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Component Manufacturing dverti$ dverti $ er
Don’t Forget! You Saw it in the
Adverti$$er
October 2020 #12255 Page #100
The
Hiring Zone
Do you know your Leaders? Thomas McAnally Publisher
ack when I was a production worker, in an offsite construction plant, my “Boss” was the Department Supervisor or “Lead Man.” His boss was the Production Manager. The Big Boss was the owner. Simple, clean, easy to understand, until something goes wrong, or you need help.
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More than once, I asked my supervisor a question, only to be referred to someone else who was just another production worker like me. Still, that person was the one with the most experience and probably the best answers. He, or She, could not only tell me how to do something, but how to do it well, and what additional small efforts I needed that also would support the overall team. Eventually, I learned who to go to for help, and it usually was not my direct supervisor. As I advanced through the departments, became a Supervisor and Production Manager, I learned to lean on the “Experts” when someone needed help. By delegating that responsibility, the department thrived, at least in cases where I could call on an expert who was genuinely interested in making the team effort better. When I did not have that person, it was my job to create or discover them. It usually did not take long. Before I picked someone, I saw who the team looked to when they needed answers. That person, not necessarily the Production Manager or Supervisor, was the informal leader. Fast forward to my time as a GM – I would remember that the person put in a position by management wasn’t always the one people looked up to for that role. I had learned that, just because someone is in a position of authority, they were not always in a position to lead. Sometimes, another person who could be a department leader, team leader, or even a production worker was more trusted to advise and provide truth when management was presenting fiction. Continued next page
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