Now is the time for you to prepare to move up in management. Over the last 20 years, dozens of plants formerly run by “hands-on” owners are now run by managers. During the recent recession, many management candidates left our business. And in the next 10 years, most of us baby boomers will be retiring. Compounding these shortages is the increasing sophistication of plant equipment and computer systems. You can answer these challenges, if and when you are ready. Here are a few guideposts:
Step 1: Master your current discipline
In the plant, you should know and have applied “lean”, “just-in-time”, and “kaizen” methodology. You will benefit if you have worked in one of the 150 plants using paperless workflow or understand shop office management. But the best indicator is hard evidence (i.e., measurements) that show that your individual effort has increased output.
In the design office, be the best optimizer in truss layout and design. Ask for the most complicated jobs, and do them without sacrificing output metrics. Be conversant with engineering principles of forces, moments and shear. Take SBCA training courses, college courses, and all the internet truss training available. Become the best inside sales person.
In sales or customer service, keep asking customers, “What can we do better?”; “How was our service?” Your satisfied clients will become your best advocates. Your value will be based upon what they pay you over and above the competition.
Step 2: Self-evaluation
Ask mentors, peers and family to help you evaluate your strengths and shore up your shortcomings. Look at your past leadership successes, even in seemingly unrelated areas like sports or your home life. Don’t neglect how you profited from “menial” jobs. (I think restaurant work is the best preparation for customer-facing work).
Step 3: Step out of your comfort zone:
Ask for assignments in unfamiliar areas. Designers get out in the plant. Plant people understand what designers do. Sales people get close to both plant and design people. All of you go out and solve jobsite problems. Learn “why” and work to improve processes that involve more than one area of your company.
Step 4: Earn it before you ask for more responsibility
After you have a demonstrable record of achievement, ask your boss, “What is in my future?” Then follow his direction. If you are told to persist in your present role, or even to assume a less attractive role (as I once was), say “I can do that”. But also be pro-active, asking for the chance to do what you think you may do best, AFTER you do what’s best for your employer. In the interim, ask if you can “shadow” a manager in your desired role. Or ask to be considered for internal or external management training programs.
If you are taking these steps, and doing your best without result, be patient. The time may not be right. Know that your actions speak much louder than your words, and that your good work will follow you. Conversely, poor performance is quickly telegraphed around our small industry. But don’t ever give up. You can learn even from the most unfortunate circumstances, as I had to do. Go find a role that better suits your strengths. Great management jobs are available today, and more will be available tomorrow.