C-Level leaders are more and more reliant on Supply Chain Managers becauseโฆ
โจ they have the ๐๐๐๐ญ๐ฌ
โจ they address the ๐ซ๐จ๐จ๐ญ ๐๐๐ฎ๐ฌ๐๐ฌ
โจ they are ๐๐จ๐ฅ๐ฅ๐๐๐จ๐ซ๐๐ญ๐ข๐ฏ๐
โจ they have the ๐๐ฎ๐ฌ๐ญ๐จ๐ฆ๐๐ซ ๐ข๐ง ๐ฆ๐ข๐ง๐
โจ they are striving towards ๐๐จ๐ง๐ญ๐ข๐ง๐ฎ๐จ๐ฎ๐ฌ ๐ข๐ฆ๐ฉ๐ซ๐จ๐ฏ๐๐ฆ๐๐ง๐ญ
However, what happens if the C-Level leadersโฆ
โจ do not want to hear the ๐ญ๐ซ๐ฎ๐ญ๐ก?
โจ feel ๐๐๐๐๐ง๐ฌ๐ข๐ฏ๐ when issues are getting transparent?
โจ want to protect their ๐ค๐ข๐ง๐ ๐๐จ๐ฆ?
โจ are focused on short term ๐๐จ๐ง๐ฎ๐ฌ targets and ๐๐๐ซ๐๐๐ซ ambitions?
โจ have ๐ฎ๐ง๐ซ๐๐๐ฅ๐ข๐ฌ๐ญ๐ข๐ ๐๐ฑ๐ฉ๐๐๐ญ๐๐ญ๐ข๐จ๐ง๐ฌ on organisational capabilities?
In such a situation, โ๐๐ฎ๐ฉ๐ฉ๐ฅ๐ฒ ๐๐ก๐๐ข๐ง ๐๐๐ง๐๐ ๐๐ซ๐ฌโ may be tempted to ๐๐จ๐ง๐ฏ๐๐ซ๐ญ ๐ข๐ง๐ญ๐จ โ๐๐ฆ๐ฉ๐ซ๐๐ฌ๐ฌ๐ข๐จ๐ง ๐๐๐ง๐๐ ๐๐ซ๐ฌโ.
That may be a good move for the career advancement, but โImpression Managementโ is an indication of a ๐๐๐ ๐๐ฎ๐ฅ๐ญ๐ฎ๐ซ๐ with detrimental effects on general team engagement and organisational performance.
Now, how should this dilemma best be addressed?
๐๐ง๐ญ๐๐ ๐ซ๐๐ญ๐๐ ๐๐ฎ๐ฌ๐ข๐ง๐๐ฌ๐ฌ ๐๐๐ง๐ฌ๐ข๐ง๐ (๐ข๐๐ฌ๐ข๐ง๐ ) is a structured approach to enable a culture where each employee is focused around the ๐ฉ๐ฎ๐ซ๐ฉ๐จ๐ฌ๐ ๐จ๐ ๐ญ๐ก๐ ๐จ๐ฐ๐ง ๐๐ฎ๐ง๐๐ญ๐ข๐จ๐ง, not โimpressingโ senior leaders, other departments, and colleagues for personal or departmental reasons. We leverage the Integrated Business Planning (๐๐๐) process or any cross-functional ๐ญ๐ซ๐๐ง๐ฌ๐๐จ๐ซ๐ฆ๐๐ญ๐ข๐จ๐ง ๐ข๐ง๐ข๐ญ๐ข๐๐ญ๐ข๐ฏ๐ to nurture team engagement and to boost organisational performance.
Does this resonate with you? ๐๐จ๐ง๐ญ๐๐๐ญ ๐ฆ๐ for an informal exchange of ideas to explore that topic more deeply!