The Manufacturing Executive
The Manufacturing Executive

Episode · 1 year 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

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We hire four character and we trainfor skill, and that's all part of the whole servant leadership modeling. Welcometo the manufacturing executive podcast, where we explore the strategies and experiences that aredriving mid size manufacturers forward. Here you'll discover new insights from passionate manufacturing leaderswho have compelling stories to share about their successes and struggles, and you'll learnfrom B tob sales and marketing experts about how to apply actionable business development strategiesinside your business. Let's get into the show. Welcome to another episode ofthe Manufacturing Executive podcast. This show is being brought to you by our sponsor, cademus part solutions. I'm Joe Sullivan, your host and a cofounder of theIndustrial Marketing Agency guerrilla seventy six. Today we're going to have a conversationwith a manufacturing leader about a concept called servant leadership. Let me kick thisoff by reading you a definition of the subject from the Center for Servant Leadership. A servant leader focuses primarily on the growth and wellbeing of people and thecommunities to which they belong. Will traditional leadership generally involves the accumulation and exerciseof power by one at the top of the pyramid. Servant leadership is different. The Servant leader shares power, puts the needs of others first and helpspeople develop and perform as highly as possible. My guests today is somebody who hasembraced and embodied the characteristics of a servant leader as the owner of amanufacturing company. So let me take a moment to introduce Dan Ershin. DanIs the owner of Wisconsin Metal Parts, a contract manufacturer of metal parts andassemblies. Early in his career, Dan worked at a number of small tomidsize manufacturing companies as a tool and die maker before founding die concepts ink inone thousand nine hundred and ninety eight, which eventually became Wisconsin metal parts.DAN IS CO founded two other companies along the way, die maker's manufacturing INCand lean manufacturing products inc. As you'll learn in our conversation, Dan isbattled ms throughout his adult life, a journey that is shaped his outlook bothas a business owner and a person in general. But shortly I'll let Dantell that story himself. Dan Resides and Pewaukee, Wisconsin, just outside ofMilwaukee, with his wife, Bonnie. Dan, welcome to the show.Thank you. They have a big fan of years. Certainly never chosen there, certainly never expected to be chosen to be on a podcast with you,but I'm thanks for having me. But here you are, right, wenever know where what adventures lifely, John So, Hey, I never thoughtI'd be hosting a podcast. So but here are, other myself, mostfor a reason for it, I guess. So right. Yeah, well,before we get into the meat of it, Dan, can you tellus just a little bit about your personal and professional journeys up to this point, and, in particular, I would love you to tell us a littlebit about your battle with MSS and how...

...that's shaped who you are today.Sure, so, I'm a pretty simple person. Grew up in a smalltown, went to a small high school with the text text school instead ofcolleague. So, but then, after working at several job shops as atool and die maker, my wife and I had our first child, Samantha, and then we decided that one of us is going to stay home andraise the child or, you know, be with the child. So wekind of talked about it and I guess I want I won that one andI got to stay home with Samantha for the first year and a half thatshe was born and and then I started die concepts out of the basement whileI was while I was staying home with Samantha and and basically I just designprogressive dies and design dies out of the basement and then we kind of grewthe business and in moved out of the House and Bonnie stay at home andthen in one thousand nine hundred and eighty eight we renamed it to Wisconsin MetalParts to represent more so what we grew into. And we now have abouta hundred people doing tool and die making, metal stampings, wire DM CNC machiningand sheet metal fabrication, which includes laser cutting and punching, bending,welding secondary operations in assembly. So so it's grown quite a bit and inthe last thirty two, thirty three years. So I started that when I wastwenty eight years old. I'm fifty nine now and now I had myfirst MS attack when I was twenty nine. So that kind of came on asa surprise and my legs kind of fell asleep and next thing you knowI was in the hospital and the employee was bringing work in the hospital forus to quoton and do from there. So, but I got I gotsomewhat better for, you know, after three months of physical therapy and occupationaltherapy and and then, ten years later I ended up having another MS attackand that one, you know, kind of left me not walking, fornot walking unassisted anyway, for about a year and a half. So there'ssome pretty big challenges there. I started exercising and then I've really been,you know, blessed that I regained my bilibility to the level of being ableto, you know, run marathons and then do iron man distance strayth Lns, which you know what iron man distance strathlon is. You know, Idon't know the specifics of it, but I've you know, I've known peoplewho have done iron man's and it's far beyond by my typical three mile runthat I do a few days a week. So yeah, well, well,I gotta say it just because it's fun to say so. So it'sa two point four, two point four miles swim followed by a hundred twelvemile bike ride and then followed by a full twenty six point two mile marathonafter that in the same in the same day. So and I was ableto finish three of the four of those attempts, and after not being ableto walk for a year and a half and stuff. So that's absolutely incredible. Yeah, then we also don't like the Grand Canyon and I still doseveral hundred plus mile bike rides every year...

