NEW MENTORSHIP SERIES IMPACTS EMERGING LEADERS By Rachael Pfenninger, director of strategic execution, AMBA
lthough many up-and-coming leaders have a desire to A learn from those who have come before them, accessing tribal knowledge from industry executives continues to be a challenge for next-generation employees, particularly in mold manufacturing. Between generational gaps, differences in communication, the lack of availability or an unwillingness to
share, coach and train, employees who are ages 40 and under often are left to muddle along and figure it out on their own. As much as this “tough it out” mentality may resonate with previous generations, it can be detrimental toward workforce development efforts and retention of next-generation
SESSION 1:
LEADERSHIP THROUGH OWNERSHIP Mentors: Ray Coombs, president, Westminster Tool, and Troy Nix, executive director, AMBA • When you make yourself a victim, you miss the opportunity to learn and get better.
• Transparency impacts trust. A lack of transparency will damage the relationships around you.
• It’s important to raise your hand when failure happens and take responsibility.
• Build it like you’d be dead before it’s done. Leading from the back empowers your workforce to carry on your mission and your company without needing you to be a part of every aspect.
• Negative experiences are simply opportunities to overcome adversity and to learn more. • No one plans to come to work to screw up. • If you are passionate about becoming a better “you,” you will lead others to become passionate about being a better “them.”
• Demonstrate gratitude. Feedback should never be all negative; make sure that you’re providing positive feedback as well. • Track what you want to work on and your progress. This will help with accountability and ownership (and will increase the respect others have for you).
