What Manufacturing Teams Need to Hear Right Now
Manufacturers are used to navigating disruption; they’re old pros at handling equipment breakdowns, production pivots, supply chain challenges, and more. But something about this latest round of disruptions feels especially existential. Maybe it’s because it’s global; maybe because it’s been turbulence, rather than a single, discrete policy change; maybe because it’s all everyone seems to be talking about.
With everything on their plates these days, leaders are understandably feeling the pressure. Manufacturing teams — the shop floor workers, the technicians, the QA line — are surely feeling the effects of this industry-wide uncertainty, too. And in these moments of uncertainty, they will look to leaders to provide some degree of direction and reassurance.
By showing up in this way for their employees, business leaders do wonders for team morale and help the organization stay strong despite the volatile climate. Here are some messages manufacturing teams might look to their leaders to communicate amid all the uncertainty:
‘We’re doing everything we can to stay the course.’
During periods of volatility, what many employees crave is a semblance of stability. They want to know that those at the top are taking steps to keep key initiatives on track, like fulfilling orders and maintaining the customer and employee base. To the extent possible, leaders should share the changes being made that will facilitate business continuity — maybe the organization is substituting ingredients in some recipes, pivoting to alternate suppliers or altering distribution schedules.
Of course, it’s likely that some areas of the business will have to flex to accommodate today’s challenges. Some staff may have to be let go or placed on furlough; some customers may have no choice but to leave; some production lines may be cut. Leaders should be candid about these realities and, where possible, explain how these necessary adjustments will translate to continuity elsewhere. For example, parting ways with a smaller customer may free up the resources necessary to maintain a larger, longer-standing customer account.
Talking about the business plan for short- to medium-term continuity will help ease some of the team’s concerns. Equally important is a conversation about the organization’s long-term plan to make resilience a foundational principle.
‘We’re committed to resilience.’
Resilience isn’t something that happens to a business; it must be built. Teams need to know that, beyond getting through the next weeks and days, there’s a broader plan to ensure the organization will be okay in the long run; that it can withstand the next period of disruption when it inevitably comes.
Manufacturing leaders should be prepared to share information about organizational resilience, which is more than simply maintaining in-the-moment agility when the unexpected occurs; it’s proactive responsiveness, often enabled by advanced technology.
If your organization hasn’t yet thought about resilience in this way, it’s never too late to get started. Consider researching connected platforms (full disclosure: my company produces one such platform), which give manufacturers a more holistic and detailed picture of their operations. These software solutions often connect to shop-floor equipment with IIoT-enabled sensors that facilitate real-time data capture and analysis. Crucially, they also identify potential weaknesses in your supply chain and generate contextualized suggestions for improvement. Insights like these are must-haves for building long-term resiliency.
If you’re planning to move ahead with advanced technology like this, it’s critical to communicate with your team early and often. Their jobs will be directly affected, and they need to be looped in as soon as possible to help them get up to speed on new skills and processes.
‘We are committed to employee retention, growth and well-being.’
Manufacturing teams want to know that their employers haven’t forgotten about them; that there’s still a place for them; that their value is seen and celebrated. Leaders should express appreciation for their employees on a regular basis; even more so during challenging periods like the one we’re in. Rather than gestures of goodwill, authentic, empathetic communication is what will help put people at ease.
Like everyone else, manufacturing staff want to grow in their roles and continue their professional development journeys. Leaders need to help their teams identify opportunities for such growth — especially as advanced technology becomes more intertwined with shop floor operations — and offer support along the way.
Though it may not always feel this way, the manufacturing industry is constantly evolving and becoming increasingly high-tech. Upskilling and change management go hand in hand with technological expansion, and both are continuous processes. As manufacturers grapple with economic disruption and the inevitable advancement of technology, their teams will need a leader to not only offer a helping hand and relevant training, but to openly communicate their organization’s vision and plan.
The bottom line
While this may seem like a big responsibility, it’s important to remember that leaders don’t need to have all the answers right away. In fact, communicating their own individual uncertainties could help teams feel validated and reassured that they’re not alone.
What’s most important is that leaders offer empathy as they’re learning about, communicating, and navigating whatever comes next for their industry. By embracing dialogue, creating a safe space for difficult conversations, and operating with integrity, leaders can go a long way in boosting morale, bringing their workforce closer together and making the organization stronger.