...as well. No kidding that.That's a just amazing. So I some of the listeners may know, andhe's very vocal about it, but my business partner John, who John Franco, who introduced the two of us Dan, he's been living with MS for afew years now and and it's been just really inspiring to watch, youknow, John just take this thing by the horns and use it as away, you know, not just to deal with it or a pout aboutit or things like that, but to use it as a motivator to,you know, just get his be at the top of his health, Imean's and he's running marathons himself, he's biking, I mean just ridiculous amountsand raising a ton of money for the MS society in the process and justinspiring so many people. And it's just amazing to watch guys like you andJohn Take, you know, a challenge at life's thrown at you, whichis a pretty pretty significant challenge, as you've you know, as you've saidhere, and then, you know, turn it into a positive in somany ways, at a personal level and in terms of how you impact others. And it's also just very impressive to see, you know, somebody who'shad to deal with these things run, you know, not only one butthree successful businesses, as you have. So I need to applaud you forwhat you've accomplished in your career despite what life has thrown your way. It'sreally admirable. Yeah, well, you know again, living with MS reallyhas helped make me who I am, I mean aste. 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 you actually just keep doing more of it. But which kind ofyou know, like John, no, like myself. Mean we are tryingto set an example of what life can be like with MS instead of,you know, this newman gloom picture that you know, Ms has actually beenfor so many people for so many years and so realizic, you know fromwhat I've done. I also wanted to share my journey with others who haveMs. so seven years ago I started inviting people with ms to Wisconsin MetalParts to exercise and then just share what I've learned about living with MS.and they come every Wednesday and Friday morning. Well, the covid thing now hasgot them put. You know, we get we got to be carefulthere. So we've been doing more outside stuff than inside stuff. So butI've inviting them, you know, to Wisconsin Metal Parts twice a week,every Wednesday every Friday morning, for two hours and we got a group ofprobably, I don't know, twenty to forty people that come pretty consistently,pretty regularly with Ms, and we see life changing improvements of some of thepeople. Mean, one of them, you know, hadn't walked for twentyseven walked unassisted for twenty seven years and her daughter brought her and that wasa first time her daughter had ever seen her mom walks. So Bob.Yeah, so there's a crowd. There's been some pretty amazing things and mayjust person after first after person who never thought they'd ride a bike again ora writing bike, and we get creative...

...on how, you know, howto get people to ride bike. We try to do it safely, butwe put them on trikes and things like that so that they know they canstill do it. So, but MS is an entirely different subject and Icould go out, I could go off on now. Well, I appreciateyou sharing your story and being transparent about that. I think it's really importantfor people to hear the here. You know what is shape, the personbehind you, know the the businessperson that you've become, and so it wasa great lead in. But let's let's talk about this, this topic,servant leadership. Yeah, and I'm happy to talk with people about Ms ifthey want to contact me directly. So, yeah, ok, great, butthe share anything I can. Will have you at the end of theepisode here. Will have you a kind of tell people how to how toget in touch and will list that, all of that in the show notesas well. Appreciate you offering that out to listeners. So well, okay, so servant leadership. This is, you know, a concept that Iintroduced it in the introduction and it's, you know, something that I knowyou've embraced. My business partner John, it's that's something that's he's really,you know, hung his hat on as well, and so I thought wouldmake a really great episode here. So can you start by just sort oftalking about the benefits of servant leadership in manufacturing and why you've embraced the servantleadership model at Wisconsin mettal parts? Yeah, well, I mean certain leadership certainlyhas a place in manufacturing. You know, again, maybe not bethe most common leadership style and manufacturing, but it certainly has a place inmanufacturing. And and personally, I'm not sure how we would have done withanything but certain leadership, mostly because, you know, that's who I am. You know, I've pretty much been raised, you know, trying tohelp other people and you know, it's a philosophy that I believe in andit's something that was fairly easy for me to you know, to bring tothe to the company, because it's kind of just what we do. Sobut I really, you know, it really helps us attract and retain awesomepeople throughout the entire company, you know, and in manufacturing, you know,again we try to attract people, you know, to it, butit's such a highly skill art. Our business is such a highly skilled business. That's, you know, it's really sometimes we don't get a chance totalk to those people and but with a certain leadership at least, we haveit a really good opportunity to attract them and and, once we get themthere, to really retain them. And we like to, you know,take care of our people at a level that they want to stay there andat level what they want to recommend us to a friend or family member orsomething like that as well. But when we hire, we hire for characterand then we train for skill, and that's all part of the whole servantleadership model as well. As you know, you hire for character, for whothe person is, and then you train them for skill and we tryto train them to the spot that they want to be, not necessarily wherewe need them. Obviously there has to be a fit, but if wecan get them where they want to be, then they they end up really likingit, their ny for form well.

