Leadership: Hard to define, imperative to have

Leadership is a difficult-to-define skill. It’s difficult to cultivate, even difficult to identify.

Good leaders don’t need to be bosses, either. But all bosses should be good leaders. And, companies that identify and develop leaders in-house can save themselves time and thousands of dollars in fees paid to headhunters and because of poor hires.

Especially in a small company or on a small production team, one bad promotion or new hire can lead to quality and delivery problems, and even to a mass exodus of employees.

Leadership just plain matters.

All good leaders share some attributes, too, such as the ability to delegate, confidence, creative thinking, and good communication skills. Identifying these traits in staff members can help create a short list of future leaders for your company. And, developing these skills through training can be just as important as learning the latest version of your CAM software or a new milling technique.

But how can a company itself become a leader?

According to Apple co-founder Steve Jobs, it’s innovation that distinguishes a leader from a follower. The man in the black turtleneck knew what he was talking about when it came to innovation. For decades Apple has redefined how we use and think about personal computers and mobile telephones. It’s a company that prides itself on its technology, but also on its people.

The IT sector seems to get it when it comes to leadership. Just as there is a “Toyota way” of doing things, so too is there an “Apple way” and a “Google way.” These companies seek out leaders from among the ranks of their employees, knowing that today’s new hire can be tomorrow’s CEO.

In the metalworking world, innovation can come in baby steps (introducing a new carbide tool to the shop) or in a paradigm shift (adding a metal additive manufacturing system). It also can come from skill development not specific to one machining task.

Hiring new staff is sometime hard, and keeping that staff can be even harder. Finding a diamond in the rough can be harder still, but it’s important to the future of any company.

And if you still don’t think Jobs knew what he was talking about, try firing off an email from your Commodore 64 or making a call from your Motorola flip phone.

About the Author
Canadian Metalworking

Joe Thompson

Editor

416-1154 Warden Avenue

Toronto, M1R 0A1 Canada

905-315-8226

Joe Thompson has been covering the Canadian manufacturing sector for nearly two decades. He is responsible for the day-to-day editorial direction of the magazine, providing a uniquely Canadian look at the world of metal manufacturing.

An award-winning writer and graduate of the Sheridan College journalism program, he has published articles worldwide in a variety of industries, including manufacturing, pharmaceutical, medical, infrastructure, and entertainment.