Be up-to-date and farsighted

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This is the third article in my series on leadership for MRO Today. Last issue’s article stressed the need to be up front and objective oriented. Now, I want you to remember this: You must be up-to-date and farsighted.

Leadership sets the whole change process into motion. Leaders create action by setting dynamic cost objectives, establishing new supply relationships that foster efficiencies and effectiveness, and empowering people. To do these things, you must be up-to-date and farsighted.

One significant fact stands out from every book I’ve read about great leaders. They knew what was happening and could picture the future. Important examples are found in the classic book, "The Search for Excellence," by Peters and Waterman, and the NBC white paper, "If Japan Can, Why Can’t We?" Both include examples of outstanding leaders that were up-to-date and farsighted. The success of their people and companies reflected their leadership. It’s sadly true that in some of those companies, leadership changed, and with it went the company’s success. 

MRO Today frequently writes articles about supply management employees who are successful "change leaders" in their companies. 

The February/March 2001 issue featured the article "Solutions Inc." about Lockheed Martin Aeronautics’ Fort Worth, Texas, facility and how it turned industry-wide adversity into opportunity. The story recognizes three men — Bruce Meyers, Dennis Elmore and Johnny Creamer — for their leadership in a long transition of plant engineering. These men and their actions are perfect examples of being up-to-date and farsighted. Their ability to see the need for drastic operational change as the Cold War ended and the defense industry shrank is a perfect example of this leadership lesson.

They were up-to-date by knowing exactly what the geo-political changes meant to their company and operations. They changed operational procedures and, more importantly, could see the entire field (the plant) and visualize the necessary changes. They altered the way they interacted with their customers and won support from production and operations. They listened and learned. That is up-to-date and farsighted at its best. 

The engineers’ work helped that plant win several manufacturing excellence awards.

Another good example comes from outside the industrial world.

During this spring’s pro football draft, we heard numerous coaches and scouts discuss the talents of college players. One comment that stuck in my mind was about a University of Iowa wide receiver that went quite high in the draft. The expert said, "This player knows where other players are, where he is and where he’s going — he sees the whole field." It’s that last thought that made him a valuable prospect.

Can we be up-to-date and farsighted in MRO management and supply management processes? Absolutely! Four actions are critical.

1) Pay attention to the world around us and know the business and economic news. 

As supply managers, we have a great tool in the National Association of Purchasing Management business reports. We must spend time studying our business and industry literature. Research can extend knowledge gained from news.

2) Take the news and our current knowledge and extend it into our operations’ future. Here’s where my previous MRO Coach lessons coincide — being farsighted works with vision to shape the immediate future and beyond.

3) Involve our people in plans and solutions. By doing so, we develop ways to avoid problems and achieve objectives. 

4) Allow time for study and research. To be up-to-date and farsighted, take responsibility for professional self-development that puts you ahead of the pack. Rethink your time management goals to include reading and research time. 

All of us have leadership roles to play. NAPM and its MRO Group, MRO Today and other organizations, provide opportunities to help us develop our leadership talents applicable to MRO supply processes. Help and challenge is available to keep you up-to-date and farsighted.

Robert Kemp is a consultant, speaker and the former president of the National Association of Purchasing Management.  He can be reached at .

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