3 Levels of Manufacturing Leadership
Although the economy has improved and things are looking much brighter for U.S. companies, manufacturers are facing a number of leadership challenges. They’re losing their best, most experienced leaders to retirement and haven’t developed the talent necessary to fill those roles and provide leadership for the coming years. But to thrive and grow in the future, U.S. manufacturing firms must build robust pipelines of leaders from the bottom of their organizations to the top.The only way to cultivate great people with both strong technical and leadership skills is through a commitment to leadership development and an active strategy to keep identifying and developing strong manufacturing leaders at every level.In general, the three levels of leadership can be described as the doing, the people and the business, says Jen Stefanik, global program manager for GE’s operations management leadership program. But before employees get into the leadership pipeline, they have to show high potential for leadership in their roles as front-line employees. Becoming an entry-level leader means combining existing functional expertise — doing the work well — with developing leadership styles and skills.
Front-Line Managers
Front-line managers are key to business success. A 2009 McKinsey & Co. report found front-line managers and line supervisors direct up to two-thirds of the workforce and oversee many employees who are directly responsible for customer service. Finding the employees who will become your organization’s front-line managers can be a challenge, but it doesn’t have to be. You just need to identify and develop the talent you already have on staff and hire new employees with an eye for the future.When we develop people, they see their possible career paths and how they can contribute. When they understand the company’s investment in them, they are more likely to perform well and stick around.Charles P. Freeburgh, senior vice chancellor of workforce development at Baton Rouge Community College and former vice president of advocacy at Axiall Corp., says some key skills front-line managers must possess include:
- Conflict resolution.
- Reflective listening.
- Effective communication.
- Personal goal setting.
- Group goal setting.
- Responsiveness to the needs of your employees and the company.
Middle Managers
To keep your manufacturing organization thriving, you need to keep your leaders learning and advancing so you always have strong leadership at every level. That means moving high-potential front-line managers into middle-management roles when they’re ready. Developing middle managers is good for business, too — they’re the ones who put senior strategy into action and foster innovation among teams.Perspective is a key trait at this level. Middle managers must be able to see, articulate and motivate around their unit’s big-picture goals so they can lead their teams effectively.According to Harvard Business School professor Rosabeth Moss Kanter, strong middle managers display several traits:
- Flexibility in the face of change.
- Conscientiousness.
- A sense of the big picture.
- Strong sense of teamwork.
- Persistence.
Executives
Executive leaders must ensure day-to-day activities achieve the company’s goals, but they must also look ahead at new challenges — economic or internal — the organization will face in coming years, Freeburgh says.Leaders at this level must also be able to communicate effectively and drive the company’s mission and vision. These high-level thinkers need to plan strategically, lead through complexity and make decisions effectively.Some of the traits necessary to be a strong manufacturing executive include:
- Risk taking.
- Confidence.
- Consistency.
- Responsibility and accountability.
To thrive in the coming years, you’ll need to ensure you’re developing high-potential employees to move into each of these levels of manufacturing leadership.To learn how to build a robust manufacturing leadership pipeline, read our new guide:
Success Labs is a leadership development and management consulting firm in Baton Rouge, Louisiana. For more than 25 years, our expert team of consultants has worked with hundreds of companies to explore their business potential and improve their company and cultural performance. Contact us to get proactive about your people strategy.
