The Manufacturing Executive
The Manufacturing Executive

Episode · 11 months ago

Servant Leadership in the Manufacturing Sector w/ Dan Erschen

ABOUT THIS EPISODE

You know the Golden Rule: Do unto others as you would have them do unto you. But do you practice that philosophy as a manufacturing leader? Does it influence who you hire? How you manage your team? The way you interact with your stakeholders? 

On this episode of the podcast, I invited Dan Erschen, the owner of Wisconsin Metal Parts, a contract manufacturer of metal parts and assemblies, to talk about servant leadership.

Dan and I discussed:

  1. Dan's personal battle with MS and how it has shaped who he is today
  2. What servant leadership is and the benefits and challenges it brings to manufacturing companies
  3. Dan's advice about how to start shifting culture through servant leadership

To ensure that you never miss an episode of The Manufacturing Show, subscribe on Apple Podcasts, or Spotify, or here.

We hire for character and then we trainfor skill and that's all part of the whole servant. Leadership modeling welcome to the Manufacturing Executivepodcast, where we explore the strategies and experiences that aredriving midsize manufacturers forward here. You'll discover new insights frompassionate manufacturing leagers, who have compelling stories to share abouttheir successes and struggles and youwill learn from btob sales andmarketing experts about how to apply actionable business developmentstrategies inside your business. Let's get into the show welcome to another episode of theManufacturing Executive podcast. This show is being brought to you by oursponsor cadinus part solutions. I'm Joe Sullivan your host and a cofounder ofthe Industrial Marketing Agency GERILLA. Seventy six today we're going to have aconversation with a manufacturing leader about a concept called servant.Leadership. Let me kick this off by reading you a definition of the subjectfrom the Center for Servant Leadership, a circent leader, focuses primarily onthe growth and well being of people and the communities to which they belong.While traditional leadership generally involves the accumulation and exerciseof power by one at the top of the pyramid, servant leadership isdifferent. The Servant leader shares power puts the needs of others firstand helps people develop and perform as highly as possible. My guess today issomebody who has embraced and embodied the characteristics of a servant leaderas the owner of a manufacturing company. So let me take a moment to introduceDan Ershan Dan is the owner of Wisconsin Metal Parts, a contractmanufacturer of metal parts and assemblies early in his career Danworked at a number of small to midsize manufacturing companies as a tool anddyemaker before founding die concepts in one thousand nine hundred and ninetyeight, which eventually became Wisconsin metal parts, Danis cofounded,two other companies along the way, dyemakers manufacturing ink and leanmanufacturing products ink as you'll learn in our conversation Dan. Hisbattled, MS, throughout his adult life, a journey that is shaped his outlook,both as a business owner and a person in general, but shortly I'll. Let Dantell that story himself, denrasids and piwake Wisconsin, just outside ofMilwaukee, with his wife, Bonni Dan. Welcome to the show thanks, you Teyan,a big fan of Yeurs cerly, never chose ser, ty, neverexpected to be chose to be on a podcast with you, but I'm on thanks for havingme. But here you are right. You never know where what adventures lifely John!So no hey, I never thought I'd be hosting a podcast. So, but here o Myemust be a reason for I right, I guess so right, yeah well before we get into the meat of itDan. Can you tell us just a little bit about your personal and professionaljourneys up to this point in particular, I would love you to tell us a littlebit about your battle with ms and how...

