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SUMMARY KEYWORDS

Elevotec, digital transformation, industrial talk, SMRP conference, leadership development, manufacturing simulation, team manager development center, emotional intelligence, vulnerability-based trust, continuous improvement, feedback and coaching, organizational growth, business resiliency, next generation Leader’s, communication skills.

SPEAKERS

Speaker 3, Speaker 1, Speaker 2

00:00

Hey, it's Scott MacKenzie, your industrial friend, and I want to bring your attention to a great company, Elevotec. Elevotec is transforming how businesses manage assets and operations with powerful ERP EAM and business intelligence solutions. They deliver streamlined processes real ROI and over 20 years of proven expertise if you want technology that actually drives performance, not complexity, Elevotec has you covered. Learn more at Elevotec.com Elevotec empowering your digital transformation with clarity, expertise and ROI. Check them out at Elevotec.com

00:48

Welcome to the industrial talk podcast with Scott MacKenzie. Scott is a passionate industry professional dedicated to transferring cutting-edge industry focused innovations and trends while highlighting the men and women who keep the world moving. So put on your hard hat, grab your work boots, and let's go all

01:06

02:15

Yes, the big question,

02:18

yeah, Imago is the last stage of metamorphosis of a butterfly.

02:21

There it is. So you think about what happens inside of the cocoon, all of the transformation and change. It's disgusting. You can Google it. No, I'm

02:31

not, but Imago is the don't see, you can't google it. You will go to AI, and then AI will help you with that. I'm here to tell you Google is, is you have any issues? There you go. But Imago is

02:45

the point where that butterfly emerges in its fully mature form. So my work is, yeah, the Leader’s Imago. I love it, helping Leader’s and teams and organizations work through their

02:56

love it, yes, yeah. Why wouldn't it be that's, that's a great analogy. I like that. All right. Before we get into that conversation about Leader’s Imago, let's have a conversation about who Lisa is. Give us a little background on who you are. Are you having a good conference?

03:10

By the way, just a point I am. How many times you've been

03:13

here? This is my first conference. Shut the front

03:15

door for real. Okay, before we get into you your your your stat card.

03:20

What do you think? It's fantastic, why people are here, solving problems, hell yeah, of all kinds, yes. And I think there's a lot we can learn from each other. Yeah, they're nice people. They're nice people. And great organizers. SMRP is a great organization. Yeah, there you go. All right. Yeah. Background, give us a background. So I am a chemical engineer by training University of

03:45

South Carolina. There it is. Oh, LSU. Is playing them. LSU, right this weekend, if I remember correctly, okay, don't ask me what

03:55

time, but I will be watching it. Yeah, I don't either. Yeah, everybody. SEC football, but I started my career in Columbia, South Carolina, at Westinghouse Electric Company making nuclear fuel for electricity, no kidding. And so grew up in manufacturing, had a lot of different experiences.

04:15

That's not that's next level manufacturing, just FYI. Well, that's not manufacturing. That's the next level.

04:21

Safety is safety and quality is safety at Westinghouse, and I learned a lot there, and spent about 12 years of my career there, and learned all kinds of things about Lean, Six Sigma, continuous improvement, management, Leadership, training. And my last job was challenging in that it was a lot of people, some team dysfunction, which I enjoyed, but a lot of crisis management, which, you know, a lot of people in this space can do that really well, but that's not my jam, yeah? So I was like, What do I want to be when I grow up? What's my passion? Right? And it's the people, it's the people, so. And I love manufacturing, but I want, I want to help supervisors, mid level managers, especially the folks that we promote, because they were so good at the technical stuff, but they may or may not be gifted with the skills of people. Yeah, and sometimes our models aren't great, sometimes they are, but sometimes they're not. So people do the best that they can, and so I with Leader’s in Mago, get to come alongside and help them see, where do they bring gifts and where do they have some room to change their approach and have a better impact?

05:36

Take us through. Take us through what you're talking about. What I mean, there are a lot of people talking about, hey, I've got a Leadership program. I'm doing Leadership stuff. What makes you sort of, sort of unique?

05:50

Butterfly ish. Butterfly ish. So the team manager Development Center, TM, DC, for short, is our flagship program. I inherited it from a fabulous mentor, Ellen Davis, who developed it back in the 90s, and it has stood the test of time. It's a two and a half day Leadership simulation, so I get to play the role of your direct report as my as a participant in this program, okay? And I it's a manufacturing simulation, right? This is specifically designed for manufacturing supervisors and managers, and it feels like real work, because we bring all the challenges of the day that are familiar, like regular manufacturing stuff, yeah,

06:36

in a in a concentrated form, because it's, if it's two days and you bring

06:41

it in, it's two days fast. It's pretty fast, but it's amazing that people do what they know how to do. And so I can see how you communicate, how you set expectations, how you hold me accountable, how you are flexible and adaptable, all of these things I'm assessing as I'm interacting with you, and once you know what I'm looking for, you get to do some self reflection, but it's about giving high quality feedback and coaching to folks that normally don't get high quality feedback and coaching, but they start recognizing where do they already bring strengths to the table, and where, if they were to change things Just a little bit, might they have a better impact for their teams. So they get to practice in real time and get real, real time feedback and coaching.

