Leadership Lessons: Solomon
Vision for the future is critical. Why? Because impactful leaders must balance foresight and market risks when managing an organization.
An Ancient Logistics Problem
Goal accomplishment often involves physical assets. As such, construction projects require raw materials and recurring logistics.
In fact, First Kings 5.8-18 describes the logistics of moving timber for construction of a temple and a palace.
Specifically, the timber was cut in the mountains and moved to port. Next, it was floated approximately 100 miles south in the Mediterranean. Then, it was hauled overland 35 miles to the construction site.
In addition, the manpower included three shifts of 10,000 laborers and over 3,000 supervisors. Together, the two projects took 20 years, according to First Kings 9.10.
Thus, this was a multi-year, high-cost, large-scale project.
Leadership Insight
Strategy should drive large projects; not ego.
Additionally, impactful leaders know large projects often extend past their term of office. Hence, they need buy-in.
Conversely, a one-leader initiative is short-remembered and long-disdained. Plus, the next leader kills it!
Foresight and Market Risks
As well, impactful leaders are careful about making multi-year commitments. Why? Because they involve on-going obligations.
Here, think leveraged buyout that doesn’t produce free cash flow to cover the debt obligations.
Now, vision for the future is critical, as is exercising foresight. However, it’s simply not possible to anticipate how conditions will change in the future.
As a result, what seemed to be a fool-proof investment is no longer so.
Here, think big-box store in an enclosed mall. Or, loading up on railroad cars for transporting coal to power plants.
Granted, no amount of foresight is protection against market shifts. But, impactful leaders combine prudence with careful data gathering to reduce risks.
Personal Insight
I’ve found that programs also demand resources and have market risks. Worse yet, they have a limited life.
So, a program that was once a steady revenue producer can quickly turn into a cash drain when conditions change quickly.
Ok, so what? Well, if the dying program is owned by a stubborn department it can be difficult to kill it!
Apply This Today!
Massive projects generate huge logistical challenges. And, the further the chain is extended, plus the longer the time line, the greater the risks.
Trade restrictions and a world-wide pandemic are both uncontrollable risks. Also, both are difficult to anticipate. But, both impact thinking about material flows.
Yes, as a leader you’re paid to make decisions. However, don’t tolerate unneeded risks by operating without wise counsel and careful planning.
So, how do you evaluate the risks of various projects you are considering as a leader?
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