How to Empower Your Team with Leadership and Mentoring

Q: What does it mean to lead by example?

A: Leading by example involves several key aspects, such as removing obstacles for your team — essentially blocking and tackling so they can score — taking responsibility when things go wrong, because it is always the leader's responsibility, enabling team members to have a voice, recognizing that some of the best ideas come from non-experts with different viewpoints, maintaining boundaries and setting strategy for the team and over-communicating and regularly reviewing Key Performance Indicators (KPIs) with team members.

Q: Share an example where removing obstacles for your team led to a significant achievement?

A: I empower my team members to make decisions by themselves when they can do so. This helps our team to be more agile. For example, when I was training a new shop foreman who had over 20 years of moldmaking experience, he asked me for guidance on repairing some cavities. Instead of giving him direct instructions, I asked for his opinion on how to proceed. His proposed plan aligned with what I would have suggested, so I conveyed my trust in his skills and authorized him to make such decisions if the cost was under $3000. I also assured him of my support if needed. This approach not only allowed him to carry out his responsibilities confidently but also encouraged him to lead his team in the same manner. In a few months, I observed him granting decision-making authority to one of his team members, who subsequently became one of the most proficient shop foremen I have had the privilege to manage.

Q: How do you balance giving team members a voice while still maintaining boundaries and setting strategy?

A: It begins with me creating a culture where there is a safe place for everyone to have a voice. They should know that the decisions I make are not selfish or self-serving, but are made for the benefit of the team, to ensure its success and to align with company policy and strategy. This emphasizes the importance of having clear company policies and involving the team in the business plan and key performance indicators (KPIs) that we manage. Each person should have the necessary knowledge to help them perform their job effectively and contribute to the team's success.

Q: How do you approach mentoring?

A: Mentoring is an extension of good leadership. My approach involves always being on the lookout for the next person to hire, constantly trying to recruit talent into the tooling industry as I go about my daily life and being open to finding talent in unexpected places. For example, I once hired a Cintas delivery guy.

Understanding the "why" is crucial. A team that knows why they do what they do will be more innovative and focused on meeting company objectives.

Q: How do you structure your mentoring relationships to ensure they're mutually beneficial for both mentor and mentee?

A: I start with an initial meeting to discuss the individual's current role and identify their likes and dislikes. Then, I talk to them about their long-term career aspirations. Together, we establish goals for their future, current work, training and recommended reading to help shape their character. We review these goals regularly, preferably every month, and during each session, we discuss their progress and provide support. I actively seek opportunities to offer guidance and mentorship while addressing challenges and celebrating successes with them.

Q: Why is understanding the "why" important in leadership?

A: Understanding the "why" is crucial. A team that knows why they do what they do will be more innovative and focused on meeting company objectives. The next generation of workers is driven, but they need to understand the reasons behind their work. Good leadership and mentoring, which include explaining the "why," drive productivity and ultimately lead to increased profits and employee engagement.

Q: How do you tailor your communication of the "why" to different generations or personality types within your team?

A: My first advice is to know your team members and study how to best communicate with each team member and as a unit. My generation tends to only need the short version of “why.” However, the generation under 30 tends to be more skeptical and was taught to question everything. It will take a little more time for them to buy into the “why.”  It is worth the extra time because they will use the new technology and methods if you clear obstacles for them and they agree with your “why”.

Q: Share an example of how communicating the "why" behind a project improved your team's innovation?

A: Our team had a project with extremely tight deadlines for an aerospace company. They kept sending engineering changes, which was frustrating for our whole team. I communicated that this was a new customer with the potential to bring in a lot more business and there was an opportunity for production. I assured everyone that although what we were attempting seemed impossible, with everyone's help and support, we could get creative and meet the customer's deadlines. The team succeeded and we gained a valuable customer.