...that's shaped, who you are today sure,so, I'm a pretty simple person grew up in a small town, went to a small high school, wash atext, tech, school and stuff college. So but then, after working at severaljob shops as a TU, an dier maker, my wife and I had her first child Samanthaand then we decied that one of us is going to stay home and raise te childor you know, be with the child. So we kind of talked about it, and I guess Iwant. I won that one and I got to stay home with Samantha for the first yearand a half that she was born and and then I started that concept out of thebasement. While I was while was saying home, wits, Samantha and and basicallyI jhist design, progressive dies and design dies out of the basement, andthen we kind of grew the business and in moved out of the House and Bonnistayed home and then in one thousand nine hundred and eighty eight re nededit to wiscosin metal parts to represent more so what we grew into, and we nowhave about a hundred people, you ang to and di making metal, stampings, Wireydm,CNC, machining and sheet metal fabrication, which includes Laisur,cutting and punching bending welding secondary operations in assembly. SoSoo. It's grown quite a bit in in the last thirty two thto three yearsso so I started that when I was twenty, eight years old I'd fifty nine now andI had my first MS attack when I was twenty nine, so that kind of came on asa surprise and my legs going to fill asleep and nextthing you know I was in he hospital and the employee was bringing work in thehospital for us to quote on an do from there. So, but I got I got somewhat better for you know,after three months of physical therapy, an occupational therapy and- and thenten years later I ended up having another MS attack and that one, youknow kind of left me not walking for not walking unassisted anyway for about a year and a half. So there'ssome pretty big challenges there I started exercising and then I've reallybeen. You know blessed that I regain my bobility to the level of being able to. You know, runmarathons and then do ir Man Distan Traath Lawns, whichyou know an Iroman distance trathon. Is You know? I don't know the specifics ofit, but I've. You know I've known people who have done Iron Mans and it'sfar beyond Y. my typical three mile run that I do a few days a week, so yeahbut well I gotta say it just because it's fun to say so. So it's a two point.Four Mot two point four miles: Swim, followed by a hundred twelve mile bikeride and then followed by a full twenty six point, two mile marathon after that,in the name in the same day so- and I was able to finish three of the four ofthose at tepsy and after not being able to watch for a year and a half andstuff- so that's absolutely incredibl yeah. Then we also you don't hike theGrand Canyon and I still do several hundred plus mile bike rides every yearas well. So no kidding, that's a just...

...amazing, so some of the listeners mayknow and he's very vocal about it. But my business partner, John, who JohnFrankowho, who introduced the two of us Dan, you Kno, he's been living with TMs for a few years now, and it's been just really inspiring towatch. You know John just take this thing by the horns and use it as a way.You know not just to deal with it or to pout about it or things like that, butto use it as a motivator to you know just get his be at the top of hishealth and he's in he's running marathons himself. He's biking, I meanjust ridiculous amounts and raising a ton of money for thms society in theprocess and just inspiring so many people, and it's just amazing, to watchguys like you and John Take. You know a challenge at life thrown at you, whichis a pretty pretty significant challengeas as you've. You know asyou've said here and then you know turn it into a positive in so many ways at apersonal level and in terms of how you impact others- and it's also just veryimpressive, to see you know somebody whowhos had to deal with these thingsrun. You know not only one but three successful businesses, as you have so,and you do applaud you for what you've accomplished in your career. Despitewhat life has thrown your way, it's really admirable yeah. Well, you knowigain living with T E. MS really has helped make me who I am. I mean itssleep. You know you don't get a chance to give up. You know you really got togo, go, go and and when you find something that's working, then youactually just keep doing more of it, but which kind of you know. Like John? No, like myself, I mean weare trying to set an example of what life can be like with Ms. insteadof you know this new mangloom picture that you know, Ms has actually been forso many people for so many years and and so so realizica you know from whatI've done. I also wanted to share my journey with others who have Ms. soseven years ago I started inviting people with ms to Wisconsin Metal Partsto exercise and then just share what I've learned about living with MS andthey come every y Wednesday and Friday morning. Well, the covid thing now isgot to put you know we get. We got to be careful there, so we've been dogmore outside stuff than inside stuff. So but I've been waiting e, you know tois gon some medal pars twice a week every Wednesday every Friday morningfor two hours and we got a group of probably I don't know twenty to fortypeople that come pretty consistently pretyregularly with MS and we've seenlifechanging improvements of some of the people. I mean one of them. Youknow: hadn't walked for Twentyseven, Walk Unassisted for twenty seven yearsand her daughter brought her, and that was the first time her daughter andever seen her mom walk so yeah. So there's Cro there's been some prettyamazing things and Ma just person after first that a person who never thoughtthey'd write a bike again or wriding bike, and and we get creative on howyou know how to get people to ride bike.

