Logistics Management

Let me ask you how you would respond to the question: “What makes a leader successful?” Recently, I had a fascinating conversation with another CEO that considered this question. Given the number of books on this topic, let’s focus on one of the most important attributes of successful leaders.

This CEO noted that effective leaders see the big picture. If most vice presidents, directors, and managers (except, perhaps the one you’re working for) are technically competent, what distinguishes leaders? An effective leader can see where the organization should be going, and has the ability to establish the path for its success. And when it comes to their career, they have a good idea of what they would like to accomplish.

This got me thinking about the readers of this blog: How well do you see the big picture? When it comes to managing your organization’s transportation, logistics, or supply chain functions, what does the big picture look like?  More importantly, when it comes to managing your career, what does the big picture look like?

In answering that question, my experience is that there are three groups of people. The first group has a difficult time answering. Their big picture may be avoiding the wave of layoffs that are threatening corporate America, or experiencing a couple of days in which they don’t have to continually worry about putting out fires in their company. They don’t have the time or the inclination to think about, much less act on, where their department is going in the next 12 to 24 months; or from a career perspective, where they want to be in the next couple of years.

The second group of people can tell you exactly what the big picture looks like. They can define what it will take to get there, and what the benefits will be once the big picture has been implemented. They’re leaders who can manage people and projects in an effective manner.

The third group of people knows that while they may not be able to answer that question, they understand it is an important question, and one that ultimately must be answered. This blog is for the third group. So if you are a member of this group, consider some of the following strategies for answering the Big Picture question.

First, is your horizon short term (day to day), or are you looking at where you want to be in the next three to five years? I know, you’re way too busy fighting fires on a daily basis, and you can’t find the time to define some future goals and objectives, but here’s a word of advice: You should not abdicate planning your future and leave your fate to someone else.

Second, be honest about your current strengths and weaknesses. It’s great to have a rosy big picture; it’s even better to have a rosy big picture that is realistic. Having reviewed hundreds of resumes and conducted lots of interviews, I am intrigued by the question: What are your weaknesses? Candidly, people have a hard time answering this question. They can list their strengths in great detail, but put them on the spot and ask them to truthfully share some of their weaknesses, and the tone of the interview changes instantaneously. It’s hard to have a realistic big picture when you aren’t aware of your strengths and weaknesses.

Third, be intentional. Years ago I talked to a lobbyist  who told me he had come to Washington D.C. 25 years earlier and intended to stay for only one or two years. Twenty five years later he was still there. So I asked him: "Are you happy and content with your decision?” He said, “Not really.” So I asked why he was still a lobbyist in D.C. He told me: “You know, it just kind of happened.” Is that what you want to say about your career 5, 10 or even 25 years from now - It just kind of happened?

Commit yourself to taking a look at the big picture. Don’t let your career “happen” to you.