Anatomy of a Leader
What makes a truly great supply chain leader? What kind of background is needed most? And what character traits? For seven years now, Supply Chain Management Review
has been building a rich archive of answers to those kinds of questions through our “Profiles in Leadership” column. Probing deeper into these individual stories here is what we’ve found.
There’s a folksy sign hanging in the coffee room not far from Mary Long’s office. The sign reads: “Good judgment comes from experience—and experience comes from poor judgment.”
Mary Long is the senior director of logistics and customer operations at Campbell Soup Company. The sign is one of her ways of telling her team they should never be afraid to try something new—and always be ready learn from their mistakes.
The bias for action implied by Long’s sign is a leadership theme that comes up time and again whenever Supply Chain Management Review interviews senior supply chain practitioners or leading academics or management consultants for its regular Profiles in Leadership column. That action orientation is just one of an array of attributes vital to leading successful supply chain operations today.
To paint as nuanced a picture as possible of what supply chain leadership looks like, we drew on the rich repository of information in our own archives—in the Profiles in Leadership columns published in our pages for several years. What we found transcends the conventional literature on leadership because it comes from the voices—and the hearts—of people who have been living it every day. Experience is a better teacher than theory. Stories and anecdotes and colorful turns of phrase are often much better than abstract frameworks at conveying important ideas.
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There’s a folksy sign hanging in the coffee room not far from Mary Long’s office. The sign reads: “Good judgment comes from experience—and experience comes from poor judgment.”
Mary Long is the senior director of logistics and customer operations at Campbell Soup Company. The sign is one of her ways of telling her team they should never be afraid to try something new—and always be ready learn from their mistakes.
The bias for action implied by Long’s sign is a leadership theme that comes up time and again whenever Supply Chain Management Review interviews senior supply chain practitioners or leading academics or management consultants for its regular Profiles in Leadership column. That action orientation is just one of an array of attributes vital to leading successful supply chain operations today.
To paint as nuanced a picture as possible of what supply chain leadership looks like, we drew on the rich repository of information in our own archives—in the Profiles in Leadership columns published in our pages for several years. What we found transcends the conventional literature on leadership because it comes from the voices—and the hearts—of people who have been living it every day. Experience is a better teacher than theory. Stories and anecdotes and colorful turns of phrase are often much better than abstract frameworks at conveying important ideas.
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