Category: Careers

Why Your C-Suite Should be Accessible to All Employees

Making executives accessible and working directly with employees gives businesses the legs to launch a brand into unmatched success. At RNR Tire Express, we’ve built our company culture on empathy, openness and accessibility to fuel the brand’s success.

Over the last few decades, employees’ outlook and priorities have shifted causing a change in the way that companies operate on the day-to-day. As millennials and gen Z take over the workforce, they are bringing new perspectives into the business world. They are likely to value culture and lifestyle more than other generations that have come before them.

Today’s employees expect a productive, engaging, enjoyable work experience that fits into their lifestyles and matches their personalities. Now more than ever, employees are demanding more than just benefits and perks – they want to be part of a community that makes a difference and they want to work for a company they can stand behind.

Many know that employee engagement is key to reducing turnover and ultimately boosting profitability. However, research shows that still less than 30% of employees are engaged at work. To better retain quality talent, leaders should strive to find ways to make their employees feel valued, while at the same time showing them how they are making an impact. To start, employers should make their teams feel valued by steering clear of manager-led communication entirely. If managers are restricted to top-down, one-way communication with their employees, productivity, innovation, and retention will all drop significantly.

The relationship between a CEO and their employees should be built on mutual trust, respect and communication. Offering all of these gives a company a unique strength and a competitive edge to succeed among competitors in a tight labor market. The following guidelines have helped RNR Tire Express to create a company culture built


4 Business Lessons From the Military

Military veterans are almost twice as likely to become entrepreneurs as non-veterans are. As one of top organizations in the U.S. for producing business owners, the military has a strong track record of teaching valuable lessons that are crucial to owning and operating a successful business and helping veterans succeed after service.

In fact, there are many programs and financial resources specifically for veterans looking to start a business. Some quick online research will turn up a handful of small business loans and grants, as well as excellent entrepreneurship programs and experiential training opportunities for veterans to explore. In addition to these resources, I believe veterans should learn from each other’s firsthand experience in business. Sharing experiences and lessons learned is a great way to help a fellow veteran start their own business journey.

As a veteran myself, I can attest that many of us apply lessons from our military service to business. Vetrepreneurs, as veteran entrepreneurs are often called, do things a little bit differently. Veterans have an inherent entrepreneurial spirit. They’re generally quick learners – and hungry to continue learning, which is increasingly important as the shelf life of a skill dips below five years. Perhaps more obviously, veterans tend to be fundamentally loyal, honest and accountable. These characteristics are also the qualities necessary to become a great entrepreneur.

Based on my experience, I believe you learn four key lessons during military service that can help mold an entrepreneurial spirit, and I hope to help veterans start their own business ventures by sharing these insights.

1. Lead from the front.

“Lead from the front” is a military mantra that is easily misapplied throughout business. Leading from the front in business requires many of the same strategies as in the military, such as target acquisition (goal setting), innovation and


How to Become a Project Manager

It’s relatively easy to become a project manager (PM). Becoming a project manager who can land a gig, however, is – like anything else that’s worth the effort – a different story.

Nearly every organization needs a project manager. Resultantly, you may want to pursue a career as a PM, in part, for job security.

However, becoming a project manager isn’t as straightforward as earning a certification and finding a job. By understanding a few facts about the role, you can work toward developing the requisite skillset demanded by employers.

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The way most people become PMs

Many executives and team leaders find themselves fulfilling the role of a project manager. Often, they accept a job offer utterly unaware that, one day, their employer will task them with leading a project.

Certification isn’t necessary to become a project manager. Most entry-level project managers have already earned an advanced degree and have had their superiors thrust them into the role without training. Alternatively, some professionals realize that they might enjoy project management and pursue certificate training to meet that goal.

If you’ve already earned a bachelor’s degree and want to become a PM, start by assessing your current skill set. Then, figure out what skills you need to earn to fulfill the role.

Once you’ve determined what you need to learn, you’ll need to search for learning opportunities. After you’ve earned your certification, you’ll want to take advantage of every chance to use your new skills in your current role.

You’ll also need to develop a plan for segueing into the role of a full-time project manager, perhaps by consulting with human resources personnel.


How to Overcome Procrastination at Work

We have all procrastinated. We set a goal to accomplish a task, only to become distracted on something less important. It’s easy to put off the thing we don’t want to do for the thing that really doesn’t need to be done. Before we know it, we are rushing like crazy to meet a deadline, or even worse, we miss it entirely.

Do you ever consider how much time you spend procrastinating? It’s typically longer than the actual work would take. We delay the inevitable because it feels like too much work, or we feel a sense of dread in doing it. Imagine what we could accomplish with the time and brain space freed up after accomplishing a task instead of hunting for every excuse not to do it.

Procrastination, or the art of perpetual delaying, comes from a Latin verb procrastinare defined as “to put off until tomorrow.” But this goes beyond our choice to delay efforts. The word is also derived from an ancient Greek word akrasia which means “doing something against our better judgment.”

Procrastination is the one thing that differentiates people with influence from those who don’t have it. Influential people do the work. They show up every day, without excuses, ready to put forth the effort to get a job done, improve their skills or rise to the next level. They bring a positive attitude to each day and see opportunity in everything. Procrastinators, on the other hand, put off the work required to accomplish tasks. They are perceived to lack self-awareness or motivation. Many think procrastinators are lazy and poor time managers. In reality, procrastinators live in a state of negativity: They dread work and putting forth effort. As a result, they lack the influence they need to get a promotion, land a new


How to Help Entry-Level Women Advance Their Careers

Managers, especially those of young female professionals, are on the front line in the struggle to achieve gender parity. These managers have the power to set women on the right path and reverse the cycle of discontent that occurs when women’s careers stall after a few years. When managers give regular feedback about expectations and performance, provide coaching about broad organizational context and facilitate exposure to decision-makers, they set the stage for women to succeed.

Ruth, a mid-level employee, provides an example. She put her name in for a job opening that would advance her career within the organization. When Ruth looked at the position description a second time, however, she withdrew her name. Ruth wasn’t comfortable applying for a job for which she wasn’t 100% qualified.

When Ruth learned that a male colleague had put his name forward for the same position, she thought, “I’m surprised he’s putting his name forward when he doesn’t have all the qualifications either.” 

Then Ruth had another surprise. The hiring manager asked why she had withdrawn her name. Ruth explained that she didn’t meet all the qualifications. 

“You don’t understand,” answered the manager. “I want you in that position. I think you’re perfect.”

Ruth, like so many of her female peers, created barriers to her own advancement. Why? One reason is that women have a different understanding of “perfect for the job” and “perfect in the job” than their male counterparts.

Women tend to enter the workforce with the assumption that outstanding work will be noticed and get them promotions. So, they overdeliver. For the first couple of years, it works. Women’s hard work is initially noticed and rewarded – but then things change. Promotions begin to go disproportionally to men, who don’t seem to be working as hard. Women begin to feel