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Nurminen Logistics Plc Nominates New President and CEO

The Board of Directors of Nurminen Logistics Plc is pleased to announce that Mr. Marko Tuunainen (M. Sc. Econ.) has been elected as President and CEO of the Company. Mr. Tuunainen has previously acted in the Company as SVP, Forwarding and Value added services business line. Mr. Tuunainen will start in the position of the President and CEO 1 August 2015 and will continue in his previous role in addition to other duties. The current Nurminen Logistics Plc’s President and CEO Olli Pohjanvirta will act in his current position until 31 July 2015. After this Mr. Pohjanvirta will continue in the Company as a support for the new CEO until further notice.


If you love your job, don’t read this.

We wouldn’t want to tempt you with our great  new job opportunities 


5 Ways To Spot A Bad Boss In An Interview

 “by Stephanie Taylor Christensen,”

A boss can literally, make or break your career. Here are five ways to spot the bad ones before they become yours.

A great boss can make you feel engaged and empowered at work, will keep you out of unnecessary office politics, and can identify and grow your strengths. But a bad boss can make the most impressive job on paper (and salary) quickly unbearable. Not only will a bad boss make you dislike at least 80% of your week, your relationships might suffer, too. A recent study conducted at Baylor University found that stress and tension caused by an abusive boss “affects the marital relationship and subsequently, the employee’s entire family.” Supervisor abuse isn’t always as blatant as a screaming temper tantrum; it can include taking personal anger out on you for no reason, dismissing your ideas in a meeting, or simply, being rude and critical of your work, while offering no constructive ways to improve it.  Whatever the exhibition of bad boss behavior, your work and personal life will suffer. Merideth Ferguson, PH.D., co-author of the study and assistant professor of management and entrepreneurship at Baylor explains that “it may be that as supervisor abuse heightens tension in the relationship, the employee is less motivated or able to engage in positive interactions with the partner and other family members.”

There are many ways to try and combat the effects of a bad boss, including confronting him or her directly to work towards a productive solution, suggesting that you report to another supervisor, or soliciting the help of human resources.  But none of those tactics gurantee improvement, and quite often, they’ll lead to more stress. The best solution is to spot a bad boss—before they become yours! Here are five ways to tell whether your interviewer is a future bad boss.

1. Pronoun usage. Performance consultant John Brubaker says that the top verbal tell a boss gives is in pronoun choice and the context it is used. If your interviewer uses the term “you” in communicating negative information ( such as, “you will deal with a lot of ambiguity”), don’t expect the boss to be a mentor.  If the boss chooses the word “I” to describe the department’s success—that’s a red flag.  If the interviewer says “we” in regards to a particular challenge the team or company faced, it may indicate that he or she deflects responsibility and places blame.

2. Concern with your hobbies. There is a fine line between genuine relationship building, and fishing for information, so use your discretion on this one. If you have an overall good impression of the potential boss it may be that he or she is truly interested in the fact that you are heavily involved in charity work, and is simply getting to know you. On the other hand, the interviewer may be trying to determine whether you have too many commitments outside of work. The interviewer can’t legally ask if you are married, or have kids, so digging into your personal life can be a clever way to understand just how available you are.

3. They’re distracted. The era of email, BlackBerrys and smartphones have made it “okay” for people to develop disrespectful communication habits in the name of work. Particularly in a frenzied workplace, reading email while a person is speaking, multi-tasking on conference calls and checking the message

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Five Key Workplace Truths Every Professional Should Know

“article courtesy of”

There are unspoken rules that exist in the workplace that colleges don’t teach and HR rarely trains on, and those rules are a powerful influence of who advances and who does not. These are the “soft skills” that organizational leaders wish more of their people understood.

Here’s a crash course in just five of those unspoken rules.

1) The Workplace Is Not Fair

We go through life being taught that things should be a certain way – that the world is a fair and just place, and that good should prevail over evil. How many inspirational movies have you seen about individuals overcoming a great injustice? We like to think that this applies to life in general…But the truth is that it doesn’t.

