There are so many challenges leaders face within our industry today that are ever-changing and, quite frankly, unprecedented. Whether your position of leadership is overall, departmental, or team level, the challenges are never-ending. Too often in our industry, people are in a position of authority without formal training and preparedness. Just because a person may have been within a group the longest or appears the most skilled at a given task does not mean that person has fundamental leadership skills to handle all the genuinely daunting management needs required of them. True leadership skills are, without question, the most demanding skill set to master in any given area of any company. Anyone believing otherwise has never truly felt the burden of managing groups of people while balancing the organization’s needs and goals.
The gentleman standing in front of the M1 Abrams tank at the front gate of Fort Knox, Kentucky is yours truly [for photo, See PDF or View in Full Issue]. The last time I was at this military base was in 1984 for basic training as a new recruit to be a crew member of the M1 Abram tank. I served in the US Army for four years as a tanker. Anyone who has served in our armed forces can attest to the never-ending formal training of all the military personnel, not only of the skills needed to perform our given occupation but that of leadership. Once I was honorably discharged, I attended college in Maine to earn a four-year business degree with extensive management training. Any good leader will attest that leadership training is a never-ending lifelong endeavor. To lead others to accomplish the mission is by far the most critical element in all organizations, no matter the size or resources of the company. For the military, this never-ending training is true of both the enlisted ranks and of the officers.
During these unprecedented profit-making times, some may be surprised to learn that more than a few companies’ profits are struggling in the building industry. One should ask yourself, what type of formal and informal management training is the company doing to help managers meet the never-ending challenges they are expected to overcome every day?
What is leadership?
Undoubtedly, General Patton is one of the most admired generals in our nation’s history. Fact: military leaders command people to risk, and for many give, their very lives for their nation to accomplish the mission assigned. That is one of the reasons why we can learn so much from military leadership examples.
“I have it, but damn if I can define it.”
General George S. Patton
Patton had one overriding rule about his leadership style. That one rule is that he led by example and led from the front to be visible to the troops. Patton wanted his troops to know firsthand that he took the same type of risks and endured the same kind of hardship he asked of the people he led. When traveling across Northern Africa, Sicily, and Europe during World War II, he slept in a truck and ate in the field with his troops, not in nice warm and comfortable houses in the rear echelon where other generals were. His commitment emboldened dedicated and loyal soldiers willing to accomplish the impossible as other armies were astounded by their achievements.
All leaders need to be visible, approachable, and set the standard they expect others to uphold. The higher your position of authority, the more effort it takes to leave the office and avail yourself to all the people your responsibilities encompass without undermining the chain of command you have in place. So many general managers fail to take daily walks through all the different departments in their company. When given a chance, most employees want to discuss the problems and possible solutions with someone who has actual authority to improve their area of responsibility, resulting in better communication to achieve company goals. How can they discuss these issues if those who truly have the power to make changes never avail themselves to listen to them? Too many leaders present themselves as unapproachable, through their actions and/or their meaningless words. How many times have we heard, “My door is always open,” but we know that is just hot air. That sounds like a warm, inviting statement – but how many employees are still intimidated and unwilling to venture up to the corner office when they have so rare personal contact with their “leader.” People are more open to talking about what is going on when you meet with them in the area where they work every day, not your office of power.
For companies struggling to find good qualified new employees, one should ask a straightforward question of themselves. Might leadership have something to do with how much people are willing to work for a company? Once the word is out that a company is willing to pay at least the prevailing market wages, why is there not a waiting list of people wanting to work for the company? The excuse of “there are not enough good people willing to work” does not get the mission done. Automation and technology have their limits and the simple fact is that good highly skilled people are needed to accomplish a company’s goals. Excellent management practices and policies have everything to do with the culture and atmosphere of people wanting to be employed at any given company.
Realistic and achievable goals is one small example of how leadership can positively affect employees’ morale, which affects the company’s culture. Everyone wants valid measurements to demonstrate they are doing a good job. Having realistic and achievable goals will show the employees are being treated fairly and with respect.
Being in the military means low pay, extremely rigid lifestyle, terrible working conditions, and high risk during times of conflict, yet millions serve our country every day. One of the military’s excellent management practices to overcome these challenges is recognizing outstanding achievements with public awards and medals. General Patton was widely known for giving praise and rewarding soldiers with medals for outstanding achievements. Everyone wants to be recognized for the hard work, especially when they go beyond what is asked of them. What kind of praise and reward system does your company have in place that will enhance your company’s culture?
One side note about finding good employees is that most will state that veterans are usually some of the most loyal and dedicated employees. Every company should always make a concerted effort to seek veterans to become part of their team.
Do you need help developing or expanding your leadership program? If so, contact TDC! TDC is now a team of well-established veteran experts with decades of experience specializing in the wood truss and wall panel component, LBM, and homebuilder industries. Our training includes Leadership Development – where managers come to get help to become better leaders. We surround our clients with tools, resources, and coaching/training to engage their employees and profitably grow their business fully. We provide a variety of online courses, live workshops, seminars, coaching, and webinars to educate, engage, and empower all levels of leaders. Ask me how I can help you and your Team achieve individual and organizational growth by developing and refining leadership skills with customized training and coaching.
Cost savings and net profit gains that usually take months or years can be accomplished in weeks or months with TDC. The team of TDC is your best source for learning about proven and practical lean manufacturing best practices combined with industrial engineering principles to keep your company at the leading edge of competitiveness. All areas are addressed, not just the manufacturing. Please do not take my word about TDC’s services, though. Read the public testimonials many current and past clients with decades of expertise and experience have been willing to give: https://todd-drummond.com/testimonials/.
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