Don’t Wait for a Vacancy to Start Developing Your Shop Floor Leaders—Here’s How to Identify and Prepare the Right People Now
Identifying supervisor potential is only half the equation. Preparing people for frontline leadership—before you promote them—is what sets high-performing teams apart. Carol Crawford, WMEP’s Talent & Culture Services Leader, explains how manufacturers can intentionally grow strong leaders from within.
Leadership Traits Often Show Up Before the Promotion
Some employees show a clear interest in becoming supervisors and actively pursue the path to get there. But others may not raise their hand, yet still have the traits to become strong leaders with the right support. “Manufacturers should always be scanning their talent and developing their pipelines,” says Carol. “It’s a win-win when you spot both the interest and the potential—then give the right person a path to grow into leadership.”
Don’t Just Pick—Prepare: A Better Way to Build Leaders
Manufacturers owe it to their business and their employees to be intentional about who they promote. Someone may excel on a machine or in a technical role, but that doesn’t automatically translate to leadership. As Carol puts it: “Don’t rush the process or ‘brute-force’ someone into a supervisor position.” Instead, take the time to identify true leadership potential and prepare them for success.
1. Use Assessments
Simple assessment tools can help reveal employees’ natural strengths and development areas, making it easier for manufacturers to identify those with leadership potential. Assessments also help align employee interests and abilities with the company’s operational goals and strategy. “You don’t need a complicated three-day leadership retreat,” says Carol. “Even a basic tool can open the door to meaningful conversations, stronger teams, and more intentional leadership development.”
2. Have Career Conversations
Think of it as a one-on-one with a purpose. Ask employees where they want to go, what motivates them, and how they feel about taking on a leadership path. Keep the dialogue open and grounded in possibility—not pressure.
3. Avoid False Motivation
Promoting someone solely for the pay increase they desire or using money to entice them into a leadership role can backfire. “I’ve had struggling supervisors tell me, ‘I only did it for the money,’” says Carol. “They could have added more value to the company in a different role if their career path conversation had been handled differently.”
4. Provide Training and Coaching
Don’t wait until after the promotion to start developing leaders. Prepare emerging talent early with the skills they need to coach, delegate, and lead effectively. With the right training program and coaching, they can build those capabilities without leaving the shop floor for extended periods—and the organization will benefit as those new skills take root in real time.
Now’s the Time to Grow the Leaders You’ll Need Tomorrow
Bottom line: Don’t wait for a crisis to realize you need stronger leadership. A solid leadership pipeline starts with early investment, and it benefits the company, the team, and the individual. The payoff? Stronger engagement, higher productivity, and reduced turnover—powered by a bench of leaders ready to step up when challenges arise, not scramble to keep up.
WMEP is a nonprofit consulting organization with a simple mission: help Wisconsin manufacturers succeed. Our advisors bring real-world industry experience and deliver practical solutions across three key focus areas: Growth, Operations, and People. Contact us to talk about how our Manufacturing Leadership Development tools and services can help improve productivity, employee engagement, and build your leadership talent pipeline.