual: He shared his personal telephone number with the entire company... All 60,000 employees! Adidas CEO Gulden applied an essential principle of emotionally intelligent leadership: "To earn respect and build trust, you have to listen first." #leadership #listen #first #respect #trust #VanderzeeSearch #TAISassessment #VanderzeeCoaching https://lnkd.in/gSW4ixtW

Chapter 2: INTERSPORT Navigating Uncharted Waters 🚀 My role as Senior Product Manager at Intersport led me on a transformative journey from Spain to the company's headquarters in Switzerland. Embracing the challenges of the sports business, I found myself immersed in designing 👙 swimwear in the Far East, despite lacking a background in design. This unexpected foray into the creative process underscored my adaptability and unearthed hidden dimensions of my skill set. 🇹🇼 In the heart of Taiwan, a seismic event unfolded, shaking both the ground and my preconceptions. A male-only massage club in Taipei became an unlikely backdrop for a meeting with a supplier, forging unexpected connections amidst the chaos of a 7-point Richter earthquake. These experiences transcended the professional, weaving a tapestry of resilience and camaraderie. 💰 Negotiations with suppliers in China and Bangladesh became a crucible for refining my negotiation skills. The intricacies of the global supply chain became my domain, offering insights into its phases and processes. Balancing turnovers across diverse countries within Intersport's global landscape required strategic finesse. 💃 Being the first Spanish member in Intersport International marked a personal milestone, and my journey from a Brand Manager to a pivotal role at the heart of the organization left an enduring legacy. Chapter 2 unfolded as a testament to adaptability, resilience, and the unforeseen opportunities that define a career at Intersport. Oliver Lang Helene Zosso Lang Lisa Lantz (R.I.P., my mentor) Andrea Ressler Susanne Böhlen Silke Kobel Daniel Friedli Fabiola Studer Bonita Meyer Corinna Werkle Karin Guber-Herdegen Franz Julen Magnus Almgren Peter Johannesson Lluis Miracle Gustavo Oliva Lauric Barbier Armin Vollmer Daniela Huber Ole Nielsen Morten Aarup

Is adaptability is our strongest tool? 🔥 As a Sales Leader, I've learned that the key to outstanding leadership is not just following a set process, but striving for perfection in results. Do the ends justify the means? You can easily sell process as a solution, but leading talent is the real answer to your key investments... 💡 Take a look at what NIKE was thinking in 1977... It's about being proactive, always on the offensive, and ready to embrace change. A great leader in sales knows when to break the conventional rules, viewing challenges not just as hurdles but as opportunities to innovate and grow. The mindset of 'Assuming Nothing' ensures we are always prepared, driving not just ourselves but our teams towards achieving the impossible. In our quest for excellence, we face various dangers - the rigidity of bureaucracy, the fine line between personal ambition and team success, and balancing energy takers with energy givers. A deep understanding of our own weaknesses is not a setback but a strength, guiding us to focus without overburdening ourselves. Remember, in sales leadership, the journey may not always be smooth, but the rewards of doing the right things with commitment and purpose are undeniable. Excellence in sales is not just about closing deals; it's about creating a culture of relentless pursuit of goals, where success becomes a natural outcome, and changes are the only constant.... #dynamicsalesteams