We try to do it safely, but we put themon trikes and nd things like that, so that they, you know they can still doit so, but am, as is an entirely different subject, and I could go O. Igo off on Tha Wel. I appreciate y sharing your story and beingtransparent about that. I think it's really important for people to hearthat here you know what is shaped. The person behind you know the the businessperson that you've become and so I's a great lead in. But let's let's talkabout this, this topic servant leadership, yeah and I'm happy to talkwith people about am Mastr if they want to contact me directly. So yeahfor thishare anthing a CN will have you at the end of the episode here. We'll have youkind of you know, tell people how to how to get in touch and will list that.All of that in the show notes as well appreciate you offering that out to tolisteners so well, okay, so certain leadership. Thisis you know a concept. I introduced it in the introduction and it's you knowsomething that I know: you've embraced, Ou my business partner, John. It's thatsomething that he's really o hung his hat on as well, and so I thought Itwoudmake a really great episode here. So can you start by just sort of talkingabout the benefits of servant leadership in manufacturing and whyyou've embraced the servant leadership model at Wisconsin, metal, part yeah?Well I mean certain leadership certainly has a place in manufacturing.You know again, maybe not be the most common leadership's style inmanufacturing, but it certainly has a place in manufacturing and andpersonally, I'm not sure how we would have done with anything but servinleadership, mostly because you know that's who I am. You know I've prettymuch been raised, you know trying to help other people, and you know it'sthe philosophy that I believe in and is something that was fairly easy for meto you know, to bring to the to the company, because it's kind of just whatwe do o stuff, but it really. You know it really helps us attract and retainawesome people throughout the entire company you know and and inmanufacturing. You know again, we tryd to attract people, you know to it, butits such a highly skill aret, our business is such a highly skilledbusiness. That's you know it's really. Sometimes we don't get a chance to talkto those people and but with a certain leadership at least we have a reallygood opportunity to attract them and then once we get them there to reallyretain them, and we like to you know, take care of our people at a level atthey want to stay there, and I love what they want to recommend us to afriend or family member or something like that as well. But when we hire wehire for character and then we train for skill and that's all part of thewhole servant leadership model as well. As you know, you hire for character forwho the person is, and then you train them for skill, and we try to trainthem, no to the spot that they want to be not necessarily where we need hem.Obviously, there has to be a fit, but if we can get them where they want tobe, then H Y, they end up really liking it there and they perform well. So italso, you know, builds a c culture of...

...you know. Customer the customer base and thepeople is a culture of loyalty so that the loyalty you know kind of comesright along with it, which is a little bit uncommon again and in businesstoday, because it's kind of a doggy dog rorled out there- and I think you know,with a servint leadership as our you know, core of our business. Basically,customers chooses for the experience that they get by work working with usand then and all of our people you know, can relate to the serve leadershipmodel and regardless of their education, regardless to their experience level,regardless of the race or religion. They can all basically relate to theSERV leadership model, and so I mean it's, you know a big benefit of it aswell, but can people really get to grow on a personal basis because we're hereto help you we're here, develop you ere here serving you instead of you know just trying to filla spot, then from a financial perspective, it helps us remainprofitable, secure, which is important all of us in manufacturing. It's kindof you know, there's some big benefits there, yeah some serious benefits forsure. When you can, you know, when you can put these principls into play dthen really start doing it. Well. Can you step back a little bit and tell mewhat servant leadership is to you and your people at Wisconsin Metal PartsYeah I mean putting it as simply as I can. It's basically honor a Gol Liberal.Just do unto others, as you want others to do, unto you but actually live it.You know actually put others. First, don't worry about yourself. You knowyou're going to be okay as you as you bring servain leadership into yourplace, but really put others first and do everything you can to make their jobeasy. You know and help them get in that spot that they want to be. Youknow not necessarily where you know it might be totally different from whatyou hired him for than that's okay, but when you morephom into the spot thatthey really want to be that's when they're going to do the best, that'swhet 're going to be excited about coming to work. That's were Yo'e, gonnaget the most productivity out Ofem, you know and an again might not be wher,you hired them hired them for, but then, but then oncethey get in that spot, where they want to be just help. Him Be Ang expert inthat spot and we want experts throughout the entire company. We don't.We don't really want like week, lakes in the company, when experts in Ollsposand all spots are important, they're, all critical to our business. I mean we,so we just can't have week licks so so Agai when you take that flastone youtry to you know, come that Sert of a leadership istrying to help these people get to where they want to go. If you thanklook at our up an our organizational chart, well, look at a traditionalorganizationl chart and you know you guys got the leader at the top and thenit kind of fundels down, and then you know, even from people mentally comingto work, they come to work to keep their bosses happy. You know it's likewell, the sertof leaderships, the other side, the other way around.

