Over the past two weeks, several reasons have come up about why it’s good and necessary to talk to the workers on the shop floor. There's the daily walkthrough, or Gemba if you like, where all sorts of things might come up—from factory issues to the kids' school report cards. On one hand, you can learn a lot about how the factory operates, things you wouldn’t know otherwise. On the other hand, you can get a sense of the general mood and maybe even influence it, but sometimes that’s not enough.
After I became responsible for a factory, I quickly realized that it's essential to personally inform and talk to the workers in at least three cases: when something good happens, when something bad happens, or when big changes are coming. If we don’t do this, the rumor mill will take over, and wild ideas and conspiracy theories might affect the shop floor mood, which in turn can impact the results. Not to mention that they hold a wealth of information and ideas that could be helpful, and we’d be missing out if we don’t involve them.
Not everyone is comfortable speaking in front of a large group, especially when the news is bad, but I think it's a skill that can be learned. I brought some helpful thoughts from Miklós Szinetár’s book Senki többet? Pályázat harmadszor… (Nobody more? Apply for the third time…, Európa Könyvkiadó, 2016, pp. 19-33), which might make the difficult moments a bit easier.
“A theatre company meeting is a special, challenging genre. And an introductory speech from the director? Even more so! It’s no good if it’s too dramatic, but it’s also bad if it’s too casual, and the worst thing—like in theatre—is if it’s boring!
No, I’m saying it wrong. There is something even worse: when it’s obvious that they’re lying from the stage.”
You don’t always have to say everything, because people at different levels of the organization understand and interpret things differently. You need to figure out how to say enough about something bad to prepare people, but not cause panic, and how to reassure them while still telling the truth without making irresponsible promises. Talking about good things, achievements, is always easier.
„“But the most important thing is that all such gatherings, be they a mass, a party meeting, or the opening of a theatre season, are necessary because the audience craves catharsis! They want to be moved, to laugh—not just once—but ultimately to learn something about the future. Whether that future is heaven, the next election victory, or the next season, doesn't matter much. What’s important is that the vision of the future doesn't hide the obstacles, keeps each participant’s sense of personal responsibility alive, but is ultimately encouraging. And it clearly and understandably communicates the institution’s purpose in the world.”
And also the possible contributions of individuals to that vision. The question is always: what do I need to do personally, and what do we as a team need to do to make that future as good as possible? This is important even when things are really bad and there’s not much positive ahead for the team, because if I know what I can still do in a bad situation and I actually do it, that pulls me out of a state of helplessness. If nothing else, I can draw strength from knowing I did everything I could, and it wasn’t on me.
“But how? Because that’s also very important!”
“Look at your audience! Always speak to someone, not into the air! Look for eyes, and always have a partner in the audience that you're speaking to! Know which points are the most important, and emphasize them with changes in rhythm and dynamics! The speech shouldn't be too short, because that leaves a sense of incompleteness, nor too long, because that's tiring!”
Reading out financial results for fifteen minutes in a year-end review doesn’t work, not even with management, let alone with the shop floor workers. What’s important for them? How much detail do they need to understand the situation? How do I translate the numbers into what they’re most concerned about—whether they’ll have jobs, whether there will be a pay raise, whether they’ll have security next year? I think the feeling of security is the most important, and knowing the situation gives people a sense of security.
“And look like a leader! A leader can wear jeans, but can also wear a tie. The point is that their appearance should fit the occasion and expectations, while still reflecting their personality.
In certain cases, your appearance communicates a message as well.”
Here are two short stories. I wasn’t even thirty when I became the head of the factory, and like any young woman, I wore a miniskirt one evening for a date. The next day, one of the colleagues greeted me with a grin: “I saw you yesterday, boss lady, nice skirt…” In a small town, where I can run into any of my workers at any time, there's no such thing as not being a leader, no time when I'm not representing the company. And as a woman, I can be sure that if someone saw me yesterday at the local beach in a bikini, they’ll look at me very differently today when I ask them about the measurement results.
In another case, we were doing the year-end inventory, and I dressed for the job—jeans, and a sweater I didn’t mind getting dusty or rusty. An unexpected business partner dropped by in a fancy suit and snakeskin shoes. It was awkward. Very awkward. I wasn’t dressed like a factory manager…
So You can’t avoid it.
Not dressing formally for a Christmas speech would be incredibly disrespectful to those we invited to thank for their year of work. And even at any other times, as a leader, I represent a company, an organization, a team, and I have to meet the standards of the organizational culture, because this also increases employees’ trust and sense of security, and not least, my own acceptance.
And last but not least...
“Talk about what’s most important! That while the task is very hard, it’s solvable!!!”
This might be the hardest thing. As long as there's a real chance, to maintain the belief in myself that the problem is solvable, that the enemy can be defeated, and to share that belief with the team. Because if the leader gives up, the team gives up.
At a workers' meeting, in the theatre, as the leader of any team, the common point is the leadership role. Miklós Szinetár summed up very well how we should stand before our team as leaders, and especially why. There are also valuable leadership insights in the rest of the book, spiced with good anecdotes—well worth a read.
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