basictraining
it was not an immediate life-and-death decision to curtail
the travel involved in training and education activities. The
Great Recession provided evidence that if less training was
all right, even less was surely better. Economic decline
pushed some wavering managers over the edge and encouraged cutting employee development in the guise of making
the tough calls that would allow the business to survive hard
times.
The visionary leaders understood that slow times were an
ideal period in which to invest in people development, hone
skills, build loyalty, and create a stronger infrastructure with
which to prosper in a business recovery.
Some companies had no intention of continuing development. The thesis was and is that “we pay good money for
people who already know what they’re doing, so they’d better deliver.” This works only until the world changes and yesterday’s truths become tomorrow’s traps. The same companies inherently believe that the workforce marketplace is
loaded with interchangeable parts, that any associate can be
replaced by any of a number of available candidates.
So, the embedded culture becomes one of “use ’em up and
throw ’em away.” Bad news: There is not an inexhaustible
supply of supply superstars. Worse news: These companies
and managers don’t care. In the short term, these can be
exciting places to work. In the long term, clinical depression
is a risk for the associates, and disappointing performance
becomes the enterprise norm—and the bosses are the next
layer to be scraped into the dustbin.
IN SHORT
In the end, it comes down to this. If the boss feels compelled
to anoint him (or her) self as a leader, run like the wind. If
the manager has to announce “You know, I am a people person,” keep your eyes peeled for an emergency exit.
If the hierarchy doesn’t get the big picture in supply chain
management, be wary. If associates aren’t worth the investment of educating for continuous improvement, make sure
your network is active and up to date.
If the boss’s long-term vision extends only six months out,
don’t let your commitment get too far beyond that. And if
there is a magnifying glass on cost rather than a telescope on
value far into the future, remember what happens to a fly
under a magnifying glass.
Better yet, remember the old song about The Great
Pretender and try to stay out of the frying pan in the first
place. Life’s too short to waste on “leaders” who can’t lead and
managers who can’t manage. And you are too good to sell
your soul to make the great pretenders look like geniuses. ;
Art van Bodegraven may be reached at (614) 336-0346 or avan@columbus.rr.com.
You can read his blog at http://blogs.dcvelocity.com/the_art_of_art/. Kenneth B.
Ackerman, president of The Ackerman Company, can be reached at (614) 488-3165
or ken@warehousing-forum.com.
