CHICAGO — When it comes to culture, commercial baking companies often face a bit of a conundrum: one organization with two distinct settings.
On the plant floor, the environment is rules-driven, focusing on not only equipment and formulas but also — and most importantly — safety protocols. Autonomy gives way to GMPs, and trust is top of mind because food safety and worker safety often depend on it.
“Things are very granular on the manufacturing side of a business,” said Robyn Clark, founder and CEO of WinningWise, a Chicago-based leadership consulting firm. “What I have noticed is that relationships are extremely important in manufacturing; they’re personal, and there’s transparency because of those rules and procedures that have to be followed.”
Because of this, respect becomes just as important as trust.
Because of this, respect becomes just as important as trust.
Of course, these values are also important in a corporate setting, but they’re just so intrinsic in the manufacturing culture that they frame how workers view leadership at all levels. “Respect is especially important in manufacturing because if people have less autonomy and then are not treated with respect, it can become very belittling,” Clark said. “People want to feel they have freedom and a voice, so respect is critical.”
On the plant floor, trust of corporate leadership isn’t always given for free. In fact, communication from corporate leadership might be interpreted differently than if it’s delivered by someone such as the plant manager.
Corporate leaders can’t expect to deliver top-down communication and have workers immediately jump on board.
“It’s really important that messages come from people they feel they have a connection with, someone they respect,” Clark said. On the plant floor, people are close to one another — in a fishbowl — and it’s reasonable to think that what they hear could be better received if it comes from someone they know and trust.
This makes the relationship critical between plant leadership and the c-suite, and someone like the plant manager might have to walk with one foot in each camp.
“The general manager or plant manager are key roles. They set the tone,” said Judy Brozovich, senior consultant, WinningWise. “At the corporate level, you have a culture that’s tied to the mission statement and company’s values. Leaders at the plant level set that tone at the manufacturing site, and if they’re open and transparent, it permeates throughout the facility.”