There’s a difference between the way things should be and the way things are. The workplace is made up of people, and regardless of good intentions, people don’t make decisions based on what is fair – they make decisions based on what they perceive is going to benefit them at any given time. And making movies about people who go to work, do a great job, and get fired anyway because the boss doesn’t like them aren’t nearly as inspirational.

Now, that can be a really depressing thought! But here’s the thing: Once you acknowledge this fundamental truth, it changes the way that you navigating the workplace. It means that the personal relationships you develop in the office are just as important to your ultimate success as doing good work.

2) Relationships Trump Org Chart

There are three types of power and influence in the workplace – role power, expertise power, and relationship power.

  • Role power is where you sit in the org chart – who you report to, who are your peers, and who reports to you. You’re influential over the people who report to you purely because you’re the one reasonable for writing their annual review.
  • Expertise power is when you are perceived to be an expert in a particular area. Perceive is the key word here – you can be an expert in something, but if people don’t perceive you to be, then you don’t have expertise power.
  • Relationship power is based on who you have effective working relationships with in the office. Think of it as who likes working with you, and who does not.

Of the three, role power is the weakest type of influence to have in the workplace – just because someone reports to you, or indirectly ranks lower than you in the org chart, does not mean that they automatically buy into a word you say. You can make the people who report to you complete certain tasks, but that won’t stop them from undermining you behind your back if they don’t really buy into it.

Relationship power, on the other hand, is the strongest type of influence that you can have – it trumps role power every single time. When you have relationship power, you don’t need rank or position to get things done. Think about the people in your office that the boss likes…and then think about the ones that the boss doesn’t like. It doesn’t matter who those people report to – the ones that the boss likes are inevitably able to get their way more often, and the ones the boss doesn’t like are constantly fighting an uphill battle.

3) Count The Votes…And Act Accordingly

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Leaders Need a Daily Reading Habit

“by George Ambler,”

It’s frequently said that those who lead, read. Research has shown that reading keeps leaders smart, creative and social. For those who want to lead, reading is not a nice to have or a luxury, reading is a habit successful leaders consider critical to their success.


“In my whole life, I have known no wise people who didn’t read all the time – none, zero. You’d be amazed at how much Warren(Buffett) reads – at how much I read. My children laugh at me. They think I’m a book with a couple of legs sticking out”.” – Charles T. Munger, Poor Charlie’s Almanack: The Wit and Wisdom of Charles T. Munger

The conviction as to the importance of reading for leaders is not unique to billionaire Charles Munger. Tom Peters made the following comment in an interview with McKinsey Quarterly:

“I was at a dinner party recently with a guy who’s probably one of the top ten finance people in the world. At one point he said, “Do you know what the biggest problem is with big-company CEOs? They don’t read enough.” – Tom Peters, Tom Peters on leading the 21st-century organization

As a leader if you’re not reading daily don’t be surprised if you find yourself falling behind your peers!

6 Steps to a Daily Reading Habit

Reading is a habit and like any other habit it needs to be purposefully developed.

1. Set an Annual Reading Goal

As with most habits, change begins with goal. You set goals for your exercise routine, you set goals for how much weight you want to lose, reading is no different.

The first step is to set a goal for the number of books you would like to read this year. You could go big and decide to read 52 books this year – one book a week. Or you could decide to take it more slowly and read two books a month – one book every two weeks. For example Mark Zuckerberg has set himself a reading goal.

“My challenge for 2015 is to read a new book every other week – with an emphasis on learning about different cultures, beliefs, histories and technologies.” – Mark Zuckerberg

If you want to follow along with Mark’s challenge you can do so on the Facebook page A Year of Books.

So take some time to set a goal for the number of books you will read this year.