So it also, you know,builds a culture of you know, customer the customer base and the people. It's a culture of loyalty. So the loyalty, you know, kindof comes right along with it, which is a little bit uncommon again andin business today, because it's kind of a dog eat dog world out thereand I think you know, with a servant leadership as our you know,the core of our business. Basically, customers chooses for the experience that theyget by work working with us, and then in all of our people,you know, can relate to the servant leadership model in regardless of their education, regardless of their experience level, regardless of the race or religion, theycan all basically relate to the servant leadership model. And so, I meanit's, you know, a big benefit of it as well, and peoplereally get to grow on a personal basis because we're here to help you,we're here to develop you, were here serving you and instead of just tryingto fill a spot. And from a financial perspective, it helps us remainprofitable and secure, which is important all of us and manufacturing. So it'skind of, you know, there's some big benifits there. Yeah, someserious benefits for sure. When you can, you know, when you could putthese principles into play and really start doing it? Well, can youstep back a little bit and tell me what servant leadership is to you andyour people at Wisconsin Metal Parts? Yeah, I mean, putting it as simplyas I can, it's basically honoring the golden rule. Just do untoothers 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 servant leadership into your place, 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 wantto be. You know, not necessarily where. You know, it mightbe totally different from what you hired them for, and that's okay, butwhen you more from into the spot that they really want to be, that'swhen they're going to do the best. That's we're going to be excited aboutcoming to work. That's where you can get the most product, productivity outof them, you know, and and again it might not be where youhired them, hire them for, but then, but then, once theyget in that spot where they want to be, just help them be anexpert in that spot. And we want experts throughout the entire company. Youknow, we don't, we don't really want link weak links in the company. Want experts in all spots and all spots are important. They're all criticalto our business. I mean we so we just can't have weak links.So so again, when you take that philosophy, you try to you knowto me that certain leadership is trying to help these people get to where theywant to go. If you take a look at our up in our organizationalchart, well, look at a traditional organizational chart and you know you alwaysgot the leader at the top and then it kind of funnels down and then, you know even from people mentally coming to work, they come to workto keep their bosses happy. You know, it's like, well, the servantleaderships the other side. The other way around. It's an upside downpyramid. The customers are actually on the...