07:29

So I go through this program. How do you sustain it? Yeah, here's the trench. And you know, as well as I do, I'm going to go back to the salt mine. I'm going to and the the pressures of the day hit me, and I go back to what is natural. It it takes a long time to change.

07:47

It does, and it takes a lot of reinforcement to change. Yes, and I don't get to go back with these folks and be the a little voice on their shoulder. So they create an action plan, things that they want to tactically go implement, and about a month or two after they've gone back, we get on a call their coach, the participant, and their manager, because the manager is always in the best position to provide that kind of longer term reinforcement, yeah, noticing right on The behavior change, it's vital.

08:20

Success really hinges upon that support. Yes, okay, so we

08:25

link in the manager and help calibrate them in terms of, how can you best support your person as they're continuing to grow and develop, and we get to check in on how they're doing with their actions and celebrate, right? Nice. How did that work? Great, great success, yeah. Or if they're struggling still, because, to your point, we go back to work and it's like the grind. Oh, it is. And so how was I supposed to implement this, this thing that I was practicing in that safe space? So, yeah, yeah. See what's interesting

08:59

about events like this. Everybody's just hyper focused. Want to help, want to be engaged, right? And this is if, if I had a magic wand, I would would love for all of these, all of these organizations, to do the follow up. Change. I mean, everybody's hybrid. But what happens nine time out of 10, they just go back to the same, you know, grind.

09:26

Well, we have a lot of there's a lot of energy here, yes, right? And everybody's like, baby, that's super exciting. I love that. I love that. And you're right, as soon as Monday comes, yeah,

09:38

yeah, keep it rolling. I would like that. So in that case, this, this the program that you deploy. I'm a future leader. Let's say I've been identified. You want to work with me? I've been a future leader. I have those skills, or appear to have these skills. Do you in that conversation with my manager? Say, Hey, here's an individual that has no potential to go up and benefit your organization and and we need to nurture that. And you need and you need to step up manager to be able to do that. Do you get managers that say, Well, I sort of resent that. No one has said it out loud, yeah. See, I got you, See, I told Diana I know human behavior,

10:23

yeah, yeah. And really, ideally, that manager comes through my program, yeah. And then their person comes through my program. Now they're speaking the same language, and the manager knows what good looks like, and also understands the challenge of growth and development, because it takes so much intentionality and an effort and stick stick to itiveness is that a word is now to make change in our own behaviors. So that's the ideal case. But, you know, just seems

11:01

like two days, or, let's say, three days doesn't sound like a lot,

11:04

you know, it that seems really fast. There are people, well, some people are like, wow, that felt like real work for two and a half days. Other people are like, I wish we had more time. And you know, to me, that speaks volumes about the importance of managers giving feedback, people are hungry to know when they're doing it right, and most of the time they're only hearing when they do it wrong. Yeah, oh,

11:28

yeah, right, yeah. It and that that's epidemic. It still exists today, which just blows my

11:34

mind, yes, and now we have new generations in the workforce who have instant, instant feedback through other other means. And our managers have to get better at paying attention.

11:47

How are you doing with that? Just because I think, I think industry as a whole needs, needs a shake up, needs a reality check, that if you, if we are serious about business resiliency. We need to be able to speak the language of the next generation of leader, Leader’s and and, and I find that they're they don't know i I'm not. I don't know how to do that. It's like a huge gap,

12:15

it is, and that's why I come to this conference, and to conferences like it, where there are manufacturing people, my people, right? Like, I get it. I lived that, yeah, and I did a presentation with my dear colleague, Brandon wheel this morning on emotional intelligence and manufacturing. It was at 815, in the morning, okay? And it was really well attended. You know, I didn't ask everybody to raise hands and be like, how many of you were hung over after last night. But there, there's a there's a need for it. People know it, and

12:49

they want to learn more. Yeah, there's a hunger. And I just think that, I think as a and all will always be sort of the macro looking at it. You know, there's individual companies that that can really impact in a positive way, their culture and they need to, they need to get out of their comfort zone. They need to just recognize that if I'm here to attract new talent, inspire whatever, it needs to bring them on in, I have to, you have to change, not not require somebody else to change. You just have to, gotta look in the mirror. You have to, there is no other way of addressing that, and it's always a people conversation. The other area that I find it's great to be a leader, but you also have to know how to communicate. And that's a change too. We never communicate. This is a new way of communication. Do you? Do you help people with communicating?

