Executive Job Vacancies for the New Year

Here are a couple of new jobs that we have available for your consideration. If you feel that either of them would suit your skills and expertise please contact Lucy York, lucy@engageexecutivejobs.com or via 01202674488. Lucy will be happy to chat to you about your options.


FMCG Sales Team Leader

I am looking for a dynamic, energetic Sales Manager with fine food experience. Working with a fast growing, passionate Dorset based company to find a driven, fun individual, who wants to work hard.

A great opportunity for someone who has a proven ability in researching target markets and winning new business. Must have account management experience with a preferred consultative sale style. A contagious confidence is required with encouragement and coaching of existing sales team.

Must be a self starter, motivated and driven individual. This position is office based and therefore, driving license with own transport is required.

Salary – c£30,000 DOE


Regional Sales Manager

A great opportunity has arisen for a Regional Sales Manager position in the Dorset & Hampshire Counties. You will have a strong network of introducers and Invoice Finance experience.

Sourcing deals via Accountants and Brokers a good relationship style is essential. You must be self motivated, hard working and proactive to work for this financial operation.

Driving license is essential and ability to work outside of 9-5 when necessary will be required for networking purposes.

Salary – c£45,000 DOE + Bonus

Leaders in Technology; The Superwomen ‘Geeks’ behind the tech.

It’s not just the men who have had a huge impact on technology over the years.  New Relic highlights women as being consistent and frequent contributors to technical innovation.  Below, they highlight six ‘super’ women who have had a huge impact in the technological revolution of the 20th and 21st century.


Going From Being a Manager to a Leader

We thought this article in the Wall Street Journal was very interesting.  Being a manager does not automatically make you a leader.  In order to really focus your energies on becoming a great leader to your staff, you need to think about the differences between manager and leader and how you can change your strategy and mentality in order to lead and not simply, ‘manage’ your team.

Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.

As a simple guide, try and think about the following statements as you go about your role – are you managing your team or are you leading them?


The manager administers; the leader innovates.

The manager is a copy; the leader is an original.

The manager maintains; the leader develops.

The manager focuses on systems and structure; the leader focuses on people.

The manager relies on control; the leader inspires trust.

The manager has a short-range view; the leader has a long-range perspective.

The manager asks how and when; the leader asks what and why.

The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

The manager imitates; the leader originates

The manager accepts the status quo; the leader challenges it.

The manager is the classic good soldier; the leader is his or her own person.

The manager does things right; the leader does the right thing.

Sponge, Vision, Action: Your First 6 Months as a Manager in Your New Job

We loved this post by Chris Croft – check out his blog for more enlightening posts www.chriscrofttraining.co.uk

What should you do in your first six months as a manager in a new job?

I would say there are three steps: Sponge, Vision, and Action

1. Sponge

Soak up as much information as you can, both formal and informal. The formal side is to get all the numbers and understand your market, your costs, who are your best customers, what are the projections, which departments or products are profitable and which aren’t, etc. The informal side is to work out who are the key players, how the communication networks work, who is effective and who isn’t, etc. This is just as important as the formal side, and takes longer to get a handle on.

Part of being a good sponge is to do plenty of Management by Wandering About, seeing what really goes on, talking to the ‘real’ people at the front line (they’ll tell you the truth when they get to know you and when they see that you are a genuine listener with their future at heart).

You should also do a few days of Back To The Floor where you do the real front line jobs – choose the worst ones, the dirtiest or smelliest, so you get everyone’s maximum respect and also discover what things are really like. This will be SUCH a good use of your time!

2. Vision

Leaders are expected to come with a vision, but it’s hard to have an effective one without really understanding the business, so this is one thing you need to evolve during your first few months. It will be based on your previous experience combined with really understanding the issues of the business right now. It needs to be exciting, and simple enough to communicate, and later it needs to have a plan of how you’ll get there, so that everyone can see what their part can be to help us all to get there.

My personal opinion is that you should consult and involve your managers in the creation and clarification of this vision, but in the end it’s your call to declare it and then make it happen. Anyone who doesn’t buy into it 100% is out.

3. Action

If you don’t take some decisive actions towards the end of your first six months then you are finished. Observers (and that’s everyone!) will conclude that you are weak, or have no vision, and that nothing is going to change. Forces will start to strengthen against you. The honeymoon is over and problems are beginning to be your fault now, and yet you have done nothing to put them right. Tinkering is not enough, you have to get in there and create, and cut! Face up to some scary choices and make them. Kill some sacred cows and big beasts.

Don’t do step 3 before several months of step 1, however tempting it may be, because you’ll probably get it wrong. Make sure your actions are based on both the formal and the informal information you have gathered.

Maximum communication while you’re making the changes, both on a chair talking to the whole workforce, videos on the intranet, while MBWA-ing, through the chain of command, endlessly communicating.

Changes might be to people and/or systems, and should be targeted, so not just a big reorganisation for the sake of it (expensive and only the good people leave, getting other jobs easily) but targeting the bad areas and the bad people. Sometimes this is harder, but it must be done like this.


Mark Constantine emphasises the importance of having a “great recruiter” within your business.

Tracey Wood and Frances Miles with Mark Constantine

Lush founder and entrepreneur, Mark Constantine, visited the Poole Business Women’s Lunch Club to present his annual talk to the gathered members, and this year he decided to talk about lessons in business and the books that have inspired him.

Speaking of how and why Lush is so successful, Mark emphasised one of the most important aspects of a successful business is to have a great recruiter as part of your company.  The best recruiters will have all the skills to hire the best staff for your business, bringing with them the necessary skills and knowledge to help your business grow. If you have the best recruiter you can get working with you, you know that in turn, you will have the best employees possible working for you – and that’s something Engage Executive Jobs wholeheartedly agrees with!

Mark’s favourite inspirational quote is from a book called “The Art of Swimming,” by Steven Shaw and Armand D’Amour.

“Water cannot be tamed, It doesn’t care how fast we swim, how hard we try, or how badly we want to succeed, It ebbs, flows, and swells regardless. What it seems to do to us is a reflection of what we do to ourselves.

It will support us if we let it, resist us if we fight it, and frighten us if we approach it with fear. It is unconquerable because it does nothing seeks nothing needs nothing it just is.”

Mark ended his presentation by re-iterating a very valid and pertinent point: “Great business lessons don’t always come in business books; they come in a lot of other ways. So while you are catching up on your reading, remember that the most valuable lessons in business are often those yet to be learnt yourself!”

If you are a woman in business who would like to learn more about the Poole Business Women’s Lunch Club check out www.businesswomenslunchclub.co.uk

Good News for The Economy and the Job Market

Although the UKs recovery will be ‘slow and protracted,’ British Chamber of Commerce has announced we will not be falling into a triple dip recession.

Read the news story here

At Engage Executive Jobs, we have certainly seen an impressive and encouraging rise in both clients seeking to recruit new senior level and executive members, as well as these level candidates feeling confident enough to seek new challenges in the new positions that are becoming available.

If you are a high calibre senior or executive level professional, now is the time to look at what Engage can do for you.  We do not just recruit across Dorset and Hamphire, but across the whole of the South and London.  Contact us today for a chat about our services and how we can help you find your next challenge.