1. When preparing for an acquisition, I feel this could be executed better as to not leave the teams feeling bruised, bitter, and mentally abandoned, but to get them on board with a different mindset and get used to the GXO culture sooner rather than fight it. 2. It is really disappointing to see that some Senior site teams don't take training and development seriously for their teams because they don't take the time to understand it because everyone is too busy chasing KPIs, in meetings and or on calls and forget that it is the people that really make it happen in our businesses. However, it is pleasing to see some managers who do take an interest and time with their team's development and support them on their journey and how well the colleagues grow 3. More thought process into the onboarding of new teams at any level on sites. Have a plan and a buddy system in place for them. Also, line managers should commit to completing colleague's 4, 8,12 week reviews, set realistic goals and objectives, and check and follow up. 4. Central teams at all levels need to get out to the business units more to meet the people. Do 'Meet & Greet sessions on sites. Talk about the 4 P's. People, Place, Profit, and Product from a wider GXO perspective. It's the personal touch that means millions to the people.
