Dangerous traits can damage supply chain reputations, supply chain's reputation
Sometimes the demands of a clinician or fellow staff member can irk even the most dignified and stalwartly professional supply chain leader or manager. And that doesn't even incorporate the disrupted supply chain during the global COVID-19 pandemic for the last two-plus years.
Fused or thrust together, it's enough to goad anyone to morph into Disney-Marvel's "Incredible Hulk" or "Sensational She-Hulk."
Yet experienced, seasoned and wizened Hall of Fame-caliber and Future Famer-caliber supply chain professionals recognize how to maintain personal control regardless of attitude. As one Bellwether intimated, it centers on knowing your customers rather than knowing what's best for them.
Big difference; earth-shattering outcomes, monumental results.
Leaders & Luminaries, the strategic and tactical thinking journal of the Bellwether League Foundation, queried a variety of Bellwether Community supporters who are award-winners and/or sponsors about the "most dangerous trait" in a Supply Chain leader's career. Here's what they shared.
"I think one of the most dangerous traits as a leader is to have poor listening skills. Failure to ask for feedback, not listening to suggestions from other and not being open to collaboration with others, not only makes for an ineffective leader, it jeopardizes success. Working in teams, being an effective facilitator and being able to move ideas forward are all key skills necessary to enable the best outcomes. This requires good listening skills and acceptance of feedback." Deborah Templeton, R.Ph., Chairman, Bellwether League Foundation, and Retired Chief Administrative Officer (CAO), System Support Services, Geisinger Health, Danville, PA
"Arrogance. Believing that you know everything there is to know about supply chain and being a boor to others will catch up to you sooner or later — and not in a good way." Fred W. Crans, Bellwether Class of 2020, Business Development Executive, Healthcare, St. Onge Company, York, PA
"Complacency." Steve Kiewiet, FAHRMM, FACHE, COO, CCS Health
"Being comfortable after receiving awards, resting on the past success." Charlie Miceli, C.P.M., Vice President and Network Chief Supply Chain Officer, The University of Vermont Health Network, Burlington, VT
"Supply chains are increasingly dynamic by nature, and the entire industry is currently focused on transformation to become more resilient and effective in a rapidly changing environment. A leader who believes there is only one way to do things and instills that mindset in the next generation can hamper progress. Critical leadership skills include the ability to step beyond the way things have always been done, realizing there is more than one way to address a challenge and share that outlook with others. A nimble approach to problem-solving is absolutely critical for preparing teams to navigate challenges and improve. "Positive change requires a meeting of minds to generate ideas and options that won't be found in a silo. Leaders who do not fully embrace the value of ideation and innovation, who don't value a team approach, and who cannot motivate and inspire others to think outside the box are not well positioned to create successful and forward-looking supply chains." Siobhan O'Bara, Senior Vice President, Community Engagement, GS1 US, Silver Sustaining Sponsor
"The most dangerous trait — generally speaking — would be something inherent in the SC leader's approach to dealing with his or her position. Certainly, from that perspective the issue of dishonesty or creating a fraudulent situation with graft would be the most dangerous for the individual if their transcreations were discovered and determined to have an adverse impact on the organization's standing in the community. Financial performance and impacts on patient care." Dick Perrin, Bellwether Class of 2014, CEO, Active Innovations Inc., Annapolis, MD
"Having an ego so big, it results in a sense of infallibility; something like, 'I know all the answers,' or 'I can't be wrong.'" Jamie Kowalski, Bellwether Class of 2017, Retired CEO, Jamie C. Kowalski Consulting LLC, Whitefish Bay, WI; Bellwether League Foundation Co-Founder and Board Secretary; Bellwether League Inc. Co-Founder and Founding Chairman, 2007-2013
"Overconfidence, non-adaptive behavior, believing only what you feel is right, and a lack of critical thinking." Ray Seigfried, Bellwether Class of 2012, former Delaware State Representative, Dover, DE
"Supply Chain leaders should never assume they know what best for its customers by keeping them out of the communication loop. Data and experience help tell the story but having a conversation can inform, assure, adjust practice, and protect patients, staff, and visitors from potential harm. Understanding the modality depends on your organization's culture; eblast, text, phone, print on demand e-flyer, message in EHR, share drive, in person. In the current work cultures in person may be the last type of interaction that can occur if there is not enough staff, but experts still recommend the best method followed by phone, with texting/email tied. Experience has taught us the not all individuals learn the same and various forms of messaging is key. The key points in the message may be best crafted in the SBAR format; Situation, Background, Assessment, Recommendation endorsed by The Joint Commission as the standardized, safe, and straightforward way to communicate in healthcare accurately and quickly." Barbara Strain, CVAHP, Bellwether Class of 2021, Principal, Barbara Strain Consulting LLC, Charlottesville, VA
"Having the utmost persistent curiosity throughout your career will not only be dangerous but will take you down paths that forever will be fulfilling. Continuing to dig deeper on why supply chain operates as it does (diagnose) and seek the level of improvements necessary to advance its maturity is so vital. I would encourage every leader in supply chain to equip oneself with this unending pursuit to understand and progress our supply chain further." Tom Lubotsky, Bellwether Class of 2022, Senior Vice President, Supply Chain, Allina Health, Minneapolis