She asked how he'd fixed it and listened to the technical answer with what appeared to be real interest. He asked her what kind of company she ran. Logistics, she said. Supply chain, distribution, last mile delivery. We service about 300 business clients across the Midwest.
He nodded. What's the hardest part? She looked at him over her coffee mug. That was apparently not the question she'd been expecting. Honestly, she said, "That's how I prefer my conversations.
She thought about it. Actually thought about it. Not the way she would have answered a journalist's question, but the way a person turns a real thing over in their hands before they describe it. People, she said finally, not managing them. I'm good at that.
The hard part is getting them to tell me when something is wrong before it becomes catastrophic. People at every level of a company, they protect their supervisors. They protect their performance numbers. They protect their image. By the time a real problem reaches me, it's already a crisis.
And by then, the cost is always higher than it should have been. She paused. The hard part is the gap between what I'm told and what's actually true. Darius set his fork down. Yeah, he said.
I know that gap. She looked at him. I see it from the other direction, he said. Things that get reported up wrong or not at all. Maintenance issues that get downgraded to cut costs.
Safety concerns that get buried because nobody wants to be the one who slows down a deadline. He picked up his fork again. The problem always exists before anyone at the top hears about it. Always, Victoria was very still. What kind of thing?
She asked carefully. You're asking a maintenance worker about systemic reporting failures. At 6:30 in the morning, I'm asking someone who clearly knows something worth knowing. He looked at her. There was no manipulation in it.
He was getting good at reading the texture of what she said and how she said it. And this was genuine. She was a person who was paid to make decisions and she was always even barefoot in a stranger's kitchen looking for better information. He respected that. In my experience, he said the disconnect usually lives somewhere in the middle, not at the top, not at the floor.
Middle management. Those are the people with something to lose by admitting a problem and enough authority to slow down the information. She was quiet for a long moment. That she said is the most useful thing anyone has said to me in 6 months. You need better meetings.