As the manufacturing landscape in the USA undergoes constant evolution, the need for adaptable leadership has become more apparent than ever.
With rapid technological advancements, manufacturing businesses find themselves in a race to acquire talent with the requisite skill sets. Drawing from her extensive experience in the field, Helene Smuts, CEO and Founder of Credo Growth, reflects on the shifting dynamics of the manufacturing profession.
Credo Growth embarked on a journey with VEGA Americas, Inc. to address their specific needs head-on. Drawing on their expertise in fostering a feedback-oriented culture, they formulated a comprehensive, organization-wide approach aimed at unlocking the full potential of both teams and individuals.
Thriving as a high-performing entity necessitates candid conversations and adeptness in giving and receiving feedback graciously, reframing it not as critique but as a valuable asset to be shared among peers. Encouraging a culture where feedback is embraced as a cornerstone of growth, following the principles advocated by Patrick Lencioni, is essential for cultivating high-performing teams. This transformative process involves not merely expecting individuals to exhibit such behaviours but fundamentally reshaping mindsets regarding feedback reception and delivery.
Equipping the entire organization across its various states with the requisite tools and skills for effective feedback exchange becomes paramount. The impact of this skill extends beyond professional realms, as evidenced by testimonials from employees who attest to its positive influence even on their personal relationships.
Smuts emphasizes the crucial role of education and upskilling in the manufacturing sector. As she expands her company’s reach to states like Ohio and Georgia, and to traditional manufacturing hubs like Texas where she challenges the misconception that manufacturing is outdated or “sexy,” she aims to reshape perceptions and attract top talent to the industry through targeted leadership development, coaching and culture initiatives.
A common obstacle observed in the manufacturing sector is the reluctance of leaders to nurture talent and facilitate career growth within the organization. One such testament to this evolving landscape is VEGA’s recent need to maximize the potential of its team. Like many in the industry, they faced a significant challenge: optimizing collaboration among team members. Recognizing the importance of individual self-awareness, task alignment, and leveraging strengths, VEGA Americas sought guidance to unlock the transformative potential of their teams and foster a culture of collaboration and peer-to-peer accountability.
Ron Foltz, Vice President of Manufacturing at VEGA Americas, lauds Smuts for her pragmatic approach to problem-solving. “Helene has a refreshing no-nonsense approach to resolving difficult problems,” said Foltz. “She breaks down complex issues into simple pieces that are easy to address. I use what Helene has taught me nearly every day. Time spent with Helene and her team is always time well-spent.”
Smuts emphasizes the importance of grooming engineers and technicians for diverse roles across departments, thereby instilling excitement about the possibilities for advancement within the company. While some may prioritize hiring based solely on raw skills, the retention of top talent hinges on providing avenues for professional development and progression.
In conclusion, the manufacturing sector is witnessing a paradigm shift, necessitating a holistic approach to leadership development and talent management. By embracing innovation and investing in the growth of their workforce, companies can navigate the challenges of today’s dynamic landscape and emerge as industry leaders.