As manufacturing evolves, those embracing discomfort, investing in culture, and leading with transparency can drive lasting impact.
For C-suite manufacturing executives, the path from grit to growth is paved with tough calls, relentless learning, and a steadfast commitment to values. As the industry evolves, those embracing discomfort, investing in culture, and leading with transparency will be well positioned to drive lasting impact.
These themes were discussed in detail at a recent Women Owners in Manufacturing event. Hosted by CLA and Robinson+Cole and facilitated by CLA’s Owner Transition Advisory Director Heather Parbst, the session challenged leaders to reflect on the pivotal decisions shaping business trajectories and culture.
Explore keen leadership strategies to move your manufacturing business forward:
Staying true to values amid uncertainty
The summit’s opening panel, “Making Tough Decisions: Leadership, Risk, and Resilience,” underscored the importance of leading with values — even when comfort or certainty is elusive. One owner shared, “As a parent, I want my children to learn grit, to be comfortable with what is boring and hard. The payoff isn’t always immediate; sometimes, it’s for the next generation.” This long-term perspective is essential for C-suite leaders tasked with building enduring legacies.
Leveraging support networks and investing in self
Executives discussed the critical role of support networks and personal investment. “I have several coaches — lean, executive, ad-hoc mentors. Structure begets behavior,” one participant noted. For leaders, surrounding oneself with trusted advisors and fostering a culture of continuous learning is vital for navigating complexity and driving growth.
Culture: The cost of misalignment
A candid case study revealed how a plant manager’s bullying leadership style — though not resulting in turnover — was misaligned with the company’s vision for culture. The recovery process involved investing in the manager’s development, ultimately parting ways amicably, and rebuilding culture from the ground up. The team adopted “7 Habits” style principles, driving respect and psychological safety as foundational values. “We have a workplace where we can do our jobs without fear or intimidation,” the owner affirmed.
The CEO’s journey: Embracing failure and asking better questions
Stepping into the CEO role means making it up as you go along. “Owner’s job is what you want it to be. You must fail to move forward,” a leader shared. A lesson learned from a real estate misstep — buying a building without confirming water supply — highlighted the need to “ask the next level question, and the next, and the next.” For C-suite leaders, curiosity and humility are key to avoiding costly oversights.
Decision-making in the gray
Running a business means operating in ambiguity. Leaders reflected on separating self-worth from being right and knowing when to stop analyzing and make the call. “If you are true to your values, you have courage to make a decision. Hard decisions are processed out. Never make a people decision hastily,” one executive advised.
Unlearning and adapting
The summit encouraged leaders to unlearn rigidity and give top talent space and time. “Business climate has changed. Remove the rigidity. Meet people where they are,” a participant said. This flexibility is crucial for fostering innovation and resilience in manufacturing.
Lean tools and transparency
Running the business “like a public company”— open, transparent, and goal-oriented — was a recommended practice. Lean tools such as spaghetti diagrams helped debug workflows during operational expansion. Leaders debated the right amount of transparency, agreeing on the importance of aligning teams to goals and celebrating achievements on the shop floor.
Delegation and leadership development
Delegation emerged as a leadership imperative. “Today, my teammate is going to be my mentor,” one owner said, emphasizing peer learning. The group embraced the mantra, “Better done than perfect,” advocating for 80% completion and iterative improvement.
Growth strategies: Flexibility and value streams
Topline growth requires flexibility and readiness to pivot. Quarterly development reviews with customers provide alignment, while developing aftermarket value streams alongside OEM channels unlocks new opportunities. Leaders were urged to differentiate core and adjacent products and customers for sustainable growth.
The hardest conversation: Moving toward what scares you
The forum closed with a powerful piece of advice: “Make the next conversation the hardest. Move toward what scares you. If you have to eat a frog, eat it in the morning!” C-suite leaders were challenged to confront difficult decisions head-on, prioritizing authenticity over conformity.
How CLA can help manufacturing executives with growth goals
CLA’s industry-specialized advisors can help business owners create lasting change within your company. As former manufacturing executives, owners, and operators, our advisors have real-world experience that translates into practical, real-world results. Contact us to get tested strategies to help reach your company goals.