...top of the pyramid and then they'llpeople who do the work for the customers. They're right there on that next linesupporting the customers, and then they're the ones that are going to dothe jobs right or and doing one time, you know, or they're not.So they're really the ones supporting the customers. The leaders then, basicallyare Bel who the people and they're there to support the people, there tosay, how can I make that person's, you know, job easier? Howcan I help this person develop into what they want to be? Andso and again we're trying to, you know, serve them at at alevel at they had higher everic recommend us to a friend both the customers andthe people. And again, that's kind of servant leadership to me. Atwork. Sure, what are Dan, what are some ways, some tangibleways, you've been able to infuse these principles of servant leadership into the wayyour business operates at Wisconsin Metal Parts? Well, and again, we're tryingto really, you know, bridge this skills gap that's in the industry,you know, especially the highly skilled, the high skilled people. And we'regoing to go right back to the right back to the interview stage when wefirst start, you know, bringing people on, and they're going to experiencethe servant leadership model right in the interview. And again, once we get goodpeople, you know, in an interview, we really want to bringthem along and in and listen to them, I mean just really try to getto know them. And eventually, as we get to know we're goingto ask them, have you ever heard of servant leadership? And you know, what does that mean to you? And a lot of times we're goingto get as like a blank face. It's like, Huh, so so. So those people we can kind of, you know, understand, you know, we can kind of see that they may have worked someplace else wherewasn't a servant leadership model. If they work at a servant leadership model,what they're going to do is are going to they're going to light right up, you know, they're going to they're going to know what servant leadership isand then they they want it, you know, they see it, theyhear about it, they want it and they want to be part of it. And typically those are natural servants themselves, you know, and they really appreciatethe way we're treating people and the way that's the way they want tobe treated. So goes right back to that golden rule again. The peoplethat don't believe you. Yeah, again, they might need a little more timeto build trust. You know, maybe they weren't. They weren't treatedthe way we treat people and they don't believe you in the first place.They just think it's more of a salesper you know, Pach, are youtrying to get them to, you know, to come and work here? Andthen they you know, they probably came from a different leaders ship style. So, depending upon our character. They're either going to come around andengage or they probably just don't belong here. You know. I think if theydon't engage, you know, in it, it's probably, you know, not a good fit for them. Sure, what about performance reviews?To certain leadership play a role there, and performance reviews as well. Youit does, you know, for us? You know. Well, first ofall, let's go back to manufacturing,...

...because I really want this to beabout manufacturing so manufacturers can relate, relate to it. Yeah, andand in manufacturing, from people that we interview and we talked to him andsaying, you know, what was your performance reviews like and things like that, we find out that they really they don't exist, or there's some sortof a can report that doesn't add a whole lot of personal value, orthe leader just calls them in and says, Hey, you're doing good or you'redoing bad, and that's about it, you know. So so that's kindof what we find out, you know, from our employees that webring on of what their performance reviews at other places were like. So again, our performance reviews are also centered around the server of leadership model. Sofirst thing we do is again we listen to our people and we go backto what do they want to do? You know, how can we helpthem become an expert at that? You know, how do we help themget there? So we the whole the whole performance review is more about listeningto them and, you know, asking them what they need in order tobe able to get to what, you know, what we want them todo and what what they want to do and hopefully that, you know,that's a good one of the challenges for the people in the interviews is inagain, people of manufacturing, they maybe aren't as communicative as people in salesare, you know. So one thing that we ask them to do isto communicate with us and let us know what they want to do and whatthen where they want want to be. And a lot of times we'll getthe feedback from them that, you know, I've never been listened to before.ME, why does it matter what I want to do? And youknow, to me that's you know, that's just a sin. No.So so we again we really try to listen to our people, try toget them where they want to go, try to get him the you know, the support that they need to be whether it's training or technology or work. You know, work towards that. So that's great. We're going totake a thirty second breather here for a word from our sponsor, Cadinis,part solutions. Let's talk real quick about getting specified. Are you a componentmanufacturer? Maybe you sell architectural products to parks or large facilities. Engineers andarchitects need models of your products to test fit in their designs. That's wherecodinis comes in. They help you create a dynamic shareable cad catalog you puton your website. Designers can preview the product from any angle and download itin the format they prefer. They get the data they need for their designand you get a fresh lead to add your marketing pipeline. To get oneof your products turned into an online d model for free, use the codeexecutive at part Solutionscom. Slash executive. What about it? Those sort ofyou know, just on a daily basis. Is there anything just in the theday to day that you, you and your leaders, try to doto embrace servant leadership? Yeah, and again on our theme. Are youknow, our leader's job is basically how can we make our jobs easier forthe people? You know what processes can we improve? What technology can weimprove? You know, what? What...