13:39

Yes, yes. And not just, not just managers. A lot of the work that I get to do is with the Leader’s and managers in an organization. But I'm also getting to do some, some team work, team building, focusing on, I love The Five Behaviors of cohesive teams. Patrick Lencioni wrote a great book called The Five Dysfunctions of a Team, and it's a one, it's people.

14:09

Yeah, all about the people. That's one problem.

14:13

But like, the base of all of this is a vulnerability based trust, and you say the V word around a bunch of engineers and manufacturing people actually just around people in general. They're like, No, but that is the foundation, and the way that we can actually get to where we can be vulnerable with each other is admitting when we don't know, admitting our mistakes, saying I screwed that up, right? And who wants

14:41

to do even I'm just kidding me, I don't want to be that way.

14:47

But when we're able to be vulnerable with our team members, right, we are able to then put it all out on the table and master our conflict.

14:59

Okay, here's the problem. I'm hearing what you're saying vulnerability. And I had this conversation with an organization that I just said, yeah, you want to change your culture. But here it is. Here's the reality you you punish people in a big way. Are you kidding me? You think I'm going to admit to I have a problem? Or, you know, I did it, I made a mistake. You kidding me that I'm going to share with you that I'm struggling with something I need. I didn't know how to do something, no, because you sit there with your club and you beat the heck out of me. No, and you see it. You see it happening to somebody else. Stop it. I said, You'll never. You'll never get to that point where you're saying, Okay, I got it. You'll never it's

15:42

got to start at the top. Hurts. It's got to start at the top. Yeah, right, and demonstrating when your senior Leader’ship is willing to say, y'all, I messed up.

15:55

See, I'm telling you that's, that's, that's challenging. It is it is it is.

16:01

But I always say, as Leader’s, we're always on stage, and you get what you model. And so, yeah, if you really want to bring out the best in people, then you got to look in the mirror and transform. But how you see people?

16:16

People are, yeah, do you have different levels of program of Leadership? Like, hey, I've got I'm an entry level supervisor, and I'm trying to be a supervisor, and I have been a great wrench Turner, and now I'm a supervisor, and versus maybe I'm a director, I want to be a VP, that type of thing.

16:36

Do you have different skill sets? My focus is really on those frontline managers, mid level managers, potential Leader’s, come through programs, the ones who are new to the role and the ones who've been in it for 20 years, because, again, it's all about that feedback and coaching, and they may not realize the impact that they're having, because nobody's told them, because we've been focused on the technical stuff, yeah, meanwhile, their dead bodies are high turnover, and these are folks who are in critical roles. So that's there are other wonderful programs with other companies out there for executive Leadership, my passion is,

17:21

but you have to connect the dots. You have to take what you're doing at that level, and that executive has to also recognize that, and the training that that executive goes through can't be one that's a disconnect between what you're saying and what they're learning up there, you know, with whoever, yeah, I'm just, I'm interested. How do people get a hold of you?

17:49

Lisa Leader’s imago.com connect, contact me. Lisa at Leader’s imago.com and LinkedIn, and LinkedIn. Lisa Davis, Brownlee,

18:00

I always ask for the LinkedIn contact. And the reason I do that, it's easy for me to capture the URL to your stat card and stick it on my website. There it is. Connect, connect with Lisa. All the contact information will be out on industrial talk. Lisa will be there make this connection that you make. It's a priority. All right, once again, we're broadcasting on site SMRP 33 and you need to be there for SMRP 34 I can do the math. And you need to put budget aside. You need to beat people like Lisa. You need to connect with people like Lisa. They're all around here. I'm bumping into people like Lisa, wanting to help you succeed. So make it happen. Captain. All right, we're gonna wrap it up on the aside. Stay tuned. We will be right back.

18:42

Right back. You're listening to the industrial talk Podcast Network.

18:52

Yeah, that was SMRP. That was 25 and you need to put that one on your calendar, it is 26 we are in conversations. We will be there, and we will be broadcasting and highlighting individuals like Lisa Brownlee. She has Mad Skills stat card right there on LinkedIn. You scroll through and you go, yeah, she's smart, and she will be there, and she will be able to help you succeed, because that's what SMRP is all about, gaining as much value out of your assets and people and everything that goes in line. It is the right conference to attend, so make sure that you put that one on your calendar, and I'll be there and come and talk to me. All right. Industrial talk is building a platform that celebrates you. We want you to succeed. We want you to tell your story. All you need to do is go out to industrial talk, click, talk to me, and you'll be talking to me. And then we can come up with an idea of how you can tell your story, and, you know, achieve success. All right, be bold. Be brave. Dare greatly hang out with Lisa and we're going to have another great conversation shortly. So stay tuned.