Each generation of leaders brings a new perspective on business and leadership. Here, MBA Next Generation Advisory Board Member Madison Sturdevant, SHRM-CP, age 28, HR Benefits & Programs manager at Eriez, a global manufacturer of separation technologies headquartered in Erie, Pennsylvania, shares her thoughts on the importance of manufacturing and advice to young professionals just starting their careers.
From your HR experience at Eriez, what leadership qualities do you believe are most critical for next generation professionals entering the manufacturing industry?
In my experience, whether someone will be working in the shop floor environment or in an office setting, the qualities that stand out are accountability, communication and a continuous-improvement mindset. These qualities enable those that are up-and-coming from the next generation to hit the ground running and really stand out from a succession planning standpoint as future leaders in their organization.
How has working in manufacturing shaped your view of leadership?
It’s demonstrated how important it is for leaders to lead by example. They also must be able to balance operational priorities with the needs of their people. Leaders have a strong influence on a company’s culture. Employees value transparent communication and consistency. They need to understand the “why” behind decision making. When employees feel like they understand the “why,” it creates trust. Once trust is built, it can positively impact employee morale, retention and performance.
What advice would you give to young professionals who may not initially see manufacturing as a career path?
To be open-minded. I remember that when I was in college and looking for internship opportunities, I had a preconceived idea of the industries that I thought I wanted to work in. I think people in general, but especially at that age, don’t necessarily consider all of the career possibilities that working at a manufacturing company can offer (Finance, Marketing, HR, Sales, IT, etc.) I know I didn’t.
What role does adaptability play in leadership today, especially in an industry like manufacturing that is evolving with automation and new technologies?
It’s a “non-negotiable.” I think years ago it may have been a nice skill to have but now it’s truly become a prerequisite to being a future-focused leader. There’s a popular quote that says, “The only thing you can count on is change.” Anticipating change and flux in process better equips us to respond well when it inevitably comes up. Being adaptable goes beyond the work setting too. If someone has mastered this skill, it sets them up for success for life’s challenges.
How would you describe your experience and what you’ve learned from serving on The MBA’s Next Gen Advisory Board?
It has been such a rewarding experience being a part of The MBA’s Next Generation Advisory Board. It’s been especially fun as we’ve been the inaugural group. It’s my first time serving on a board, so it’s helpful to see all that goes into it should I be on others in the future. Being able to share ideas with our peers is great exposure as we continue to build our careers.
How important is it for young professionals to network and get involved for career growth?
I believe that it’s still important to “get out there” and have face-to-face conversations with people. It’s a valuable skill set that I’m afraid young professionals are getting away from. These days with social media being such a large part of how society socializes with each other, it can be refreshing to put the phone down and engage with other professionals to make meaningful connections. A few ways that I try to stay involved are by being a member of SHRM-Erie/HRMA and, of course, with my service on The MBA’s Next Generation Advisory Board.
Looking ahead, what do you believe is the biggest opportunity — or challenge — for the next generation of leaders, and how can they prepare now?
The challenge that I see is likely similar to that of generations past, which is finding a productive way to adjust and be flexible to the needs of the existing employees with the new demands/expectations of those coming into the workforce. A good way to prepare for this could be by taking courses and researching how to best leverage the strengths of both groups.
To learn more about Eriez, visit eriez.com.