...training can we provide and, youknow, what support can we give them? You know, all of this islooking at what what do we need to do for our customers? Butagain, you know, the people are going to do what we need,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 sothat's really on a daily basis, is kind of what our theme is is, you know, is how do we get better? You know, howdo we you know, how do we get better as a company, andhow do we get better as a you know, as helping our people beable to do that? So and then there's daily challenges that come up aswell, and we really engage our people in the daily challenges and we solicitideas from them daily and realistically, they are the experts. They have thebest, you know, the best solutions to the challenges that we have,and so again we listen to them. And then we were all those ideasinto our continuous improvement program which is a documented, you know program, andthen will document that and basically prioritize it and then and then implement it,as you know, as it makes sense. But I mean a lot of times, you know, companies anyway, they have hard time getting people toengage in a continuous improvement program but when you do it through subserver leadership modeland that we know, they know that we're here to help them make theirjob easy easier, they engage. You know, they engage pretty pretty regularlyand pretty rapidly. And then again, will even go as far as makingit easy for them to share their ideas for improvement. So, you know, if somebody's not real comfortable with writing something up, which a lot ofyou know. You know people aren't real comfortable with that, we are writeit up for will be standing there having a conversation for him, saying allright, for you, and the next thing you know, you know,they've got an idea that was submitted for them. And again, it's reallyabout developing them. It's not about you know, but me your but theleaders understand that. It's not about us, it's about, you know, servingthe people's yeah, I makes sense. You mentioned to me prior to thisconversation that the servant leadership philosophy may have been somewhat natural for you toadapt, because of who you are and the challenges you've come to face inlife. What were some of the biggest challenges that you found in creating thisas part of your culture at Wisconsin Metal Parts? This the power leaders.You know, it's by far the power leaders. And sometimes the young theyoung people be you know, want to try to become a power leader.So you're trying to develop, you know, take somebody from a technical position andyou're trying to develop them into a leadership position and and then all ofa sudden they think that they've got this power and they end up, youknow, it's the my way of the highway leaders that really struggle with thisconcept at first. You know, number one, it's just not natural tohim. You know, they feel that since they're a leader, people needto listen to them and do as they're told, which is totally opposite ofwhat the Servant Leadership Model is. So...

...and again we as leaders, weneed to listen to our people and again, meet them where they're at and trulyunderstand their perspective and then support them in a way that makes sense forthe common goal. And you know, and again, many of the powerleaders they come around eventually and they become great servant leaders. They got theenergy, they've got the knowledge, they got what it takes to do it. It's a matter of moving them into the servant leadership model instead of thepower leadership model, and then they can they they can see that, theysee the light then and when we get to that point where the power leadersbecome servant leaders, that's a great day. That's you know, that's that's abig win. So I mentioned that's a really rewarding thing to see whenyou see that transformation start to happen. Huh, it is. Yeah,another big challenge is just leading a teaching leadership period. I mean technical skillsand leadership skills are totally different skills, and teaching leadership to a technical person. So let's just say you have a really good tool maker out there andthe toolmaker you know you really like to have some apprentices learn from him andyou know you have some other people learn from a well, that might bereally uncomfortable for that high, highly technical toolmaker because he's such a deep,deep thinker and problem solver and it's just hard for them to get out ofthat that spot. But what really, what people don't realize, is thatany time two or more people are working together, there's an opportunity for leadership. And you know, some people don't realize that you don't need to havea title for a leader to be a leader, you know. And sothe teaching, the technical part of it, is a challenge also, but theservant leadership model really gives us a great format for that and you know, we get a lot of success out of bringing that, the technical skillsto the next generation with this sort of leadership modeling. Party diffent business andI'm sure you've heard the saying, you know, give a man of fish, you feeding for a day, teach him how to fish and you feedhim for a lifetime. Well, teaching people how to fish in this caseis servant leadership. It's great. I love that. What effect do yousee these certain leadership values having on the way your team interacts with each other, the way they interact with customers or vendors? People can sense that we'regenerally out for their best interests and they trust this rather quickly, both internallyand externally, once they figure out and see that this is actually what we'redoing. We build trust pretty quickly, you know, and that's a youknow, I think that is part of the culture just rolling into you know, who we are and what we do and with the certain leadership model andplace, when we bring somebody on, I'm confident that they're going to betreated with respect, as we you know, as a as we bring them intothe you know, into the company.

