DC Velocity - September 2015

Probably for the same reasons that armies have trained to fight the last war for thousands of years, with no one planning how to do anything but react when brass-buttoned musketeers marched in rows, knelt, fired, reloaded, and were shot dead with cannon fire.

So it might be with disruptive technology, or packaging, or marketing, or functionality. Very few are developing the disruptions. Even fewer are planning what to do to anticipate, get ahead of, combat, and defeat the new threats.

Leaders, therefore, must adapt last-century learning for new-century problem solving—or the new-century problems are not going to get solved. For example, an immediate reaction is generally to gather the tried-and-true resources close at hand to deal with the issue du jour. Those farther out from the inner circle get left out, and those in far-flung geographies don’t get 1) involved in, or 2) exposed to, leadership development.

Add to that the belated recognition that success in any and all leadership styles and challenges lies in having a strong EQ (emotional quotient)—basically self-awareness, empathy, and sensitivity—and the reasons for our continuing frustrations and failures become more clear.

Now comes a cadre of learned, if not exactly field-tested,
observers to point out how new-era leaders need to extend
their capabilities. Here is their take on how to approach
complex problem solving:
Can you tackle all this? If so, you can, by expanding,
broadening, and demonstrating 21st century leadership
behavior, inspire and motivate as a genuine leader.

NATURE VS. NURTURE

True confession. I used to believe with my whole being that leaders are born and not made—that we could educate and train managers, but that leaders were gifted with innate, and different, skills from the moment of conception. I pooh-poohed the military notion of developing leaders, thinking that commanding might be taught, but surely not authentic leadership.

No longer. We now know that EQ, the key to unlocking leadership secrets, can be developed and honed. We have living laboratory evidence that leaders can sharpen their techniques and styles with practice and intent. And now that we know what characteristics and attributes make for superb leadership, we can better determine how to use the tools and predispositions involved.

True enough, some seem to have a big head start on the core elements of authentic and effective leadership. But we can learn what it takes to be as effective as they seem to be. OK, not everyone can be a leader; not everyone wants to be a leader. But the idea that by accident of birth one is locked out of a leadership role forever has been shown to be false—and not a safe place to hide.

So, step up and lead. We need your looking-ahead talent (and not your rear-view mirror history). The supply chain management profession needs you, at your best. Your customers need you; your company needs you. You need you—as a leader.

Author’s note: Ken Ackerman, my long-time partner in supply chain education and writing, co-author of Fundamentals of Supply Chain Management, and co-cre-ator of the Basic Training column, is now devoting his efforts to numerous other interests, more than should be allowed by law. I thank him for his mentoring and input, and treasure his continuing friendship.