News

EVENTS

13th April

Roger.resized The majority of readers of Warehouse magazine are leaders. Some will be the leader of their company. However, the whole subject of leadership seems not to feature high
on the day to day business agenda of our sector; neither does the question of how we identify leadership potential, and how we develop it?
Many of our top leaders have reached their positions as a result of the successful application of skills in areas other than leadership.
Some have got there on the back of a successful
career in sales, or as a result of particular expertise in financial matters. And even where an all rounder does reach the top, to what extent have his or her natural leadership qualities been developed and trained formally within his or her company? I suspect the answer is very little.
Some might say, so what? They might hold the view that natural leadership is not as important as being a successful businessman.
“What’s the point of having natural leadership qualities, if you can’t read a balance sheet.,” they might contend. Or, they could ask: “What is the point of having as leader, a person who is always ready to take responsibility and to take charge, if his/her judgement is flawed”.
The views expressed above are perfectly valid, but I sense that we could do more to
develop our leaders within the logistics industry than we have. I have little doubt that more investment in this area will improve performance at individual and team level.
In any business the main principles of leadership are establishing effective communications and building trust; setting and monitoring standards and raising the bar, inspiring your people, and always thinking business. Easier said than done, but by stretching the leadership qualities of present day leaders, and developing the natural qualities in emerging leaders the performance of the company will undoubtedly improve.
For a variety of perfectly understandable reasons many of UKWA’s smaller companies
have MD’s who have never received any leadership training, and who were selected
from a shortlist of one. I submit that is not the best template to use for a successful
future. Effective communication skills do not come naturally. Neither is having tough conversations - such as appraisals, disciplinary hearings etc.
As leaders, how do you cope with pressure? Do you handle it in a way to produce
positive outcomes, or do you (like so many), succumb to stress, with the attendant
distraction from your business.
Do you avoid talking in public because you have never been offered advice or training on the subject? Have you turned down chairmanship of outside voluntary organisations because of lack of confidence or experience? In my 14 years with UKWA, I can think of four members of UKWA’s Board who turned down the opportunity of being national chairman because they were worried about their ability to deliver an annual report and speak at the annual lunch and AGM!.
Their reluctance does not make them lesser persons, but their lack of confidence and lack of experience was simply because of lack of training. I will develop these thoughts in subsequent issues.