It's an upside down pyramid. Thecustomers are actually on the top of the pyramid and then the people who dothe work for the customers they're right there on that next line,supporting the customers and t e they're, the ones that are going to dothe jobs right or and doing hem on time, O or they're. Not so they're really theones supporting the customers, the leaders then basical ar below thepeople and they're there to support the people they're there to say how can Imake that person's? You know job easi or how can I you know, help this persondevelop into what they want to be, and so an again we're trying to you knowserve them at at a level at they'd, Higleav recommend us to a friend boththe customers and the people and again thats kind of Serveo, a leadership tome at work sure what are Dan, what are some ways, some tangible ways you'vebeen able to infuse these principles of servant leadership into the way yourbusiness operates at Wisconsin, metal parts well and again, we're trying toreally you know, bridge this skills gap. That's in the industry. You know,especially the highly skilled, the high skilled people and we're going to goright back to the right back to the interview stage. When we first start,you know bringing people on and they're going to experience the certainleadership model right in the interview and again once we get good people, youknow in an interview, we really want to bring them along and and listen to them.I mean just really try to get to know him and eventually, as we get to Nowalwe're going to ask them, have you ever heard of servint leadership? And youknow what does that mean to you and a lot of times? Wewe're going to get islike a blank face. It's like Huh, so so those people we can kind of youknow understand. You know we can kind of see that they may have worked some place elsewhere it wasn't a Servin relatiership model. If they work at a servinleadership model. What they're going to do is they're Gonno, they're gonna,light right up, you know: They're, Gongto, they're, Goingto know whatservant leadership is and then they they want it. You know they see it thEy, they hear about it, they want it and they want to be part of it en.Typically, those are natural servants themselves, you know, and they reallyappreciate the way, we're treating people and the way that's the way theywant to be treated. So goes right back to that golden rule. Again the peoplethat don't believe you yeah again, they might need a little more time to buildtrust. You know, maybe they weren't, they weren't treated the way we treatpeople and they don't believe you in the first place. They just thinkit's more of a sales per you know, pitor, you trying to get dem to Ou,know to come and work here, and then they k they probably came from adifferent leadersop substyle, so dependen upon our character, they're,either going to come around and engage, or they probably just don't belong here yknow, I think if they don't engage, you know in it. It's probably you know nota good fit for them sure. What about performance reviews does cerraenleadership play a role there and performance reviews as well? It doesyou know for us. You know...

...well, first of all, let's go back tomanufacturing because I really want this to be about manufacturing. Somanufacturers can relate relate to it, yeah and and in manufacturing frompeople that we interview and we talk to him and Sayi. You know what was yourperformerce wer vous like, and things like that we find out that they reallythey don't exist or there's some sort of a can report that doesn't Hade awhole lot of personal value or the leader just calls them in and says: Heyyou're doing, good or you're doing bad, and that's about it. You know so sothat's kind of what we find out. You know from our employees that we bringon of what their performance reviews that other places were like so gain.Our comparce reviews are also centered around the SERVI leadership model. Sopersonally we do is again, we listen to our people and we go back to what dothey want to do. You know? How can we help them become an expert at that? Youknow how do we help them get there, so we the whole. The whole performancereview is more about listening to them and you know asking them what they needin order to be able to get to what you know what we want em to do and whatwhat they want to do, and hopefully that you know that's a good one of thechallenges for the people in the interviews is an again people, anmanufactur and they maybe aren't as communicative as people in sales. Areyou know so one thing that we ask them to do is to communicate with us and letus know what they want to do and what they whar d they want to be and a lotof times we get the feedback from them that you know I've never been listen tobefore mean. Why does it matter? What I want to do and to you know to me:That's you know, that's just a Sim. No, so so we again, we really try to listento our people, try to get them where they want to go, try to get thim theyou know the support that they need to be, whether it's training or technologyor or you know, work towards that. So that's great we're going to take athirty second breather here for a word from our sponsor cadinus part solutions.Let's talk real quick about getting specified. Are you a componentmanufacturer? Maybe you sell architectural products to parks orlarge facilities, engineers and architects need models of your productsto test fit in their designs. That's where cadinus comes in to help youcreate a dynamic, sharable, cad catalogue. You put on your website.Designers can preview the product from any angle and download it in the formatthey prefer. They get the data they need for their design, and you get afresh lead to add to your marketing pipeline to get one of your productsturned into an online thred model for free use, the code executive at part,SOLUTIONSCOM executive. What about a lote sort of you know just on a dailybasis? Is there anything just in the the day today that you, you and yourleaders try to do to embrace servant leadership, yeah and again on our theme part, you know our leaders, job isbasically how can we make our jobs easier for the people, you know whatprocesses can we improve? What...

