Mr. Schmid, you have already published several books with HUSS-Verlag. So far these were practical books with clear instructions. Now comes your first management book – with the unusual title "Vom Leider zum Leiter". Sounds provocative. What's behind it?
The title is deliberately provocative. The word “leider” (unfortunately) appears to me in conversations with managers far too often: “Yes, recently we unfortunately had some transport damages” or “Unfortunately we received a notice to appear.” This “Leider” stands symbolically for an attitude that prefers to retreat into excuses and look away, rather than taking responsibility and actively working on a functioning organization.
Many managers only notice problems when external pressure increases – whether from the transport insurer, sales, or the management. In the worst case, they become aware of their responsibility only when the criminal police begin investigations.
What would you like to achieve with the book?
With “Vom Leider zum Leiter” I pursue a clear goal: I want to support managers – especially in the logistics sector – in sustainably solving recurring problems. Ideally, they recognize their “little problems” early, before they become real problems. In doing so I contribute to the personal protection of managers and help companies avoid damage to their image with customers and make their processes future-proof.
Your book advocates clear structures and real responsibility. Why is that so difficult for many managers?
Besides
the lack of awareness of their responsibility, they often cannot imagine the consequences. Added to that is an acute lack of time: operational hectic pace leaves little room for process improvements. Another factor is cost pressure. Logistics is often treated in companies as a pure cost center. Savings are made on packaging, service providers, and infrastructure. Instead of initiating change, one clings to the status quo: “We have always done it this way.” This attitude prevents progress and increases the risk of damages, legal consequences, and damage to image.
Is there an “aha moment” you want to give managers – a kind of game changer?
This book offers far more than a single “aha moment” – because the benefit depends greatly on the individual reader. Logistics areas are as individual as the people who shape them. Some companies are already well positioned and only need targeted impulses or individual pieces of advice. Others are still at the beginning – whether because the operation has just been built or because changes have not been possible or desired so far.
For most, however, one thing will be particularly valuable: the real stories from more than twelve years of practical experience with my clients. Some of them are echoed in the book and help to recognize one’s own situation – and to understand what concrete steps can be taken to go
home in the evening with a clear mind. After all, no one should be mentally carrying a burden on the way to the customer and wonder: “I hope it arrives safely.”
Who did you actually write the book for – more for beginners, old hands, or both?
The book is for everyone: both logistics newcomers and experienced managers. It speaks not only to individuals but also to young as well as established companies. Beginners and new enterprises will find here valuable impulses to set up their logistics area sensibly and future-proof from the start. Because every manager brings a desire for change – that is in our nature. A targeted change with a clear plan is the most effective path. Experienced managers will receive a practical tool with this book to reflect on existing structures, optimize them, and gain new perspectives.
Why are you deliberately addressing leaders in the logistics sector?
Because real change can only be initiated from above. It is not enough for individual shipping or warehouse managers to try to fix problems. For even the best forklift operator, male or female, cannot achieve anything if the conditions are not right. If every truck is loaded regardless of its condition, if loading units are formed without a plan and defective securing materials are used, then the result is predictable – and rarely positive.
Logistics is a
team sport. And as in football: a team with top players will not become champions if the coach makes wrong decisions.
And finally, to be honest: Won’t many structures soon become obsolete anyway because of automation and AI?
No. In many companies there is talk of Logistics 4.0, of automation, digitalization, and AI. But all of this is of little use if Logistics 1.0 does not work. Consider the following scenario: A truck is loaded automatically, but is technically run-down and the driver does not know the product. That is not innovation, but a risk.
And not least: Logistics is the last link in the chain before the product reaches the customer. It helps determine whether the customer is satisfied or disappointed. The image of a company depends largely on how professionally and reliably its logistics operate. And image is – especially in times of reviews, social media, and global competition – one of the most important currencies in business.
This book is a wake-up call. It shows leaders how to move from “Leider” to a real leader – and thereby not only strengthen their own position but also make their company future-proof.
The interview was conducted by Julia Bönsch
About the book: Vom Leider zum Leiter
Huss Shop (huss-shop.de)
- €24.90 plus VAT
- 128 pages, format 17 x 24 cm
- 1st edition 2025, to be released in early
