Leading industrial and manufacturing companies around the world are today confronted with a range of new and increasingly complex challenges. As the rules of doing business within a fiercely competitive industrial and manufacturing environment continue to evolve, so too do the requirements for world-class management leadership within these markets.

Regional Perspectives on the Market Shift

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So just how are leading industrial and manufacturing companies addressing the mounting pressures on their bottom-lines? Are there any strategic courses they might take to avoid a commodity-driven race to the bottom of the pricing wars?

Gary Williams, a regional consultant in the Transearch Shanghai office, says an increasing number of companies across the Asia-Pacific Rim are moving their operations to low-cost countries such as China, India and Vietnam. “Many companies, including Schindler and Tyco,” Williams points out, “are focusing on solution selling as opposed to commodity selling to avoid the commodity-driven race.”

Reflecting on market conditions in the United States, Jason Meschke, Managing Partner in the Transearch office in Kansas City, says that despite softness in some bellwether markets such as the supply chain, logistics, transportation and consumer goods sectors, most economic indicators still look positive for North America’s industrial and manufacturing companies.

Where to Invest?

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Beyond the immediate economic environment, many industrial and manufacturing companies are wrestling with questions about how and where they should leverage attractive workforce dynamics and manufacturing advantages. Should they deploy more resources to the emerging markets of Asia? And if so, what are the tradeoffs, and is it important for big industrial and manufacturing companies to retain a base of operations and talent in the West even if they are investing more in the East?

If the recent engagement experience of Transearch Global Industry Practice is reflective of broader market trends, a major challenge for industrial and manufacturing companies is to strike a balance between developing new business in mature markets versus emerging markets in the developing world.

“Companies will go where there is a need for their products. It’s about supply and demand,” says Gary Williams in Shanghai. “If they don’t adopt and embrace the ever changing environment they will not be very competitive.”

The New Leadership Challenge

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As the rules of doing business within a fiercely competitive industrial and manufacturing environment continue to evolve, so too, do the requirements for world-class management leadership within these markets. In fact, the demands of corporate leadership have never been higher in the industrial and manufacturing markets.

The specialist executive search consultants who comprise the global Industrial search practice of Transearch International – and one of the global ‘Top 10′ executive recruitment firms – are on the frontlines and fault-lines of the competitive shift.

This article is a summary of the White Paper entitled ‘The way forward for industrial and manufacturing leaders – Perspectives from Transearch International’. Get your copy of the full White Paper via the Transearch International website at http://www.Transearch.com/press_room/display.asp?nID=201. It may alter your view of the market and competitive forces at work and how to evolve with them.

About the Author

Executive search firm Transearch International has representation in most of the major economic centres of the world with over 50 offices in more than 30 countries and is currently rated as the 9th largest global executive search firm by Executive Recruiter News (ERN). Transearch executive search firm.

You know for years we have held the majestic eagle as our sign of a good leader. It soars so high above everyone else, has a beautiful wingspan, eyes that can see its prey from miles away and uncanny accuracy in getting its food. Definitely a leader. Definitely something we should admire and look up to. Definitely the way we should be if we want to lead, right? Wrong!

I think eagles are one of worst animals we can model after as leaders. Why? Well for several reasons. They don’t play as a team. They build their nests in cliffs where no one has access to them. They take care of their young only. They do everything for their young and when they feel their young are ready they push them out of the nest and say, “fly or die.” Now I ask you, is that a warm environment to work in?

We need a new way to look at leadership. You see, leadership is no longer a position, it is a way of thinking. So whether you are a secretary, a foreman, a sales person or an executive you all should be leaders. You should feel you are the master of your work space every day. And every day you should ask whether you would hire yourself tomorrow if you were the owner.

In order to be a good leader there are several key traits you need to exhibit. First you need to be a clear communicator and you need to have a clear vision that you can share with others. Most companies I meet with have a long mission statement that even the CEO can’t remember. A good mission statement should be one you can wrap your arms around and use to judge whether you did a good job today. When Les Wexner, Chairman of Limited designed Victoria’s Secret his mission was “to design a store where Cybill Shepherd would love to shop for lingerie”. This gave his people a clear vision of what to look for as they designed the store. Bill Gates mission is to “put a computer on every desk”. This is something tangible that every person can see and can act in accordance with. One telephone company I worked with switched their mission statement to “your best friend’s on the line.” This way every person could make sure their voice tone, and actions matched what they would do for their best friend. Within 3 months their sales rocketed to the highest they had ever had.

Now, you might be saying, but wait that is the CEO’s job to come up with our mission statement. Not so. You should get together with the other people in your department and decide what is the one key reason you are all there. What is the one result you all want to see and then come up with a mission statement that fits that goal and gives passion to your team.

The second key ingredient in leader is they are very “WE” focused. They see themselves as supporting others and working towards a united outcome. They are willing to take all blame and share all victories. They don’t worry about how to make their job easier, they worry about doing what is right. If you are a true leader you will share information you have with others. You will want to draw out the best in others. Job descriptions become irrelevant. What is most important is what needs to be done to get the result you desire. You will think outside the box and work for solutions never thought of before. Finger pointing doesn’t happen with true leaders. They instead want to know how the problem can be fixed. They want to know what caused it so people can learn from it and not repeat it. They do not shame or embarrass others. They are the first to point out good things that others do.

Third, good leaders lead as well as follow. They don’t worry about how others perceive them. They know that some of the best ideas can come from others around them so they keep their ears open. They know that in order to lead they need to continually learn so they see themselves as teachers and students at the same time. They welcome new ideas and suggestions from others.

“A leader is not someone you look up to because they are the best. A true leader is someone that looks in to you and draws out your best.” Anne Warfield

And fourth, good leaders are willing to set guidelines. They know that in order to do a good job people need to know what is expected of them. They need to know the outcome they are working towards and they need to know what flexibility they have with decisions. Good leaders will share all that needs to be shared so people can achieve results. They look to shatter paradigms and see things in a new way.

So ask yourself, do you lead or do you follow? Do you take risks at your company or do you strictly follow policy? Are things going on at your company that you think should change? If so, have you taken the time to offer your ideas and suggestions? Do you take charge and work as a team?

I would like to see a new mode of leaders. People who are not trying to be the best but rather people who are willing to draw out the best in others. What animal best reflects this? Well, I hate to tell you because it is not as glamorous as the eagle. From this day on think of yourself as a goose. You see, geese fly in a V formation. And since the lead position is tiring, the lead goose will fly to the back and new goose will take the front position. Because their outcome has been clearly communicated they don’t worry about flying off course. If one goose gets hurt, then two geese fly down to take care of the wounded goose. They never leave one goose out to struggle on its own. Just imagine how your company would soar if it was full of geese as leaders!

About the Author

As the leading Outcome Strategist, Anne Warfield shows people how to present their ideas, products and services so people WANT to listen to you. Her communication formula is easy to apply and produces proven results. Fortune 500 companies around the world have utilized her expertise and her work is published around the world. To book Anne, contact her at 888-imp-9421 or check out her web site at http://www.ImpressionManagement.com.