...technology can we improve? You knowwhat what training can we provide? You know what support can we give them? Youknow all of this. Is You know looking at what what do we need to do for ourcustomers? But again you know the people are going to do what we need.What what we need to do for the customers. We need to make it easy forthe people to be able to do that for the customers. So so that's really on adaily basis is kind of what our theme is is you know is how do we get better?You know how do we, you know, how do we get better as a company and how to Wa eet better, as as helping our people be able to dothat? So an then there's datly challenges that come up as well and wereally engage our people in the daily challenges and we solicit ideas fromthem daily and realistically they are the experts, they have the Best K, owthe best solutions to the challenges that we have and so again we listend to Hem, and then wewre all those ideas into our continuous improvement program, which is adocumented ou ow program and then we'll document that and basically prioritizeit and and then implement it as it. You know, as it makes sense, but I mean alot of times. You know companies anyway, they have hard time getting people toengage in a continuous improvement program, but when you do it through aSierto relatiership model and that we know they know that we're here to helpthem make their job easier. They engage. You know they engage pretty prettyregularly pretty rapidly and thegain, we'll even go as far as making it easyfor them to share their ideas for improvement. So you know if somebody's,not real comfortable is writing something up which a lot of you know.You know people aren't real comfortable with that who were writitg up for amovie standerd having a conversation for him, saying all Wright that up foryou and the next thing you know you know, they've got an idea that wassubmitted for them and you kno again it's really about developing Tham. It'snot about you, know, abut me or, but you know the leaders understand thatit's not about us. It's about you know serving the people yeah. That makes sense. You mentionedto me prior to this conversation that the servant leadership philosophy mayhave been somewhat natural for you to adapt because of who you are and thechallenges you've come to face in life. What were some of the biggestchallenges that you found in creating? This is a part of your culture atWisconsin Metal Parts, this, the power leaders, you know it's by far thepowerleaders and sometimes the young, the youngpeople you know- want to try to become a power leader, so you're trying todevelop. You know take somebody from a technical position and you trying todevelop them into a leadership position and, and then all of a sudden, theythink that they've got this power and they end up, you know, is the my way ofthe highway leaders that really struggle with this concept. At first,you know number one 's, just not natural to you know. They feel thatsince they're, a leader, people need to listen to them and do as they're told,which is tully opposite of what the...

...servint leadership model is. So andagain we as leaders, we need to listen to our people and again meet them wherethey're at and truly understand their perspective and then support them in away that makes sense for the common goal, and you know and again many of the powerleaders they comearound eventually and they become great servine leaders. They got the energy,they got the knowledge they got whone it takes to do it. It's a matter ofmoving them into the SERVIN leadership model. Instead of the power leadershipmodel, and then they can they, they can see that they see like them and when weget to that point where the power leaders become servin leaders, that's agreat thiyg. That's you know, that's that's a bigwin, so ea I mentioned that's a really rewarding thing to see. When you seethat transformation start to happen, huh it is yeah. Another big challenge is just leading.You know, teaching leadership period. I mean technical skills and leadership.Skills are totally different skills and teaching leadership to a technicalperson. So, let's just say you have a really good toolmaker out there and thetoolmaker. You know you really like to have some apprentices learn from himand you know N. I have some other people learn from a while that might bereally uncomfortable for that highhigly technical toolmaker because he's such adeep deep thinker and problems Oler, and it's just hard for them to get outof that that spot. But what really? What people don't realize is thatanytime, two or more people are working together, there's an opportunity forleadership, and you know some people don't realize that you don't need tohave a title for a leader to be a leader, you know, and so the teachingtha technical part of it is a challenge also. But the SERTOF leadership modelreally gives us a great format for that, and you know we get a lot of successout of bringing that the technical skills to the next generation. Withthis sort of leadership, modeling part of Doing Business and Ma sure, you'veheard the sing you know, give a man Af Fish, you feed, im for a day, teachthim how to fish, and you feed him for a lifetime. No teaching people how tofish in this case is servein leadership. That's great! I love that. What effectyou see these seren leadership values having on the way your team interactswith each other. The way they interact with customers or vendors people can sense that were genuiely out for their bestinterest and they trust this rather quickly to both internally andextrermnly. Once they figured out see that this isactually what we're doing, we built trust pretty quickly. You know, andthat's a you know. I think that is part of the culture just rolling into youknow who we are n and what we do and Witho a certain elatiorship model aplace, but we bring somebody on I'm confident that they're going to betreated with respect as we you know as...

