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New Year's Resolutions: A Strategic Blueprint for Boards and C-Suite Executives in the Food & Beverage Industry
Debbie Morrison • January 7, 2024

The advent of a new year often brings with it the tradition of setting resolutions, a practice that extends into the professional realm, particularly for leaders in dynamic sectors like the Food & Beverage industry. For boards and C-suite executives, 2024 presents an unprecedented opportunity to redefine leadership and organisational goals through the lens of micro-resolutions - small, manageable changes that can lead to significant outcomes.


Embracing Micro-Resolutions for Personal Growth

Why Start Small?

In an industry as fast-paced and ever-evolving as Food & Beverage, large, sweeping resolutions can often be daunting and less feasible. This is where micro-resolutions come in. They are about making small, incremental changes that are easier to stick to and can lead to larger, more sustainable impacts over time.


What Can Executives Do?

Boards and C-suite executives should start by identifying key areas for personal growth and professional development. This could range from enhancing industry knowledge, improving leadership skills, or adopting new technology trends. The key is to break these down into smaller, actionable steps. For instance, instead of broadly aiming to 'improve leadership skills', set a micro-resolution to 'mentor a team member bi-weekly'.


Staying on Track

Regular self-assessment is crucial. Executives should schedule monthly check-ins to evaluate their progress and make adjustments as needed. This approach ensures that resolutions are adaptable and aligned with evolving personal and professional landscapes.


Setting Teams Up for Success

Fostering a Culture of Continuous Improvement

Leaders in the Food & Beverage industry must also focus on setting their teams up for success. This involves creating an environment that encourages continuous learning and improvement.


How to Achieve This?

  • Promote Skill Development: Encourage team members to set their own micro-resolutions focused on skill development. This could be learning a new software, enhancing customer service skills, or understanding the latest food safety regulations.
  • Create Collaborative Goals: Align team micro-resolutions with broader organisational objectives. For instance, if a company's goal is to reduce waste, a team micro-resolution could be to implement a new recycling program.

The Role of Feedback

Regular feedback is essential. Leaders should provide constructive feedback to help team members stay on track with their micro-resolutions and recognize their achievements, thereby fostering a positive and motivated workforce.


Aligning New Opportunities with Micro-Goals

Assessing Leadership Opportunities

For executives considering new job opportunities, aligning these with micro-goals is vital. This approach allows for a more strategic assessment of whether a new role aligns with personal and professional objectives.


Key Considerations:

  • Cultural Fit: Does the organisation's culture align with your values?
  • Growth Opportunities: Are there opportunities for professional development that align with your micro-resolutions?
  • Impact Potential: Can you make a meaningful impact in this role?

Making the Decision

Before making a move, leaders should evaluate the potential role against their set micro-resolutions. If the opportunity advances these goals, it can be a strong indicator that the role is a good fit.


Supporting Staff Development with Micro-Goals

Nurturing Talent in the Food & Beverage Industry

The Food & Beverage industry is highly competitive, and retaining top talent is crucial for success. Executives can play a key role in this by supporting the professional development of their staff through micro-goals.


How to Implement:

  • Individual Development Plans: Work with team members to create personalised development plans that include micro-resolutions.
  • Learning Opportunities: Provide resources and opportunities for learning, such as workshops, seminars, or online courses relevant to the Food & Beverage industry.

Ensuring Optimal Performance

To ensure optimal performance, executives should regularly monitor the progress of these development plans and adjust as necessary. Recognizing and rewarding achievements related to these micro-goals can also significantly boost morale and productivity.


Conclusion: A Year of Transformation

As we step into 2024, the emphasis for boards and C-suite executives in the Food & Beverage industry should be on flexibility, adaptability, and continuous improvement. By setting and pursuing micro-resolutions, leaders can not only enhance their own professional growth but also drive their teams and organisations towards greater success.