So and I'm confident that we're goingto bring out the best of them. And then when we build that cultureinternal of our place, that pretty much flows directly to the customer experiencethat they receive as and it's natural and as genuine. And you know it'snot. It's not, you know, it's not just faker trained. Sothat you know again that experience flows right to our customers and our customers senseand appreciate that. But again, to me that certain leadership philosophy is oneof as timeless. It sets us up for leadership into the next generation.And as far as that, you know, is that next generation goes the followinggeneration. You know, it can, you know, work right into thatas well. And I think, really think manufacturing businesses in the UnitedStates really need to focus and set the next generation up for success. Andfor us at Wescotts some metal parts, that's a really high priority. Wewant the next generation to be stronger than the first generation. I think we'rewell on our well on our way to do that. It's great philosophy.What do you think spend? Some of the most rewarding outcomes that you've experiencedwith a culture of servant leadership it's when this hard knows, stubborn my wayof the highway employee engages in it and comes out to me afterwards and tellsme how much this leadership, you know, style and this leader you know trainingthat's helped him at home with his wife and his kids and and youknow when when it hits at the family level like that, you know nowwe're talking about, you know, actually making a bit of a difference inthe world and you know that that part, I think, is one of themost rewarding thing to me. You know, these stuborn people, they'rethey're pretty reluctant to change anyway, and when they actually engage in it andthey actually see the value in it and they they thank you for, youknow, for running a business this way, you know, like say, that'srewarding. I had a wife come up to me one time and herhusband was working with us and and she says that once, you know,once he got engaged in the servant leadership, the entire dynamics of our entire familychange and, you know, to me that's, you know, that'swhat it's all about. That's really powerful when you can it extends beyond justtheir business life but you see it being reflected in their life at home.And then she told me that probably fourteen, fifteen years after he was working thereand after we had engaged in it, you know. So again it madea big impact over a, you know, a long period of time. So I think a lot of calls. Yeah, I get a lot ofpeople that, you know, thank me for, you know, livingthis way and teaching this servant leadership model, and there's absolutely no doubt in mymind that that's one of the reasons we don't have much turnover. Youknow, it's it just makes people better people at home and at work.It's great. Well, Dan, what advice I still have for leaders ofother manufacturing organizations about how to start shifting culture through applying these servant leadership principles? Can I back up one more to...

...the back back to the benefits.So, yeah, from a financially financially. The benefits of the servant leadership isit reduces costs throughout the entire company and it reduces reach recruiting costs,it reduces training costs, employee engagement is higher. So again we don't havethat turnover on the employee loyalty and ending when people quit a job, theytechnically don't want to quit the company. They don't want to leave the company. They leave their boss for the coworker that don't belong, doesn't deserted,belong there anyway. You know, and that part of it, I think, is really part of what servant leadership brings to the to the companies ona financial basis. Also is that, you know, you just got thatloyalty and you got, you know, the consistency, and that boils rightdown to the customers. So the customers, you know, they know they're goingto be working with the same people all the time. So a yearafter year after year after year. That, you know, that builds loyalty aswell. And then I think, you know, we win orders thatwe would have never won otherwise. I mean, if you're out there andjust in a bidding war, you know we may not be the lowest costperson, you know, from a spreadsheet perspective. But when they know whatthey're going to get and they know what we're going to deliver, and whenthey know that you're going to deliver on time, they know the delivers aregoing to be the parts are going to be right, they're going to finda way to work with us, you know, and and that part ofit, I think, is a real differentiator for us in the industry andit's also a really competitive advantage, both internally with people and externally with withthe customers. So so again, certain leadership from a financial perspective is gota lot that it brings to the table as well. That's great. Thanksfor adding that. So where do you start? Where do you start ifyou're another manufacturing leader that's listening to this right now? You know there arethe resources you point people to. How can they start putting some of theseprinciples into play? Well, I think people have to at least believe inthe philosophy. If they don't believe in the philosophy and they think it's all, you know whatever, they got to believe in it. So and theygot to study it. So they got to kind of take a look atyou know, how am I going to get there? So I think onceyou start believing in the philosophy and you figure out can this work for usor cannot work for us, and you really believe it, you know,then you start leading 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 get put your know your wants andneeds a little bit besides, and say what can I do for you?Type of thing. And then, and then don't necessarily tell your people howto serve, but show them. You know, as God he said,you know, be the change you want to see in the world. AndI and I think you know that part of it is against you. Getto start with believing it first and look...