...they as we bring them into the you know,end of the company so and I'm confident that we're going to bring out the bestof them and then, when we build that culture, internal of our place that pretty much clows directly to thecustomer experience that they receive an it's natural and it's genuine nd.You know it's not it's not. You know it's not just fake or trained, so thatyou know again that experience fowls right to our customers, ind ourcustomer sense and appreciate that, but again to me the third of leadership.Phlasopy is one thats timeless. It sets us up for leadership into the nextgeneration and, as far as that, you know is that next geeration goes tofollowing generation. They know it. Can. You know, work right into that as well,and t en ithink really think manufacturing businesses in the UnitedStates really need to focus and set the next generation of for success, and forus that Wascott on metal parts, that's a really high priority. We want thenext generation to be stronger than the first generation. Think we're well onour well on our way to do that. It's great philosophy! What do you thinkspensome of the most rewarding outcomes that you've experienced with a cultureservant leadership this Wen this hard nose, stubborn, my way of the iwayemployee engages in it and comes up to me afterwards and tells me how muchthis leadership you know style and the sweeter. You know, training that',helped him at home with his wife and his kids, and you know when, when ithits at the family level, like that, you know now we're talking about youknow actually making a bit of a difference in the world, and you knowthat that part, I think, is the one the most rewarding thing to me. You knowthese stomor people they're pretty reluctant to change anyway and when they actually engage init and they actually see the value in it and they they thank you for you knowfor running to business. This way, you know like say: That's rewarding hi hada wife come up to me one time and her husband was working with us and, and she says that once you know once hegot engaged in the SERVINF leadership, the entire dynamics of our tire family,Chage- and you know to me: That's you know, that's what it's all about,that's really powerful and you can. It extends beyond just thei their businesslife, but you see it being reflected in their life at home and an she told methis, probably fourteen fifteen years after he was working there and after weehad, engage in it Knso again it made a big impact over a you know, a longperiod of time. So I t a lot of Col yeah. I get a lot ofpeople that you know. Thank me, for you know living this way and you knowteaching this serv leadership model and- and there's absolutely no doubt in mymind that that's one of the reasons we don't have much turnover. You know it's. It justmakes people better people at home and Hatwork thit's great well, Dan. Whatadvice do you have for leaders of other manufacturing organizations about howto start shifting culture through appling? These Servant LeadershipPrinciples? Coun? I back up one more to...

...the back tor back to the benefits soyeah from a financially financially or the benefits of the certain leadershipis inreduces costs throughout the entire company Atan. It Reduces Rech,recruiting cost that rereduces training costs, employee engagement, Tas Higher.So again we don't have that turnover, N, the empoynt loyalty and an when peoplequit a job. They technically don't want to quit the company. They don't want toleave the company, they leave their boss from the coworker that don'tbelong, no doesn't be desertede Bhelonder anyway, you know, and thatpart of it, I think, is really part of what sort of leadership you'L brincethe to the companies of financial basis. Also, is that you know you just gotthat loyalty and you got you know, thet consistency, and that boils right downto the customers. So the customers, you know they know they're, going to beworking with the seme people all the time. So, a year after year after yearafter a year that you know that builds loyalty, you know as well, and then Ithink you know we Wen orders that we would have never won. Otherwise, I mean,if youwere out there, just in in a bidding war. You know we may not be the the laws cost person, you know from aSFRIENDSHIP perspective, but when they know what they're going to get and theyknow what we're going to deliver and when they know that they're going todeliver on time, they know the elevers are going to be. The parts are going tobe right, they're going to find a way to work with us, you know, and that part of it, I think,is a real differentator for us in the industry and it's also a really competitiveadvantage, both internally with people and Externey, with w with the customersso so again, sor a leadership fom. The Financial Perspective has got a lotthat at braks to the table as well. That's great thanks for adding that. So, where do you start? What do youstart if you're another manufacturing leader, that's listening to this rightnow? You know there are the resources, you point people to wow. How can theystart putting some of these principles into play? Well, I think people have toat least believe in the philosophy B if they don't believe in the philosophyand they think it's all you know whatever they got to believe in ind so and they got to study it. So we got tokind of take a look at you know. How am I going to get there? So I think onceyou start believing in a plasophy D, You figure out, can this work for us orcannot work for us, and you really believe it you know, then you startleading by example- and you put, you know, start putting peoplefirst and you know just going out there to see how you can you know how you can serve them and Gat put your you knowyour wants and needs a little bit beside and say what can I do for younow type of thing and then N, then don't necessarily tell your people howto serve but show Hem, you know is gon. He said you know, be the change youwant to see in the world and- and I think you know that part of it is...