By John Elliott March 24, 2025
Emotional intelligence is one of the most valued traits in executive leadership today.  It’s also one of the most misunderstood. In interviews, every candidate knows how to speak about empathy, collaboration, and “bringing people on the journey.” But when does that emotional intelligence start to look more like emotional avoidance? If you’re hiring into a senior role in consumer goods or food and beverage manufacturing, this distinction matters. Hiring someone who avoids hard conversations risks building a culture that performs around problems, not through them. The leaders delivering the best outcomes in 2025 understand how to build trust and rapport — without dodging the accountability that comes with real leadership. Emotional Intelligence: What It Gets Right In complex, fast-paced industries like FMCG and food production, leaders need more than technical expertise. They must influence, de-escalate tension, manage change, and build alignment across functions. That’s where emotional intelligence shines. High-EQ leaders are more likely to: Retain talent through strong, trust-based relationships Remain composed in high-stakes environments Reduce conflict through proactive, clear communication Drive psychological safety while still pushing for results The research backs this up. According to a 2024 EHL Insights report , emotionally intelligent leaders improve employee satisfaction, engagement, and collaboration — all essential in manufacturing settings where coordination between departments is critical. But there’s a fine line between emotional intelligence and emotional overcorrection. When Emotional Intelligence Becomes Emotional Avoidance The risk is subtle: leaders who over-index on empathy may begin to avoid the discomfort of conflict altogether. That looks like: Letting underperformance linger to “keep the peace” Over-relying on collaboration instead of making firm decisions Avoiding direct feedback Prioritising harmony at the expense of clarity A 2024 Forbes article described how emotionally avoidant leaders — despite good intentions — often undermine the very culture they’re trying to protect. Accountability erodes, decisions slow down, and high performers become disengaged. We’ve seen this play out in executive search mandates across the sector. On paper, a candidate may appear ideal: emotionally intelligent, highly personable, well-liked. But dig deeper, and a pattern emerges — reluctance to address performance issues, vague language around past team challenges, and a track record of avoiding direct confrontation. That’s not emotional intelligence. That’s fear, dressed as empathy. Emotional Intelligence Is a Must — But It’s Not the Full Picture More organisations are making emotional intelligence a key leadership trait in hiring — and for good reason. In high-change environments, emotionally intelligent leaders: Build trust across teams quickly Navigate transformation without losing people along the way Stay composed under pressure Handle interpersonal complexity with clarity But some of the most costly mis-hires we see come from leaders who present as highly empathetic, but struggle to lead through tension. Not because they lack EQ — but because they confuse it with keeping everyone comfortable. The difference? The leaders delivering the best outcomes in 2024 and 2025 are doing both: Holding people accountable while building engagement Delivering hard feedback without defensiveness Balancing calm with courage These are the leaders who retain high performers, protect standards, and still earn trust across the business. Hiring Outcomes Are Better When EQ Is Tested in Context The most effective hiring processes we’re seeing in the market today aren’t just asking, “Is this leader emotionally intelligent?” They’re asking: Can this person hold accountability and empathy at the same time? Have they delivered under pressure without letting performance slide? Do they create safe cultures that are also high-performing? The difference in outcomes is clear: More resilient leadership teams Better cultural fit Fewer surprises post-placement What to Look for in Executive Interviews Hiring emotionally intelligent leaders isn’t just about what they say — it’s about how they’ve acted in real moments of challenge. The most effective hiring panels are getting beyond rehearsed narratives by asking sharper questions: To probe real emotional intelligence: “Tell me about a time you had to lead a team through a change that wasn’t popular.” “How do you approach a conversation when someone on your team is underperforming?” “Describe a time you disagreed with your CEO or board. What did you do?” Watch for signals: Are they clear and specific, or vague and diplomatic? Do they show respect and resolve? Do they accept responsibility, or redirect it elsewhere? In reference checks, ask: “How did they manage pressure or uncertainty?” “Were they able to deliver difficult feedback directly?” “Did they avoid difficult decisions in the name of team cohesion?” When emotional intelligence is genuine, it shows up in results — not just relationships. Why This Matters Now Organisations in the consumer goods and food manufacturing sectors are undergoing constant disruption — from digitisation to regulatory shifts to cost pressures. In this environment, leadership soft skills aren’t optional. But it’s not enough to hire likeable leaders. The ones delivering real impact are those who bring empathy and edge. They’re able to sit with discomfort, hold the mirror up, and still bring people with them. That’s what true emotional intelligence looks like in 2025. So when you’re hiring your next senior leader, don’t just ask if they care. Ask if they can care and confront — with courage, with clarity, and with conviction. Because your culture doesn’t need more harmony. It needs more truth.
By John Elliott March 18, 2025
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