What I'm doing versus what I should do !!!!!

When logisticians are confronted with this question and this image, it is legitimate to ask this question. On the one hand, we allow the current situation to continue and possibly deteriorate, or on the other, we take a step back and question ourselves. Basically, this image will be based on these three aspects: 1) the relevance, or absence of process causing this situation, 2) the technological tools in place, or not, allowing me to measure the performance and finally 3) on the team in place and his motivation to change and correct the situation.

It is common for logistics managers facing all the constraints of the world to start offsetting themselves for work that is not theirs. Rather than ask themselves what they do versus what they should do, they get bogged down and do not finally find a work pace that will not allow them to grow.

It would be rather interesting to start a turnaround, to take a step back and start building a following focus approach:

1. Building a team that will be motivated to change and want to maintain that pace.

2. Then develop an information infrastructure that can ensure progress by measuring performance and making the necessary corrections.

3. Finally and just as important, set up a team that will be motivated by the recognition of performance. This recognition will have to be immediate based on a continuous presence of the leader who will maintain this wind of change.

The coverage of the first two elements is quite abundant and the methods to be put in place are numerous. The third point is crucial and difficult to do because resistance to change is colossal. Let's discuss some points:

The immediate structure

How many people should we manage directly in our structure? This is to be able to spend time with them every day to accompany them, coach them, review their goals with them, represent them with other departments, define the technological support tools, compose and define teams. According to the fact that a member of the team should meet daily its supervisor, from 4 to 7 people maximum. That said, these 4 or 7 people will in turn manage a maximum of 4 to 7 people and so on to the workers. Thus, with only two hierarchical levels a director can manage and influence 50 people working under his orders. Note that this structure can be applied to all companies from the president level down.

Daily coaching

What time should we spend with each member of our team? At the beginning of a major turn, one to two hours per day for each person on the team is required. First, let's not forget that this person will have to receive the change, understand it, accept it and possibly transmit it to its structure. The director of this structure must be a champion and possess and master all the necessary arguments. In addition, through effective measurement of progress, immediate feedback will be required which will take an enormous amount of time for the manager to accompany the change. The leader will, if required, do and demonstrate the work itself to be convincing.

An assessment of progress

How often will we measure the progress of the project? An important element in judging the relevance of the change approach is to be able to measure the progress of the performance of the process or the change itself. At first, it will be necessary to reflect on the relevant measure and on the means to put in place to achieve it, then it will be necessary to define the frequency of measurement and communication to the members of the team. The closer the measurements the closer the positive feedback associated with the results of the change will be strong, relevant and engaging.

So at the end of the race, what will be important is to take a step back and ask yourself the following question: Do I compensate, so I'm not doing my job, for the employees of my team, not motivated, not competent and not knowing why they should change or should I change my approach, and do my job, get closer to them, accompany them and show them their progress, thereby creating a pleasant environment, filled with challenges by promoting the individual and allowing them to grow.