I love working on older trucks and cars. I’m no mechanic, by anybody’s standards, but over the years, and through lots of trial and error, I’ve picked up a few pieces of information about how carburetors work, troubleshooting small electrical issues with lights, replacing a starter motor, removing skid plates from a Hummer (that’s a fun one) and so on.
I’m currently in the middle of a small restoration, reviving a 1963 Ford F100 pickup truck. It’s definitely a family effort, primarily involving my wife and my stepson as well as any time I can squeeze out of my own schedule. It’s slow but coming along and ultimately I will be the beneficiary of a daily driver when finished.
Thank goodness for the team. My wife knows upholstery, carpeting and paint and body work pretty well (she’s done her share of projects over the years and started life spending time around race cars with her father who sponsored a few way back in the day). My stepson is pretty handy with a wrench, can troubleshoot most mechanical issues, and pretty handy to have around for small, tight spaces that even a Russian gymnast might find challenging. Between the three of us, we make a pretty good team and our strengths can augment and compliment one another.
When building or developing a team in business, it’s always good to step back and look at the overall landscape, rather than focusing too much on individuals. As managers part of our role is to know the strengths of our team members, and then capitalize on those strengths. They won’t all be exactly alike one another, but if we do our jobs correctly, they can compliment one another and ultimately enjoy success. Any solid operational plan will involve this concept along the way. The same goes for your supply chain, your logistics partners, and your service providers.
I’m looking forward to driving the F100 soon, and will likely brag (as I do) about how talented my team members were with the project. Now…where did I leave that wrench?