How traveling 200 days a year for work changes leadership
Since I entered the cotton industry, I’ve spent nearly 200 days a year traveling to farms, mills, factories, brand headquarters, and trade meetings around the world. Many people don’t realize how global a single garment’s journey can be. Cotton can move through farms, gins, mills, factories, brands, and retailers across half a dozen countries before it reaches a closet. Each stop is shaped by…
Spend nearly 200 days of the year traveling to various global locations is a common experience for leaders in the cotton industry. Each stop along the journey presents unique challenges due to differing regulations, cultures, and incentives. This firsthand experience exposes leaders to the complex dynamics and decision-making processes involved in the global supply chain.
Leaders need more than expertise in their specific area of the business. To truly understand the various components of the supply chain, they must take the time to comprehend how others experience the same decisions. The leaders who excel in these situations ask follow-up questions to gain a better understanding of the context surrounding the others' perspectives.
In-person conversations allow leaders to see firsthand the operations and realities being discussed, which can reveal important insights not communicated through presentations or meetings alone. Although cost-saving measures may lead leaders to cut travel expenses, they risk missing out on the significant benefits of firsthand experience.
Traveling to the field can greatly improve decision-making quality and speed. Traveling alongside production teams provides a deeper understanding of how decisions made at headquarters impact those directly responsible for carrying them out. As leaders gain more control over budgets, allocating resources for travel alongside production colleagues proves invaluable.
Having firsthand experience leads to more informed decisions, better risk assessment, and stronger relationships. Developing long-term relationships across countries and industries is crucial for success in the global supply chain. Travel allows leaders to build connections between individuals with complementary expertise, facilitating collaboration and problem-solving.
By establishing trust through repeated personal visits, leaders create an environment conducive to open dialogue and partnership development. Ultimately, a global mindset is an essential skill for modern leaders. By embracing the perspectives and experiences of others across the supply chain, leaders can make more informed decisions, foster collaboration, and navigate the complexities of today's interconnected business landscape.
Written by urgent.news from Fast Company's reporting — not their text. Machine-written — may contain errors; check the original before relying on it.
