I once had a frank conversation with a colleague about what compelled us to get into retail produce management.
“It was very straightforward to me,” he said. “I had enough of the incompetence.”
This sounded all too familiar. I too recalled feeling the same as a young clerk enduring questionable management decisions and thinking, “I don’t know for certain, but I just bet I can do better.”
That’s the thinking where the process starts, all right. But it also takes a good measure of competence and being prepared.
Take, for example, the slice of suburbia where I spent my formidable years. The city was formed in the bustling era of the ’60s and ’70s, surrounded by miles of open space with tremendous potential growth. As the story goes, the headstrong mayor at the time went all-in on a large but very risky water project. To make a long story short: His plan collapsed, and the residents were saddled with a near-insurmountable bill.
The result? Overwhelming debt, depressed home values and no money for further growth.
The mayor was popular all right, but his biggest credential was that he used to be a professional athlete. I’m sure he meant well, but I also suspect that he and fellow city managers were far from typical city managers, who often have backgrounds rich in data analysis, water law and overall municipal or business management.
The consequence was that a once-promising city was soon surrounded by rapidly growing, rival cities who did have better leadership, who were aggressive yet careful managers with an eye for the future.
What I’m getting at is that skilled, qualified management must step forward and claim their place in an organization if they want it to not only survive, but thrive.
In automaker Lee Iacocca’s 2007 book, “Where Have all The Leaders Gone?” he discusses the “C” traits of what a good leader brings: curiosity, character, courage, conviction, creativity, communication, crisis, common sense, and what I mentioned — competency.
The common problem I’ve seen over the years is that capable people linger in the background far too long without taking a stand. They stand back and watch less capable individuals’ struggle.
The capable people either ignore the backsliding and, unless prompted to do so, too often remain silent. Too often it’s too late.
I personally despise that silence. It’s akin to accepting a dreary fate — Fine. Let’s all go down the tubes together.
Which is why formidable organizations encourage individuals to step forward, based on their experience, their emotional intelligence and their willingness to do the job — and especially to do the job correctly, take accountability and train others to carry on.
In the produce aisle, stepping up to take on new and difficult responsibilities, to take on change, is a constant. It’s not easy, but you’re in great demand.
Whether the entry level is assistant or produce manager or as a vice president in charge of a chain’s produce operation, the challenge is the same: Take time (but not too much) to analyze areas of growth, threat or opportunity and confer with those you trust, who aren’t afraid to speak up. Forge ahead and make decisions.
“Any supervisor worth his salt would rather deal with people who attempt too much than with those who try too little.”
Armand Lobato works for the Idaho Potato Commission. His 40 years of experience in the produce business span a range of foodservice and retail positions.
