C-Level leaders are more and more reliant on Supply Chain Managers because…
⇨ they have the 𝐟𝐚𝐜𝐭𝐬
⇨ they address the 𝐫𝐨𝐨𝐭 𝐜𝐚𝐮𝐬𝐞𝐬
⇨ they are 𝐜𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐯𝐞
⇨ they have the 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐢𝐧 𝐦𝐢𝐧𝐝
⇨ they are striving towards 𝐜𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐢𝐦𝐩𝐫𝐨𝐯𝐞𝐦𝐞𝐧𝐭
However, what happens if the C-Level leaders…
⇨ do not want to hear the 𝐭𝐫𝐮𝐭𝐡?
⇨ feel 𝐝𝐞𝐟𝐞𝐧𝐬𝐢𝐯𝐞 when issues are getting transparent?
⇨ want to protect their 𝐤𝐢𝐧𝐠𝐝𝐨𝐦?
⇨ are focused on short term 𝐛𝐨𝐧𝐮𝐬 targets and 𝐜𝐚𝐫𝐞𝐞𝐫 ambitions?
⇨ have 𝐮𝐧𝐫𝐞𝐚𝐥𝐢𝐬𝐭𝐢𝐜 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬 on organisational capabilities?
In such a situation, “𝐒𝐮𝐩𝐩𝐥𝐲 𝐂𝐡𝐚𝐢𝐧 𝐌𝐚𝐧𝐚𝐠𝐞𝐫𝐬” may be tempted to 𝐜𝐨𝐧𝐯𝐞𝐫𝐭 𝐢𝐧𝐭𝐨 “𝐈𝐦𝐩𝐫𝐞𝐬𝐬𝐢𝐨𝐧 𝐌𝐚𝐧𝐚𝐠𝐞𝐫𝐬”.
That may be a good move for the career advancement, but “Impression Management” is an indication of a 𝐛𝐚𝐝 𝐜𝐮𝐥𝐭𝐮𝐫𝐞 with detrimental effects on general team engagement and organisational performance.
Now, how should this dilemma best be addressed?
𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞𝐝 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐒𝐞𝐧𝐬𝐢𝐧𝐠 (𝐢𝐁𝐬𝐢𝐧𝐠) is a structured approach to enable a culture where each employee is focused around the 𝐩𝐮𝐫𝐩𝐨𝐬𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐨𝐰𝐧 𝐟𝐮𝐧𝐜𝐭𝐢𝐨𝐧, not “impressing” senior leaders, other departments, and colleagues for personal or departmental reasons. We leverage the Integrated Business Planning (𝐈𝐁𝐏) process or any cross-functional 𝐭𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐚𝐭𝐢𝐨𝐧 𝐢𝐧𝐢𝐭𝐢𝐚𝐭𝐢𝐯𝐞 to nurture team engagement and to boost organisational performance.
Does this resonate with you? 𝐂𝐨𝐧𝐭𝐚𝐜𝐭 𝐦𝐞 for an informal exchange of ideas to explore that topic more deeply!