Where have all the leaders gone? Long time passing ...
As the old guard exits the workplace, we'll need successors who know what leadership is and how to exercise it. But who will nurture that next generation of leaders?
Art van Bodegraven was, among other roles, chief design officer for the DES Leadership Academy. He passed away on June 18, 2017. He will be greatly missed.
The title of this column might be sung to the tune of a Peter, Paul, and Mary hit from the days of peace and love. But the real question could—and should—be, "Where are all the leaders coming from?" Not that we are awash in leaders.
The supply chain management space has produced, or attracted, pioneering icons since the early 1960s. Some were, and are, leaders. Most were, and are, managers, practitioners, mavens, gurus, and factotums. And the trailblazers are dying off, surely and steadily.
So, what are we, as an industry, doing to create successors who can do more than drive the bus we are already riding in? The casual observer would conclude, "Not much."
WHERE DO LEADERS COME FROM?
Before we understood that leaders could be "made"—developed with tutelage and practice—they were "born." We believed that some among us were just hard-wired at birth to create, visualize, persuade, motivate, charm, empathize, and communicate—to lead by example, to embody core values, to walk the talk, and to attract followers. It took us a long time to probe what made leaders different and what made them tick. It took us a while to suspect, to research, to learn, and to codify the attributes that made them leaders.
We now know that leadership can be developed and honed, that no one has to be locked out of a leadership role by accident of birth. But that raises the question of who will nurture a next generation of both do-ers and leaders, as well as managers and administrators.
By and large, organizations do not provide specific career development designed to create leaders; they might not know why they should, and they most probably don't know how. Universities are absolutely wizard at teaching functionality, at execution levels and in integrated concepts contexts when it comes to supply chain management (and many other disciplines). They may teach management skills and administrative techniques.
Don't get me wrong; these are important. Someone has to manage inventories; someone has to ride herd on sales and operations planning (S&OP) processes; someone has to design distribution networks, or source materials, or rationalize the carrier portfolio. But to what end? To what vision and strategy that a leader has positioned as a unified objective toward which to align resources and effort? And who, where, is creating leaders, nurturing those who can conceive visions and solutions—and develop followers?
WHAT IS A LEADER?
Definitions and descriptors abound, depending on whose book you have just read. Pick an exemplar, any exemplar. Jack Welch, Rudy Giuliani, Colin Powell, Dick Cheney, Dwight Eisenhower, George Patton, Sun Tzu, Machiavelli, whatever and whomever turns you on. Absorb the wisdom of business writers: Tom Peters, Michael Porter, Guy Kawasaki, Daniel Goleman, Daniel Pink, Simon Sinek, Stephen Covey, Ken Blanchard—the list is endless, a Mobius strip of both acclaimed and self-appointed experts.
Here's what leadership comes down to, though, and it is not a slogan or a simple set of attribute labels. In essence, leaders:
Create, keep, and pursue visions
Align teams around objectives
Know their team members on both personal and professional levels
Build teams deliberately for skills, experience, and style mix
Understand, and teach others, team dynamics, roles, and stages of growth
Communicate, with forethought, in written, oral, and nonverbal modes
Maintain personal enthusiasm
Develop the skills and capabilities of those around them
Know and understand their audiences and constituencies—needs, motivators, and styles
Collaborate with peers, subordinates, and superiors
Recognize that leadership behavior is independent of job title
Reach decisions, with appropriate input, and make crisp decisions at crunch time
Manage conflict with others; mediate conflict among teams and subordinates
Solve problems, preferably in collaboration, or independently in extremis
Praise individual and team accomplishment publicly; correct performance issues privately, using consistent rigorous coaching processes
Delegate intelligently, for individual development
Establish clear accountability for all work assignments; share credit for achievement; take the heat for shortfalls
Fight to the death to eliminate the toxic "isms" that rot organizations from within: favoritism, cronyism, nepotism, sexism, racism, ageism, egotism, pessimism, and others
Act honestly, with integrity, in all matters
Live core values in all activities and interactions
Understand the principles and nuances of situational leadership, the tool kit of directing/telling, coaching/selling, supporting/participating, and delegating
Select and apply appropriate leadership styles to match the needs of specific work scenarios
Elevate situational leadership applications for results based on team maturity and stage of development
Are authentic, genuine in all their behaviors and relationships.
THE ROAD TO MARRAKECH
Is there more? Of course. There always is. But the behaviors that constitute leadership turn out to be far more complex, subtle, and interwoven than simply being the boss, or the chief task assignment shuffler, or the first mate who can order those chained below decks to row faster.
The good news? All the listed leadership attributes are teachable and learnable.
It's not enough to be born to lead; the chosen ones must still learn what leading means. It's not enough to be appointed to a position of power; power without purpose, or power without lessons in its limitations, is not sustainable power. Being surrounded by an aura of charisma is not enough; the most beautiful must still learn how to be the brightest, how to push the buttons that make the machinery work.
The bad news? It's where we began this discussion. What entity is teaching those with potential to be leaders? Where does a talented person of promise and capability go to learn what leadership is and how to exercise it? Who is Luke or Lucy Skywalker's Yoda?
While we fight other battles in the trenches of the profession—a general talent shortage, a catastrophic shortage of truck drivers, the mere trickle of analytic capability entering the field, vicious competition, and disruptive innovations—we must also find ways to create leaders who are whole and genuine. Without them, the other challenges are likely to not get solved, or might limp along, held more or less together with the intellectual equivalent of spit and baling wire, and liberal applications of duct tape.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.