...against you got start with believing itfirst and look in the here a little bit and say: Can I get there and then RaJamesc hunters bout the servant and go through his audio seminar on Servitleadership? So He's got a book and he's got a certain leadership seminar outthere and well work well for USIS. We made notes on the seminar and then weshared them to be able to share with our people, and then we went throughthat seminar together. So we had like five to seven people at a time and we,it was an audio, so we basically just put the CDN and we turn the audio onthend. We go through it for about an hour at a time. It's bout, a six hourprogram then always stop and talk. Often during that program and justdiscuss. You know how these principal cover woill work in ir organization andthat I think, was just a really effective way to get started. You knowfor us to really bring some organization to the Sert of leadershipmodel, even though we were kind of scattered doing it a little bit hereand a little bit there. Just because that's who we are but Jamese hunryreally did a nice job of kind of bringing it on an organized way andthen and hen putting a seminar together to be able to teach it, and I got tosay that it's by far the best thirty bucks I ever spent in in Business andie and I've, given, I don't know, probably hundreds of these books andCDs away to people to and on one of them won, wound up inside our office. Iknow because my business partner, John, I think he heit heard of it from you orgot a copy from you or something of j James Hunters Book The Servant, which Ialso read and really loved a lot of the principales that were laid out. Theres,we'll make sure to link to his program that you mentioned the sort of six hourprogram as well as the book. So anybody listening can go check that out and it sounds like you'd highly encouragethat Tondan Diyeah Yeahyeah, that's a great starting pointand then it's great yeah in is at seminar. He's actually has some skillsinventory, so you can. Actually, you know kind of take a look at hisquestions that he asked about you as a leader and then be honest with yourself.You know: Where are you now and then maybe work on some of those things thatyou know that make sense to you as you're, going through that the skillsinventory assessment and then take it again? You know so so again, it'sreally going to start from within and then you know from there you're goingto start serving your people at a different level and I think, but thanI' slece tofeed thack from nothers as well. I mean as ass on the people thatyou're leading actually just had them, go through the skhools inventoryprocess that jm c hunter has an. So what do you think about this? For me,you know as a leader and even if I don't want to hear what is you know,what does it sound like so but yeah if you do get started that way,you know you're going to be well on your way to creating a culture ofServir leadership and- and I think it's you know- it's definitely worth going to route.If you can, if you can bring yourself...

...toserving other people well, DanFantaskic conversation today really appreciate your willingness to shareyour story and your experiences and how you've applied all these servantleadership principles throughout your own business. I think it's somethingthat's going to give people a different perspective. Maybe then what they'reused to hearing or maybe how their companies have been you know operatingtraditionally and that's what I love to do is just bring different perspectivesof the table here and make people think so o can get yo go ahead. Yes, mypleasure, I'm happy happy to do it. I'm hat always beneficial to someone insome way. I think it will be for sure. Can you can you tell our audience howthey can get in touch with you and wor? They can learn more about Wisconsinmetal parts yeah. You can go to our website, wiscotsan metal partcom, andyou can contact me through any of the request information options. I I getthe information from all of them or you can email me directly that Tayan thatIrsean and it's Ers Chen and then the at symbol was got some metal, partscombeautiful well before we wrap it up. I want to say thank you once again to oursponsor cadinus part solutions for helping make this episode, O realityand Dan thinks aton for being aguest on the show. You're welcome Joe. You know.The thanks really goes back to you penus. So thank you for all you'redoing for all of us in manufacturing your providing great content that youknow that we wouldn't be getning otherwise, and thanks for aving e ontheshow appreciate you saying that it's great to get some validation thatsomebody's out there listening and putting this this stuff into practice.Right. I'm a big fan thanks! Damn was for therest of you hope to catch you on the next episode of the ManufacturingExecutive. You've been listening to themanufacturing executive podcast to ensure that you never missed an episodesubscribe to the show in your favorite podcast player. If you'd like to learnmore about industrial marketing and sale strategy, you'll find an everexpanding collection of articles, videos guides and tools, specificallyfor B to B manufacturers at Grila. Seventy SIXCOM LASHAN warnn. Thank youso much for listening until next time.

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