...in the mirror a little bit andsay can I get there? And then read James C Hunters Book The Servantand go through his Audio Seminar on Servant leaderships. So He's got a bookand he's got a servant leadership seminar out there and will work well for us. As we made notes on the seminar and then we shared them to beable to share with our people and then we went through that seminar together.So we had like five to seven people at a time and we it wasan audio so we basically just put the CD in and we turned the audioon and we go through it for about an hour at a time. It'sabout six hour program and always stop and talk often during that program and justdiscuss, you know, how these principal covered will work in our organization andthat, I think, was just a really effective way to get started,you know, for us to really bring some organization to the Servant Leadership Model, even though we were kind of scattered, doing it a little bit here anda little bit there, just because that's who we are. But JamesC Hunter really did a nice job of kind of bringing it on organized wayand then and then putting a seminar together to be able to teach it.And I got to say that it's by far the best thirty bucks I everspent in the business. And I've I've given, I don't know, probablyhundreds of these books and CD's a way to people too, and I'm oneof them. One wound up inside our office. I know because my businesspartner John, I think he either heard of it from you or got acopy from you or something of James Hunter's Book The Servant, which I alsoread and really loved a lot of the principles that were laid out there.So we'll make sure to link to his program that you mentioned, the sortof six hour program, as well as the book. So anybody listening cango check that out, and it sounds like you'd highly encourage that, tonDan. Yeah, yeah, yeah, yeah, that's a great starting point. And then it's great, yeah, it is seminar. He's actually hassome skills inventory. So you can actually, you know, kind of take alook at his questions that he asked about you as a leader and thenbe honest with yourself. You know, where are you now, and thenmaybe work on some of the things that you know that makes sense to youas you're going through that, the skills inventory assessment, and then take itagain. You know, so so again, it's really going to start from withinand then, you know, from there you're going to start serving yourpeople at a different level. And I think, but and then slict offeedback from the others as well means, as in the people that you're leadingactually just have them go through the skills inventory process that James Hunter has andsay what do you think about this? For me, you know, asa leader, even if I don't want to hear what is, know whatdoes it sound like? So thank yeah. If you do get started that way, you know you're going to be well on your way to creating aculture of servant leadership and and I think it's you know, it's definitely worthgoing at route if you can, if you can bring yourself to serving otherpeople. Well, Dan, fantastic conversation...

...today. Really appreciate your willingness toshare your story and your experiences and how you've applied all these servant leadership principlesthroughout your own business. I think it's something that's gonna give people a differentperspective, maybe them what they're used to hearing or how, maybe how theircompanies have been, you know, operating traditionally. And that's what I loveto do, is is just bring different perspectives of the table here and makepeople think. So you can get to go ahead. Yes, my pleasureand I'm happy to be happy to do it. I'm I hope it's beneficialto someone in some way. I think it will be, for sure.Can you, can you tell our audience how they can get in touch withyou and where they can learn more about Wisconsin metal parts. Yeah, youcan go to our website with Scots and Metal Partscom and you can contact methrough any of the request information options. I get the information from all ofthem, or you can email me directly that day. On that Ershin andit's Er scan and then the add symbol wiscots and metal partscom. Beautiful.Well, before we wrap it up, I want to say thank you onceagain to our sponsor, codinus part solutions, for helping make this episode of reality, and Dan thanks a ton for being a guest on the show.You're welcome, Joe. You know the thanks really goes back to you.Thank you for all you're doing for all of us in manufacturing get. You'reproviding great content that you know that we wouldn't beginning otherwise, and thanks forhaving me on the show. I appreciate you saying that it's great to getsome validation that somebody's out there listening and putting us the stuff into practice.Right. I'm a big Fan. Thanks Dan Wells. For the rest ofyou, I hope to catch you on the next episode of the Manufacturing Executive. You've been listening to the manufacturing executive podcast. To ensure that you nevermiss an episode, subscribe to the show in your favorite podcast player. Ifyou'd like to learn more about industrial marketing and sales strategy, you'll find anever expanding collection of articles, videos, guides and tools specifically for BTB manufacturersat Gorilla Seventy sixcom learn thank you so much for listening. Until next time,.

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