Forging a Dynamic, Enduring and Energetic Supply Chain: Developing Supply Chain-Rooted CEOs

Part II: The Role of the Individual Player


The examples shown compare two different opportunities being presented to a Senior Manager of Network Planning. The more customary progression to Director of Network Planning actually provides lower career value than a move to Customer Service Logistics Manager. The scores developed through DNA method generate 36.5 points for customer service logistics manager versus 26 for the director of network planning role. This requires the candidate to think of his/her career in the long term – but that is what a CEO is expected to do!

Self-assessment/Audit

Following is a 30-question audit that can help you determine whether you have the relevant skills to make it to the top job. Questions are very specific and should help one to hone in on specific skills and to seek experiences that provide the opportunity to develop these skills.

Do You Have It in You

Business Acumen:

• Do you understand the nuts and bolts of how money was, is and will be made in your industry and in your organization?

• Do you comprehend what are the fundamentals and assumptions underlying the theory of business in your company?

• Do you know, specifically, what your key customers value most about your company’s product or service? What their business model is? What are their moneymaking assumptions and any related business practice changes in the last five years?

Work Ethics:

• Do you have a systematic methodology to improve your productivity? Do you stretch your capabilities as a matter of course, always delivering more than what is expected?

• Are you willing to put in the extra time and go the extra mile as a way to standout from the crowd without losing the balance in your life?

• Do you consistently demonstrate a can do attitude, finding ways to get things done using resourcefulness and creativity versus cutting corners or lowering standards?

Networking Skills:

• Do you spend time building your social network? How many people and subject matter experts can you call for advocacy for specific problem – both internal and external?

• How effective is your internal advocacy group? Do senior leaders know you personally? Is this a result of your contributions to the organization?

• Do you make an effort to stay in touch with people who have helped you? Do you give more than you seek?

Earning the Stripes:

• Do you like to spend time to earn your credibility and finish what you’ve started, or are you likely to get distracted and move on to new things?

• Do you desire to make contributions that are recognized internally and externally? Will you do so against all odds and in trying situations?

• Has your career progression been based on achievement or on politics and positioning?

Permeability:

• Do you have the energy and communication skills to influence, motivate and energize vertically (up and down) an organization to achieve exceptional results?

• Can you engage, align and build win-win holistic solutions horizontally in an organization and motivate people to willingly change behavior?

• Do you understand the theory of value chain efficiency? Are you willing to collaborate and help your external partners, customers and suppliers by making decisions for the holistic good?

People Skills:

• How effective are the people you develop? How many of them have gone on to make meaningful contributions elsewhere?

• Do you have a passion for developing leaders – soliciting, recruiting, coaching, mentoring, recognizing and rewarding and developing leadership skills?

• Do you have a systematic methodology to develop leaders? Do you focus on the specific needs of individuals? Do you spend time on the high-potential performers?

Decision Making:

• Are you fact-based and unemotional in your decision making? When all the data are not available, do you have fortitude to make timely, prudent and strategically relevant decisions?

• Do you project stability, composure and strength when things are not going as planned? Are you willing to be held accountable for failure? Will you readily change the course when presented with new facts?

• Do you keep track of your decision effectiveness?

Lateral Moves:

• Are you willing to make lateral moves as a way to develop the skills that you may be lacking?

• Do you have a career plan that calls for development in key areas? Do you have a plan that has timing of when, how and where?

• Do you understand what it takes to learn to make meaningful contributions in a lateral position?

Continuous Development:

  • Enhance Your Experience.

    When you register for SDCExec.com you stay connected to the pulse of the industry by signing up for topic-based e-newsletters and information. Registering also allows you to quickly comment on content and request more infomation.

Already have an account? Click here to Log in.

Enhance Your Experience.

When you register for SDCExec.com you stay connected to the pulse of the industry by signing up for topic-based e-newsletters and information. Registering also allows you to quickly comment on content and request more infomation.

OR

Complete the registration form.

Required
Required
Required
Required
Required
Required
Required
Required
Required
Required
Required