There is no article attached to this post, only my personal experiences with one specific COO over the past 3 years at my company.
In my short career, I have had the opportunity to meet one C-level executive that was unlike any other high level director I’ve ever met.
Most of the D-V-C level executives I’ve met were always worried about the big picture, and were always worried about how to make the entire “thing” come together based off previous experience they had. Most of these executives were always desk or travel executives – the ones you rarely saw, the ones that when you did see them, they had a crew of folks surrounding them when walking the floor. Sure, these guys came and talked to you, wanted to give you a little bit of their busy day, to show that they truly did care about you as an employee. And I respect that, because I know it’s a person of one vs. an employee base of many, and going out of your way to come say hello to YOU (/to me), does mean something.
But I now realize that there was something missing from these executive interactions. I’ve had the opportunity to learn from one of the smartest manufacturing businessmen I know. At my company we have a COO who is extremely involved in floor activities. He has very specific lean manufacturing philosophies that he has implemented across our entire company (and his previous companies). The most important thing though is how he has implemented them – by directly teaching us: the engineers, the staff, the operators, the managers. He has been hands-on on the floor, and has had specific training courses that he developed and taught in. These aren’t basic powerpoint presentations where a guy comes in a suit to give you a pre-recited speech with the “any questions?” slide at the end. This is an executive who cares to TEACH and SHOW you the philosophies he wants you to practice. Then, he walks with you out to the floor to help you when you need help, and to judge you when he’s got expectations for your work. He’s not a soft person who’s there to cradle you when you don’t succeed – no, he’s there to kick you’re a** because his title starts with a C and he’s got high expectations for your work. Here’s the theory, here’s the process, learn it, practice it, execute it. But throughout the whole process, he started with one fundamental rule – teach.
I’ve learned some fundamental thoughts from him in the past three years:
1) If you want to be a respected manager (all the way through to exec), you need to teach. Not from a desk. Not from a powerpoint. Not by just “setting what-you-think-are examples” on the floor.
2) As you climb the ladder with knowledge, open your knowledge to others. Managers aren’t just there to make big decisions and set guidelines – the good ones are there to teach the next generation.
3) As your managers and staff are learning your principles, make sure that you are not only teaching them the ideas of the topic, but also how to communicate them later, making them effective teachers.
4) Surround yourself with other effective D and V level managers/execs who also know how to teach – not just how to make tough decisions. They will help to reinforce a culture of knowledge development.
5) Make sure you followup with those you teach, even if at first it’s perceived as a “boot camp”. You’d be surprised at their reaction when you test them later when you turn the tables and it’s their turn to teach. So far, the first reactions I’ve personally received, even from operators on the floor, has been one of shyness, and anger. Yet by the second or third time, it’s one of pride. People are proud of what they’ve learned, and are proud to show someone else the how-to.