Bosses: Good, Better, Best

By Robert A. Rudzki, SCMR Contributing Blogger
March 25, 2011 - SCMR Editorial

Talent management should be on the “short list” of your top priorities for a simple reason: this is about investing in the future capability of your organization. And staff capabilities (plus good business processes) are ultimately what drive results.

We’ve touched on certain aspects of the talent management topic before:

http://www.scmr.com/article/is_your_organization_committed_to_talent_management_part_1/

http://www.scmr.com/article/is_your_organization_committed_to_procurement_talent_management_part_2/

Today, I’d like to suggest a simple mantra regarding leading talent management:

1. GOOD bosses make talent management a personal and departmental priority year-in and year-out.
2. BETTER bosses do the above, plus ensure that the talent management budget is protected and is sufficient
3. the BEST bosses do all of the above for their organization, plus realize that they themselves can improve their leadership and management skills, and set aside time during the year to do just that

This last point deserves further comment regarding the “how.” A highly recommended first step is to arrange a baseline 360 degree LPI (Leadership Practices Inventory). The second step is to turn the LPI learnings into a personal action plan. And a productive third step is to repeat the LPI on an annual or bi-annual basis to track progress across key leadership practices and obtain constructive input for improvement.

Some of the best leaders that I have had the pleasure of working with make a personal commitment to this process.

For related stories click here.



About the Author

image
Robert A. Rudzki
SCMR Contributing Blogger
Robert A. Rudzki is a former Fortune 500 Senior Vice President & Chief Procurement Officer, who is now President of Greybeard Advisors LLC, a leading provider of advisory services for procurement transformation, strategic sourcing, and supply chain management. Bob is also the author of several leading business books including the supply management best-seller "Straight to the Bottom Line®", its highly-endorsed sequel "Next Level Supply Management Excellence," and the leadership book "Beat the Odds: Avoid Corporate Death & Build a Resilient Enterprise." You can reach him through his firm's website: http://www.GreybeardAdvisors.com

Subscribe to Logistics Management magazine

Subscribe today. It's FREE!
Get timely insider information that you can use to better manage your
entire logistics operation.
Start your FREE subscription today!

Recent Entries

The index ISM uses to measure non-manufacturing growth—known as the NMI—was 56.0 in June, which edged out May by 0.3 percent.

Regardless of the date or year, one thing is beyond consistent when it comes to key themes in freight transportation logistics: the state of United States highways and related transportation infrastructure is in an eternal state of chaos and disrepair.

The high-volume warehouse or distribution center that supports B2B, Omni-channel activities, direct-to-consumer shipments, and the Internet of Things all require a flexible and scalable supply chain in order to function at optimal capacity. The problem is that most of today's supply chains are made up of fragmented silos of information that compromise their ability to compete, be responsive to customer demands or seize new business opportunities.

As customers' demands constantly evolve, transportation and logistics (T&L) operations are being put under growing pressure to offer more efficient delivery services, while not compromising on customer service. Using findings from a research survey conducted among transport and logistics managers around the world, this report explores how a combination of mobile technology implementations for mobile workers, and process re-engineering efforts can elevate operations to the next level.

It's a fact - most best-of-breed WMS providers force you to pay every time you require a system change. Uncover five more dirty secrets many warehouse management systems providers don't want you to know. Download the white paper 5 Dirty Secrets of Warehouse Management Systems to discover these hidden truths and gain valuable information on considerations for evaluating WMS vendors.

About the Author

Patrick Burnson, Executive Editor
Patrick Burnson is executive editor for Logistics Management and Supply Chain Management Review. Patrick covers international trade, global logistics, and supply chain management. He lives and works in San Francisco, providing readers with a Pacific Rim perspective on industry trends and forecasts. Contact Patrick Burnson

Comments

Post a comment
Commenting is not available in this channel entry.