Читать книгу Supply Chain Metrics that Matter - Cecere Lora M. - Страница 9

To understand my interaction with Joe and his team on this crisp winter day, let me introduce Joe. Prior to this team meeting, I had worked with Joe Samparini as a member of a divisional leadership group. This was my first meeting with Joe's global team.

I always enjoyed our interactions. He was full of energy and I was captivated by his infectious smile. At first glance, you'd think Joe was a newspaper reporter because of his slightly disheveled appearance, the dark five o'clock shadow on his jaw, and his loosened tie, rumpled white shirt, and rolled-up sleeves. With his low-key, understated ways, it was easy to take him for granted.

He was a man of few words. Affable and curious, Joe got along with everyone, and people scrambled to be on his team. When tempers flared, he could diffuse anger with humor. It was his wit that set you back and let you laugh at the situation and humanize the people on the team. He was known as a great mentor, and as such it was hard for him to not have direct reports. In fact he was often advised by his human resources team to shed some direct reports and have the team report at multiple levels, but Joe loved people, and people loved Joe. So, currently, he had 40 direct reports. When he gathered the group together, they hung on his every word, and wanted to work hard. They did not want to tell him no. His team relished his smile, and loved to get a pat on the back from Joe when they had done a good job.

He had a lean frame, and stood a bit more than six feet tall. You could tell he was used to being the tallest person in the room by the way he leaned forward when he talked to you. As he would bend down to shake your hand, a loose curl of his dark wavy hair would flop onto his forehead. His eyes were dark brown, and he had the kind of dark circles under them that proclaimed his Mediterranean ancestry. While some people with dark eyes have a sparkle in their eyes or suggest a deep mystery, Joe's eyes looked concerned and interested – he was always a good host.

Joe grew up in a working-class family in Pittsburgh, Pennsylvania. His grandfather was a steel worker, and his grandmother worked in a sweatshop sewing coats. His father and his six uncles and aunts were raised by their eldest sister. Joe's father was raised with a strong work ethic, and by the time Joe came of age, the steel jobs were gone, but his father was a successful owner of an auto dealership. Everyone in Joe's father's family had prospered as the result of hard work and perseverance, defying multiple recessions. The family worked hard, helped others, and spent money conservatively.

Like most of his cousins, Joe had the benefit of a college education. To Joe, the way to succeed was to devote your time and effort to making your employer successful. He was always looking for ways to help the company improve. This was his second company, after he had experienced a reduction in force in his prior manufacturing role just as his career was starting. He realized that the old, unwritten contract of mutual benefit between worker and company was no longer something that could be counted on, and Joe was intent on making himself so indispensable in this new job that he'd never be “downsized” again.

He was a career man. Ethical and strong, Joe could outwork most of his peers, but never wanted to take credit. As a lifelong learner, he was curious and always asked questions and provoked what he called “learning moments.” He pushed his team to do well because he genuinely wanted his company to do well in the market. He was a team player, but never a boat rocker. His goal was to retire from the company at 65, and enjoy his bass boat and spend many days fly-fishing. He kept a bright red fly-fishing rod in the corner of his office to remind him that life was not all about work. He had pictures on his desk of himself and his son fishing.

Joe's personal goals centered on living and enjoying the journey. He had a large family. Joe considered himself fortunate to be a dad to nine girls and one boy. The boy was his youngest, and while Joe worked hard, he would also make it known if his son had a ballgame. He was always present at his son's games, sitting on the bleachers rain or shine, cheering and eating peanuts.

His relationship with his boss, Filipe, was tenuous. Joe wished that Filipe had a bit more humility and was more open to learn. Filipe was flamboyant and always wanted to be the center of attention. Joe was different: he knew that he didn't have all the answers and wanted to know more.