“When you have a firm sense of your next career step, you can really personalise your development.”
“A major factor in my career development was that after two years with my company, I was recognised as a potential manager and selected for leadership training,” asserts John Doyle proudly. He’s presently the Continuous Improvement Manager for the European division of CSM, a global supplier of bakery products, having originally joined the company in 2005 straight from university.
“Professionally, having early access to management classes was a huge stepping stone. It really helped me with essential skills like delegation,” he continues. “Coming from a factory environment, I was a very hands-on employee, keen to solve every problem. But through my exposure to one-on-one and group training situations, I’ve learned how to develop my people skills and techniques on how to empower others rather than getting locked into my own solutions.”
CSM first noted Doyle’s potential management talent during their annual HR assessments, in which each employee is actively ranked in terms of potential promotion, followed by personal discussions with the employee to plot a course to the next level. “In my case, I was highlighted as ‘ready for progression’ then given a one-on-one session with my manager to discuss what was required to get me there,” remembers Doyle. “From that point, it was decided that I need these skills: ‘X, Y & Z’. And from the manager’s personal coaching and access to workshops and classes, it was ensured I was ready to take that next step.”
Another essential career accelerator for Doyle was by dipping into other departments outside of his functional areas. “In the supply chain area of the company I was well known, but elsewhere, be it finance or marketing, I was just another name on a chart,” he notes. “But I’ve been lucky to be involved in a very open work culture. And being proactive and showing people in other departments my capabilities has made a big difference. More colleagues begin to recognise you, in turn supporting and encouraging your development.”
More recently, Doyle made the switch from the United States to Europe. Frequently travelling from a base in the Netherlands, he supports the supply chain of 18 factories in mainland Europe and the UK. “It was a very personal choice for me to move abroad. It’s not something you can force upon any employee because it’s a life-changing event,” he admits. “But this move has undoubtedly played a huge role in my professional development. Both working with different cultures and working within a broader context of the organisation. I really believe that the international culture and day-to-day work I do here will have a longer-lasting impact on me than any training course.”
After eight years at the company, Doyle has his sights on his next step, which he expects will be as a plant manager. “Right now, I’m really focussed on improving my employee empowerment techniques and learning about the cross-functional department skills required to be a factory manager,” he explains. “But when you and your company have a firm sense of your next career step, you can really personalise your development. Fortunately for me, that’s been done very well so far.”
