Sep 29, 2026 · 55 min · 12 segments
Most people get promoted into leadership and think the title comes with power. Noel Massie spent 42 years at UPS, retiring as VP of US Operations, and learned the opposite: the title comes with…
Noel MassieGuestChad PetermanHostAnd I think it comes with a person who had maybe a bad manager in the past, and then they come to a new organization and then they get the title.
The title comes with responsibility because now you have this department or this division entrusted into your care.
What are some of those things? If I'm a listener and I'm like, oh, I just became the service manager for the, you know, the plumbing company I work at.
Like, what should they be thinking about moving forward? So we got the day one thing down.
Like, what should that look like? What should they be focused on to earn that respect? Not just wielding a title around thinking that they've already got it.
And just to give your listeners some idea of me, I started at UPS as a college student when I was 19.
And my intent was never to lead people, right? My intent was, I was a lecture engineering student, and my goal was to get through college, get a job to get me through college.
After three years at UPS, I was a part-time supervisor, meaning that when I was 19, 20, I had seven employees under me, made a lot of mistakes.
I had great leaders above me that were, they were my, the equivalent of my coach, right? The assistant coach, there was a manager.
He had assistant coaches and that those, their job was to coach us as leaders, young leaders, right? 1984, I became a manager.
about 500 employees, 1988 division manager, 1200 employees or so, became a president in 97, right? Business unit, four or 5,000 people.
And then ultimately I had about 30,000 people as a president in Southern California, Chicago, Virginia, et cetera.
Through that journey, through that journey, Just so your listeners understand what my deal is.
And I think it comes with a person who had maybe a bad manager in the past, and then they come to a new organization and then they get the title.
The title comes with responsibility because now you have this department or this division entrusted into your care.
What are some of those things? If I'm a listener and I'm like, oh, I just became the service manager for the, you know, the plumbing company I work at.
Like, what should they be thinking about moving forward? So we got the day one thing down.
Like, what should that look like? What should they be focused on to earn that respect? Not just wielding a title around thinking that they've already got it.
And just to give your listeners some idea of me, I started at UPS as a college student when I was 19.
And my intent was never to lead people, right? My intent was, I was a lecture engineering student, and my goal was to get through college, get a job to get me through college.
After three years at UPS, I was a part-time supervisor, meaning that when I was 19, 20, I had seven employees under me, made a lot of mistakes.
I had great leaders above me that were, they were my, the equivalent of my coach, right? The assistant coach, there was a manager.
He had assistant coaches and that those, their job was to coach us as leaders, young leaders, right? 1984, I became a manager.
about 500 employees, 1988 division manager, 1200 employees or so, became a president in 97, right? Business unit, four or 5,000 people.
And then ultimately I had about 30,000 people as a president in Southern California, Chicago, Virginia, et cetera.
Through that journey, through that journey, Just so your listeners understand what my deal is.
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