2. Maintain a Reading List

A powerful way to sustain your reading habit is to keep a reading list. This is a list of all the books you want to read. Some people keep this list in a journal, others as part of their to do list, you can find mine here.

Whenever you come across an interesting book or a recommendation from a friend, add the book to your reading list. It is also useful to get into that habit of asking others what they are reading from time to time. Then add their suggestions to your list for consideration.

In this way you never run out of books to read. Knowing that you have a list of books waiting to be read, helps to maintain your reading habit. Use your book list and purchase a bunch of books then keep them close at hand. The minute you finish a book, pickup a new one and start reading. Don’t break the cycle. Keep reading.

Lastly, share the great books you have read with others so they can learn and grow. Here are some examples of reading lists that others have shared.

  • Your summer reading list: Rashida Jones, Elizabeth

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Why Your Employees are Miserable During Vacation

“by Pam Wickham,”

A strong team is the product of smart hiring, strategic training, simple respect and a ton of trust. Building a strong team is hard work, but the payoff is immeasurable. Here are a few techniques I’ve picked up in my efforts:

Hire as a team
A strong team requires the right people — not just good people, and not just qualified people — but the right people. I’m talking team players. When interviewing candidates, put them face-to-face with members of your staff — men and women, younger and older, junior and senior. For the candidate, it’s an early sign of how much teamwork matters at your organization. For your team, it reinforces their sense of ownership and sends the message that their thoughts matter.

Cross-train everyone
A strong team is packed with people who can step into each other’s roles when the need arises. Not only does cross-training make your team stronger and more agile, but it teaches empathy. Trying someone else’s job is the best way to learn how hard it really is. Most importantly, it eliminates the burden that comes with only one person being able to perform a certain task — a huge source of stress and a major morale killer that ruins vacations and drives people to come in on sick days.

Let them grow
A strong team never stops improving, and that starts with valuing your talent. Know what your people do well, and call on them to do it. Know what they need to improve, and help mentor them. Know where they want to go, and help them get there. Fight the urge to keep talented people in their positions. The more people you send off to bigger things, the more you’ll see good candidates knocking on your door.

Invest in them

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How Many Job Interviews Are Too Many?

‘by Jorg Stegemann,”

The job interview process is probably the most crucial part to a successful hiring. And without successful people on board – from the switchboard operator, over Research & Development and accounts receivables to the CEO – no company will stay in business.

Much has been written (including on this blog) on how to master the job interview, both for the hiring manager and the candidate. This is the quality part. What about the quantity, more specifically: how many job interviews are too many?

I have heard everything from we hire after “1 phone interview” to “17 personal interviews”.

It is difficult to give a clear answer. My experience after 15 years’ in recruitment is:

  • There should be no less than two physical meetings between candidate and future manager. I feel it is important to meet once, go away, digest and come back to see if the first impression is consistent. I have seen people change from interview 1 to interview 2 and anything that is inconsistent, is not good in business (or child education…).

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Job Interview? Here’s How to Prepare

by Beth Berk,”

Not being properly prepared for an interview can ruin your chances of landing a job. What you say—and don’t say—through your words, tone, dress, and gestures will affect how others perceive you. That’s why you need to be prepared at every stage of the interview process, from the time you decide to seek a new job to the final interview. Your preparedness gives employers vital clues to how you will behave, communicate, and perform in the role for which you are being considered.
Here are some ways to ensure you’re fully prepared for your next interview:  

  • To prepare for interview questions, search for lists of the most commonly asked questions online. Brainstorm answers to all of them. In particular, be sure you know how you’d answer questions about the following: your strengths, weaknesses, and areas for improvement; why you are looking to leave your current job and why you left prior jobs; how you handled a challenging situation; your accomplishments and contributions; and your goals. Regarding accomplishments, it helps to have specific quantifiable data about how your performance compares favorably to others who were in a similar situation (e.g., you saved the company $200,000, reduced month-end close by two days, etc.).

