New Beliefs About Distribution
Beveridge believes this generation has a noble calling to replace false concepts about the industry with new beliefs and practices that redefine distribution leadership. The new principles he associates with this noble calling are:
Purpose: to make an impact, create meaning, and unleash possibilities
People: to create a platform for the personal and professional development of all employees who aspire for more
Family: to embrace the inherent value and humanity of every individual through dignity and respect
Ownership mindset: to foster an entrepreneurial mindset that empowers each individual to innovate more freely
Customer centricity: to be deeply connected to the customer and passionately focused on helping them prosper
Expertise: to champion the noble calling of distribution, its essential role in society, and how every employee participates
Profit: to promote the inherent goodness of business and how its profits contribute to individual freedom
False Narrative No 2: Some Distributors are Too Small
to Implement Technology Implementing a new technology can be a daunting task. It interrupts day- to-day operations, requires employees to learn new skills and demands new investment. Because of these reasons, many small distributors delay much- needed technology projects or don’t pursue them at all. Beveridge says that’s a mistake. It doesn’t always take a big expenditure or time investment to introduce technologies that will make a difference. New software and systems that can enhance a distributor’s capabilities and make them more competitive in the industry are more within reach than they may realize.
False Narrative No. 3:
People are the Greatest Asset Beveridge believes businesses should expand on their efforts to support employees during the pandemic and see them as individuals with goals and
dreams. This can be accomplished through a new perspective on leadership. In talking with dealers, Beveridge learned that many emerged from the pandemic with an enhanced leadership style that is special and unique and human because, at its core, distribution is human. He calls this a “fourth wave” of leadership emerging in distribution, the latest stage of an ongoing evolution in leadership. A long time ago, most industries led by managing people with fear and intimidation. Beveridge dubbed this “Wave One: Controlling.” The next stage, “Wave Two: Managing,” was focused on maximizing the productivity and efficiency of processes and systems; people weren’t considered at all. He points to “Wave Three: Leadership” as the beginning of movement from simply managing people and processes to creating a vision and building aligned teams to create value. Beveridge believes that dealers are now in a leadership stage called “Wave Four: Noble Calling,” in
20 FEDA News & Views
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68
