Modern Machine Shop

JAN 2018

Modern Machine Shop is focused on all aspects of metalworking technology - Providing the new product technologies; process solutions; supplier listings; business management; networking; and event information that companies need to be competitive.

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Page 43 of 163

THE VIEW FROM MY SHOP MMS JANUARY 2018 42 A Metalworking Leader's Perspective Impacting Behaviors and Personalities Within any organization, no matter how big or small, there will be diversity among the members. Most companies would consider such variety amongst its employees a good thing. After all, different perspectives, outlooks and views can promote creativity, improve knowl- edge and enhance skillsets. The problem, however, with having a diverse workforce often becomes management of the team. In a complex, aggressive and sometimes brutal work environment, how do we get the best outcomes from different personalities? Personalities make us unique. Unlike emotions, which can f luctuate, personali- ties tend to be a more static mishmash of our upbringing, surroundings and inf luences. Let me clearly state that I am not a psychologist, and I certainly do not want to become the next Dr. Phil. However, it's clear to me that differences among personalities are more prevalent and easier to recognize than similarities. When managing different personalities, I believe we should not focus on the disparities, but on ourselves. I like to believe that every individual is made of things good, helpful and fulfilling. What is more helpful for me personally, however, is to focus on the shortcomings that I have amassed over the years. I have exhibited some erratic behaviors in my day and will most likely commit some form of them in the future. What is important is that I recognize them and grow from them. Me, the Collector The first professional "behavior defect" I can remember is what I refer to as "the collector." I was running a machining cell that used a specific cutter isolated to a highly profitable job within the shop. Instead of taking only what I needed out of the tool crib, I took an entire box of inserts. I was saving myself the time of returning to the tool crib when I needed more inserts; but it turns out I also cost the company money. I failed to return the box of inserts to the crib prior to the end of my shift. When my day-shift partner could not find inserts to run his job, production stopped. We lost nearly an entire shift's worth of parts due to my selfishness. How I felt when I found out I was responsible for so many hours of downtime is hard to put in words (unlike the one-way conversation with my foreman the next day). Me, the Smug Professional One of my more humbling examples comes from a time when I thought I was starting to come into my own. I call this the "smug professional" incident. I had just landed a promising new job that I was very excited about. I had convinced myself that I needed to showcase my talents Whether we are managing corporations, teams or merely ourselves, the most important behavior is our own. Changing human behavior may be the most difficult aspect of managing individuals. Recognizing our own actions and tendencies is a first step toward contending with those of others. TIM SANDERS | OPERATIONS MANAGER | TITLETOWN MANUFACTURING

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