  • Review the website of the organization you’re applying to in order to learn about the products and/or services it offers, the management team and other key professionals, any awards it recently received, and where its offices are located. Read the organization’s recent press releases. Also, read the LinkedIn profiles of the professionals with whom you will be meeting.

  • Make sure your résumé (and LinkedIn profile) is up to date and complete. If you haven’t reviewed your résumé in a few months or more, make sure you include any new information, including responsibilities and duties, a promotion or title change, and recent accomplishments including awards, classes, or training seminars you’ve attended.

  • If you realize that information has been omitted from your résumé that you may be asked about

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Your Checklist for More Effective Meetings

Keeping meetings, tight, effective and on-track takes discipline. And meetings that waste time also squander energy, productivity, and money.

When you follow these 15 tips you gain respect and buy-in as you run meetings that are valuable, efficient and productive.

  1. Hold meetings standing up to capture more excitement and reduce the length of the meeting.
  2. Include decision makers so decisions can be finalized at the meeting.
  3. Schedule shorter meetings. Aim for 15 minutes. Time limits keep meetings focused on essential topics. TED talks are limited to 18 minutes or less so presenters will carefully organize their thoughts. Research shows we tend to focus well for 10 to 18 minutes before our minds start to wander.
  4. Make commitments in addition to decisions. Choose someone to be responsible. Steve Jobs called them DRIS — Directly Responsible Individuals. He ended meetings by assigning tasks and commitments. Issue a clear request and require a verbal buy-in. Don’t allow a non-committal “I’ll try.” Assignments give greater accountability and clearer organization.
  5. Use a timer to keep track of time and keep you on target. Determine a specific amount of time for each agenda item. When time is up, assign the next steps and move on.
  6. Leave cellphones at the door. A Marshall School of Business survey indicates you antagonize co-workers by using cell phones in meetings. 86% find it rude to answer phones in meetings. Essentially when you turn from the meeting to your phone, you waste other’s time and tell them they are less important than your call, text or email.

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Four Actions That Can Make You a Wellspring of Confidence

“by Wendy Axelrod,”


You will never read a single line from some of today’s best writers. Instead, you will hear them in a TV program or movie.

A line that has resonated with me is from season six of “Mad Men.” When Pete, distraught about his work circumstance, asked for advice, he received this thought-provoking statement: “I realized I had regrets because I didn’t understand the wellspring of my confidence.” Spurred by that counsel, Pete recognized the importance of his ex-wife and family, reunited with them, and was able to take a risk on a huge career move.

That’s fiction, yet in reality, there is tremendous significance to being a wellspring of others’ confidence in order to help them grow. You can shore up your employees’ footing to go face risks and make big leaps in their capabilities.

While not always expecting to receive it, most employees look to their managers to build confidence. Viewing it as a lesser priority in their role, many managers do a poor job with this. Based upon interviews I did with scores of managers who now excel at developing others, there were typical mistakes these managers made while learning to do this well. Today, their advice is to start by looking inward and overcome some natural tendencies such as: micromanaging, risk avoidance, playing favorites, indiscriminate cheerleading, and lack of follow through with their employees.

Next, consider that it is not only the action you take with employees, but also the relationship you build that will have an impact. After all, you are not just affecting their skill, but most especially their will; and, employees use that support to push through internal (e.g., fear of failure) barriers.

Here are four actions toward being a wellspring of confidence for your employees:

  1. Focus on each employee individually knowing their skill set, interests, and tolerances. For example, new and seasoned employees have different needs and encounter different challenges (new employees need direction on what skills are needed for progression, while seasoned employees may feel there is less interest in investing in their development). Understanding each person allows you to pinpoint the tailored direction to take, will be noticed by each employee, and more likely results in prompting them to take those next steps of development.
  2. Relate feedback in respectful and credible terms. Give them honest feedback in a thoughtful give and take discussion. This involves more preparation then a straight telling of your observation, and requires you to neutralize any emotional reactions to their actions that caused you extra effort. Leave space for their viewpoints, inviting them to share their questions and concerns. Allowing them to have their foibles, and still be OK with them, is crucial. Do this regularly so that it is an expected part of the work week.
  3. Get yourself ready to provide challenging assignments, even high-stakes

