Peter Drucker famously stated that "management is doing things right; leadership is doing the right things." Great leaders possess dazzling social intelligence, a zest for change, and above all, vision that allows them to set their sights on the "things" that truly merit attention. Leaders see the future, identify opportunities, create the vision, set the course of action, and then motivate and guide their people over the pathway.
Organizations today are facing rapid change, evolving business models, business-altering technology and concepts, significant global competition, escalating regulatory requirements, heavy customer demands and expectations, and a constant flow of new ideas and inventions. In order for organizations in healthcare, industry, service, and government to survive, they need staff who will step up to the plate and lead their own employees, departments, divisions, and/or business groups.
Some people are born with the leadership gene; others have developed skills, expertise, and knowledge that put them into leadership roles; others find themselves in situations forcing them to take the reins; and others are lucky enough to find themselves in an environment that promotes leadership for all. One of the most important tasks of an existing leader is creating a fertile field for the identification, development, and growth of leadership in others. They can ensure that this is in place with two approaches: Example and Environment.
Existing leadership sets the Example for others to mirror. They:
Embody the core values of the organization
Are consistent in thought, word, and deed
Inspire trust from others
Commit to the vision and mission of the organization
Love the work and the challenges of the business, not the title, money, or power
Set the direction
Establish the foundation
Seek out ideas, constructive feedback, and criticisms from others
Are enthusiastic, inspiring, passionate, and energetic
Are humble but secure
Build successful relationships in all directions
Take care of their people
Admit bad decisions and move quickly to regroup
Are able to identify the need for change
Consistently execute both small-and-large-scale changes
Existing leadership creates an Environment for the strengthening of other leaders and the sprouting of new leaders by:
Believing employees are critical to the success of the organization
Ensuring that everyone understands the vision, mission, objectives, and goals of the organization
Ensuring effective communication and the deployment of information throughout the organization
Seeking out, encouraging, and listening to the ideas and suggestions of staff at all levels
Seeking employee input in problem solving, decision-making, objective and goal setting
Creating an environment that allows for risk taking
Viewing conflict as an opportunity for new concepts and compromise
Looking at mistakes as opportunities and learning lessons
Empowering employees to take on challenges and make decisions
Walking around and talking to employees at all levels and all shifts
Providing the training, acknowledgment, and opportunities for employees to develop and use new skills and knowledge
Making employees feel part of the team and important to the future of the organization
This may require a shift in the culture of the organization and require time, training, and funding. However, the return on investment is significant in savings, efficiencies, staff morale, employee retention, competiveness, quality performance, and customer service.
Leadership is about leading - and inspiring others to take on leadership. It is a win-win for all.
This article is part of the monthly series authored by ISM’s Logistics & Transportation Group Board Members, who are current practitioners, consultants, trainers, and educators. In future columns, they will continue sharing their views on a number of Supply Chain topics.
Marilyn Gettinger is owner of New Directions Consulting Group, an organization offering customized workshops and a team-oriented consulting method to assist organizations in being successful in their global supply chains management. She can be reached at mgettinger@aol.com, or (908)-709-0656, or, www.consultwithnewdirections.com.
Organizations today are facing rapid change, evolving business models, business-altering technology and concepts, significant global competition, escalating regulatory requirements, heavy customer demands and expectations, and a constant flow of new ideas and inventions. In order for organizations in healthcare, industry, service, and government to survive, they need staff who will step up to the plate and lead their own employees, departments, divisions, and/or business groups.
Some people are born with the leadership gene; others have developed skills, expertise, and knowledge that put them into leadership roles; others find themselves in situations forcing them to take the reins; and others are lucky enough to find themselves in an environment that promotes leadership for all. One of the most important tasks of an existing leader is creating a fertile field for the identification, development, and growth of leadership in others. They can ensure that this is in place with two approaches: Example and Environment.
Existing leadership sets the Example for others to mirror. They:
Embody the core values of the organization
Are consistent in thought, word, and deed
Inspire trust from others
Commit to the vision and mission of the organization
Love the work and the challenges of the business, not the title, money, or power
Set the direction
Establish the foundation
Seek out ideas, constructive feedback, and criticisms from others
Are enthusiastic, inspiring, passionate, and energetic
Are humble but secure
Build successful relationships in all directions
Take care of their people
Admit bad decisions and move quickly to regroup
Are able to identify the need for change
Consistently execute both small-and-large-scale changes
Existing leadership creates an Environment for the strengthening of other leaders and the sprouting of new leaders by:
Believing employees are critical to the success of the organization
Ensuring that everyone understands the vision, mission, objectives, and goals of the organization
Ensuring effective communication and the deployment of information throughout the organization
Seeking out, encouraging, and listening to the ideas and suggestions of staff at all levels
Seeking employee input in problem solving, decision-making, objective and goal setting
Creating an environment that allows for risk taking
Viewing conflict as an opportunity for new concepts and compromise
Looking at mistakes as opportunities and learning lessons
Empowering employees to take on challenges and make decisions
Walking around and talking to employees at all levels and all shifts
Providing the training, acknowledgment, and opportunities for employees to develop and use new skills and knowledge
Making employees feel part of the team and important to the future of the organization
This may require a shift in the culture of the organization and require time, training, and funding. However, the return on investment is significant in savings, efficiencies, staff morale, employee retention, competiveness, quality performance, and customer service.
Leadership is about leading - and inspiring others to take on leadership. It is a win-win for all.
This article is part of the monthly series authored by ISM’s Logistics & Transportation Group Board Members, who are current practitioners, consultants, trainers, and educators. In future columns, they will continue sharing their views on a number of Supply Chain topics.
Marilyn Gettinger is owner of New Directions Consulting Group, an organization offering customized workshops and a team-oriented consulting method to assist organizations in being successful in their global supply chains management. She can be reached at mgettinger@aol.com, or (908)-709-0656, or, www.consultwithnewdirections.com.
