Editor’s Note
T
he logistics industry is facing some unique challenges at present – from the security of maritime and road routes, to the economics of falling shipping costs and demanding clients. It’s a storm that was made all the more clear over recent weeks with the collapse of Hanjin Shipping Co., an event likened to the collapse of Lehman Brothers and, sure to have repercussions across the industry as the shock waves resonate. Today’s business leader needs not only to keep the balance book in top condition, but in order to meet all the challenges of business today they need to secure the buy-in of every person in the organisation, from entry-level to the highest points of management. Today’s business leader is required to tap into the most basic survival techniques to drive their business: listen, observe, act, while also working in some of the most sophisticated business thinking. If those skills seems a little light, there are hundreds of lists of how to be a CEO. Many such guides begin with inspirational tones and business buzz words, but fizzle out to little more than “be a winner”. According to Forbes, CEOs must “be the change”; they should recognise and confront complacency and false urgency; and win hearts and minds. All in a day’s work.
Having studied and written about all our featured 2016 CEOs certain behaviour patterns become clear. A world view is necessary both to bring best practice from outside and to understand human nature and the meaning of joining an organisational culture. A multi-disciplinary approach to problems is vital to nurturing the innovations required to drive a business forward. And a personable approach to development and discipline fosters a culture that people want to remain a part of. Like life’s biggest challenges, leading a huge organisation doesn’t come with an instruction manual, but it does come with a never ending list of lessons from which to learn.
Melanie Mingas Editor
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