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Four Keys to Leadership According to Jack Welch

“article courtesy of Compensation Cafe” 

“Neutron Jack” Welch is back in the news. He’s been on a speaker circuit with his wife, Suzy, promoting their new book The Real-Life MBA: Your No-BS Guide to Winning the Game, Building a Team, and Growing Your Career. In the last couple of weeks, I’ve read a few articles centered on him, his leadership style, and his wisdom for leaders today. This article included a few nuggets well worth sharing.

“To be a good leader for your employees, one needs to be rich with your praise, cheer them on, love to watch them grow and be excited about their success. You need to be happy to see them get promoted and pleased to give them raises. You need to love to give bonuses. Basically, you need what we call the generosity gene. It’s absolutely critical.”

I wonder if some are surprised to hear this from a business leader with a nickname related to people practices. I wasn’t. Mr. Welch is himself on record saying people have misunderstood and misapplied his people approach. In his book Winning, he wrote:

“The middle 70% are enormously valuable to any company; you simply cannot function without their skills, energy, and commitment. And that’s the major challenge, and risk — keeping the

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You Don’t Need a Position or a Title to be a Great Leader

“by Scott Edinger,”

John Quincy Adams, the sixth President of The United States said it best close to 200 years ago. “If your actions inspire others to dream more, learn more, and become more, you are a leader.” The sentiment expressed in that sentence succinctly describes one of the primary messages in my new book The Hidden Leader, which is that leadership in organizations, is not tied only to positions of authority and titles.

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Rather, that leadership can exist anywhere in a company, from individual contributors, front-line supervisors, or middle management—places we don’t tend to look for leaders. Yet harnessing the power of those employees may be your best opportunity to create a competitive advantage in an environment where what you offer, (products or services) is becoming less important than how you offer it. The linchpin for that elusive, but unfair advantage over the competition is your Hidden Leaders.

I’ve analyzed and published performance data on tens of thousands of leaders and had the chance to work personally with hundreds more. Through that experience I’ve learned that leaders come in all shapes and sizes. There is no bright-line test or rule for what makes exceptional leadership. No universal standard or unambiguous objective factors. But the common thread in that tapestry of leadership is that leaders believe that what they do matters. They make a difference. And that has nothing to do with titles, positions, or authorit

In my work with companies from the largest in the Fortune 500 to venture backed start-ups, I’ve been fortunate to see many of these Hidden Leaders in action, committed to making a difference, and this is what I’ve observed.

1. They lead through relationships. With no position or title to wield, the Hidden Leaders rely on their relationships to influence action. Relationships that aren’t just niceness or likeability (though it doesn’t hurt), but those that are built on confidence in their capability or expertise. Relationships that develop trust in decision making, and prioritizing what is in the best interest of the customer or the company. These relationships also create some kind of a connection—that is, they interact as people—not just doing tasks and performing jobs. That connection can include excitement and engagement, or frustration and a desire work together to improve something. 

2. They demonstrate integrity. The kind of integrity that has the courage to give feedback or express truthful opinions instead of clouding real issues with corporate speak. The integrity of keeping commitments, and being accountable for their actions. Integrity that shows when someone is willing to speak up when something goes against the grain of cultural values or isn’t consistent with stated objectives. Of course, they don’t lie, cheat, or steal, but that is no great feat, and frankly is just meeting expectations. This kind of demonstration of integrity includes a texture of being reliable, dependable, and consistent. They can be counted on.

3. They focus on outcomes and results. Instead of getting bogged down in checking off tasks or blindly going about their work, Hidden Leaders will take a look to the horizon to understand what the end result is. That desired result could be the completion of a project, resolution of an issue

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