Leading in a non-traditional role

I decided to dig a little deeper, and I learned some very interesting statistics I had not really considered before.

In the Bayer CropScience Product Supply network globally, there are 31 production facilities. There is a total of 7,006 permanent full-time employees.

Of these employees, 1,200 are in a managerial role, and 16 percent or 192 at this level are women. Of the 31 production facilities, it appears that I am the only site lead globally. I am, as well, the only woman on the Canadian leadership team.

The Regina production facility has been in operation for 30 years. It has always been a very efficient and flexible facility.

We have a motivated full-time workforce of 70 employees, 35 percent with more than 20 years’ service and a dedicated variable workforce of 75 seasonal employees, of which we have a 90 percent retention rate in a saturated market. Obviously with a record like that, it was a good place to work.

When I returned to Canada in 2010 to lead the facility, I did notice that the facility still had a very traditional production environment; though not a bad environment, the facility needed some maintenance, and while people were motivated and dedicated, I could see the need to make it a great place to work.

I wanted to create an environment where people felt pride in what they did every day and felt a purpose to everything they do. An environment where even our president and CEO could walk out at any time and feel and see the pride.

What I am going to share with you today is an outline of how I established the One Team, One Goal culture.

1. Set the expectations

Clearly set out your expectations, communicate them and relentlessly stick to them. Be committed and live the values each and every day. At our company, we build our LIFE (leadership, integrity, flexibility and efficiency) into everything we do. It is an expectation that everyone incorporates these values to the best of their ability in everything they do.

One Team – One Goal – Safely (expected) producing quality (without exception) products on time for our customers (without exception).
Lead strategy and direction to create a highly energized culture that enables people to successfully deliver results.
Create a long-term plan that shows people where they are headed and how they can contribute to the overall success of the organization. We took a lot of time to connect the product supply plan to the 2020 vision of our company.

2. Be a courageous leader

Understand the type of leadership team you need to have to meet your goals.
Get to know your team – and I don’t just mean your leadership team. Each and every person plays a key role in the successes. Ask and listen – really listen. Every person is different and reacts to change in a different way. Understand what motivates them; highlight their strengths and areas for improvement. Strive to develop people in both their personal lives and careers.
Hard decisions are just that – hard decisions. I make bold decisions and do so with the success of the entire team and the business in mind. Help people to grow in their current roles; move people to different roles if more appropriate. Promote where earned, and don’t be afraid to help people move on if necessary. You need to trust that you are building a team destined for success and implement those decisions.
Have the courage to hire great leaders that scare the heck out of you. It will motivate you to stay one step ahead of them, and you will appreciate the skills that they bring to the table.
Celebrate successes, reward people for setting good examples – I saw you do something awesome today – and have the crucial conversations to correct behaviour that does not fit.

3. Be genuine; be you

Be genuine. Believe in what you are doing. Always tell the truth. My grandmother once told me that lying is really hard because you have too much to remember; it is true.
Don’t be afraid to say you don’t know. There is nothing more humbling than being in a difficult situation and having to tell a team of 150 people that you just don’t have all the answers. On the flip side, it is amazing how many will step forward with brilliant ideas of their own.
Don’t be afraid to show your emotions. I am a hugger. Often greeting people with a hug and, literally, a pat on the back now and then. Pride brings a tear to my eye every time – and I never try to hide it.

4. Take care of you

Being a leader can be all-consuming. My passion for the people I work with and my commitment to them often finds me lacking for personal time. Make a commitment to spend time doing what you like. For me, it is making sure I have time scheduled with my husband to do the things we love and to make sure that I have time to spend with our children and grandchildren.

Keep in the forefront your own career and ensure you are setting goals and objectives that push you forward and continue to help you grow.
Have a mentor. Having a mentor means a little something different to everyone – and you need to decide what meets your needs. It can be someone that you aspire to be like, a peer just to bounce things off of or a personal coach. It should be someone who listens to your plans, coaches you and has no qualms about telling you the honest truth.

Each of us has the strength inside to be a great leader. Assess where you are today. Is that enough or do you want more? Think about what your role is today, where you want to be and work to develop a plan that takes you there.

Take on a project leading a small team, prove yourself, and continue to build from there. Make bold suggestions – step up when your leader says they don’t have all the answers. Be creative and aspire to be “the hire that scares the heck out of the leader.” Believe in your strengths. PD