article_supply_team

Business leaders ask Hawkeye Planner for detailed organizational assessments or benchmark studies. As much as
we love the work, we don’t like to see people waste money. Instead of surveys and the like, we prefer to ask a direct
question: is your Supply Chain team bored?

If the answer is “no,” then it is time to investigate further. Hawkeye believes that effective Supply Chains are run by
talented, inquisitive people who like to solve problems. New challenges are important for talented teams and without
them they can become complacent. Complacency equals maintaining the status quo, not continuous improvement.
Of course, the people currently in the organization may not be talented and inquisitive, in which case they are the
wrong people to lead the company.

If the answer is “yes” to the question of boredom, that is only bad in the short term. Your company does have
talented people, but they need to be invigorated. Role changes or lateral moves can bring about the desired effect.
If possible, then by all means make them. If no changes are apparent, roles may be able to be re-shaped or re-
sized? Are there meaty projects coming up that can spark their intellects? Fortunately, Supply Chain team’s are not
short on potential projects.

One bit of Hawkeye Planner know-how: you don’t need to interview each employee to find out who may be bored.
Simply go the Human Resource data. Those folks have been in the same job for more than three years are
potentially Bored. If they are high potential and in the same role, they are definitely Bored. Interview only those folks
and address their needs. Also, while you are reviewing the Supply Chain census, look for people with more than
three to five years on the job that may barely meet expectations. If they are mediocre, then they may be Blockers to
your organizational development—adopt a “grow or go” policy for this subset.

Why use three years as a benchmark? Here is the premise that Hawkeye uses. For a talented individual, the first
year is about learning the job. One full cycle of all the seasons and most situations provides food for the intellect.
The second year is about implementing effective Supply Chain management practices. The third year is about
making refinements to the previous year, making the practices efficient as well as effective. More than three years on
in the same role is simply the caretaking of that same Supply Chain.

One warning sign should be carefully reviewed to identify sore points. Some personnel may have received great
reviews in the past, but now are struggling to meet expectations. This is never good. It is possible that this individual
has some conflict that is preventing great performance. Or worse, the manager who gave him the high marks is
inflating his team’s ratings and is not addressing the development needs of his team.

If a leader has a bored team, then he or she has a great opportunity. That leader can improve and inspire the team
from within. The best team is already on staff. All that is needed is the key to unlock their potential.

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