I'm glad you're here with me today, because we're going to talk about something that a lot of us think we want but may not fully understand what we chased until we're in it. Today's topic is about reaching for frontline management in the light industrial world, what it takes, why we chase it, and the real challenges and rewards that come with it. Because let me tell you, moving from doing the work to leading the work is one of the hardest transitions you'll ever make in your career.

What brought all this up was a listener named Michele brought up that recently I had been talking about retirement, and how I felt it was important to plan for it even at an early age. She'd done a little research and read somewhere that seeking a position in management could help secure what she called the golden years. Well, I'm not sure where she read that or where she heard it, but I do have an opinion or two on the subject!

Let's start with the why some people reach for management positions. Why do we want to become a lead, a supervisor, a manager? For some, I think it's about growth. We don't want to stay in the same role forever, we want to learn more, do more, and build something or be a part of something bigger. For others, it's about financial opportunity. We hear about salaries, bonuses, incentives, and we think, that's where I need to be.

And for many of us, it could be about recognition. We've put in the work. We've hit the numbers. We've been reliable. We've been that employee I'm always talking about. We want someone to say, You're ready for the next step. And all of those reasons are valid. I still remember when I made the decision I was going to be the vice president of operations. I was working in the high rise department pulling groceries on the cherry picker. I was part of a 3 man team in the back. I was still in training when one evening a man came back there with a whole group of people dressed professionally. They were looking for some kind of product, I don't remember exactly why, but the guy in front, well, you simply knew he was the boss of bosses. I asked my trainer, his name was Mike, who he was and he told me to stay away from him, he was the v.p. of operations. I told him I was going to have that guys job. 13 years later Mike came by my office and said you told me you wanted this job one day.

Where was I, so, let's talk about something I've seen over and over again. In my opinion, one of the most common mistakes in our industry is promoting the most productive associate. The fastest selector. The best forklift operator. The one who never misses a number. And on paper, it may make sense. But in reality? I don't know. Because high performers often love doing the work. They thrive on movement. They enjoy hitting numbers. They take pride in production. They love those challenges. But leadership? Leadership is different. Leadership is thinking instead of doing, planning instead of reacting, coaching instead of producing, and being responsible for others instead of just yourself. And not everyone wants that. Some people don't want the responsibility or want to manage people. And that's okay. But when we promote someone into leadership who doesn't truly want to lead. I think we can set them, and the team, up for a struggle. All I'm saying is that we need to communicate and communicate well, from both sides. Some of us love what we do, and I'm a firm believer we need to love what we do, we're going to be working for the rest of our lives!

Now let's talk about the path. It isn't something that's going to happen overnight. To me, becoming a leader isn't a title, it's a journey. It usually starts as a department lead, then a Supervisor, then maybe a Manager, and next possibly a Director. And for some, even a Vice President or above. Remember that journey can take years. And every step requires a different version of you. What made you successful as a selector won't make you successful as a supervisor. What made you a great supervisor won't carry you as a manager. You have to evolve. You have to learn things like being a great communicator, accepting accountability and decision making, conflict resolution, time management, and most importantly, managing people. What I like to refer to as human capital.

Ok, on to something that makes no sense. Sometimes, when you first step into management you might take a pay cut. And that surprises people. You go from hourly, with overtime, to salary. And suddenly you're working more hours and carrying more responsibility, but your paycheck might look smaller, at least in the beginning. And that's a tough pill for us to swallow. But here's the long game, as you grow in leadership, opportunities open up. Bonuses, incentive programs, performance rewards, and career advancement. The earning potential can become much greater.

Let's get to the real challenge for us. I mentioned human capital earlier. It's not the numbers. It's not the loads. It's not the cases per hour. It's people. For me, human capital was the most difficult part of leadership. Ok, people can be different, emotional, each can be motivated by different things, and each will be dealing with different situations outside of work . And now, as a leader, you're responsible for all of it. You're managing attendance issues, performance gaps, attitudes, conflicts, personal struggles, and of course a host of Safety concerns and maybe a few regulatory opportunities. And sometimes, you're doing all of that before lunch!

Now let's talk about one of the biggest challenges, and one of the most real. Managing people you used to hang out with. Yesterday you were on the floor together, you were taking breaks together, maybe even going out after work. Today, you're holding them accountable, you're coaching their performance, you might have to discipline them. None of that is easy.

Here's a little bit more than an opinion of mine. You can't lead effectively if you don't create separation. It will not work. That doesn't mean you stop respecting people and it doesn't mean you become cold towards the old team. It does mean you set boundaries and stay consistent, you have treat everyone fairly. Because the moment your team feels favoritism you've lost credibility.

When you step into leadership, everything changes. You're no longer responsible for just your performance. You're responsible for everyone's performance. If the shift misses its numbers or there's a safety incident or if attendance is poor, it's on you. That can be real pressure ladies and gentlemen. And it doesn't shut off when you clock out. You'll find yourself thinking about tomorrow's staffing, rehashing decisions from the day, and thinking about next week's plan. Leadership doesn't always stay at work.

For me, one of the biggest changes was learning to think instead of just react. As an associate, I was focused on doing my task. As a leader, you're focused on problem prevention. You have to start asking why did that happen? How do we prevent it from happening again? What process is broken? What training is missing? You move from doing the job to improving the job.

Ok, it's probably worth noting that not everyone is meant to lead. And that's not a negative thought. I think the people who thrive in leadership want to help others succeed, and can handle pressure, and are willing to constantly learn, and are willing and able to accept accountability, and can separate emotion from decision making.

The ones who struggle often miss the floor, avoid difficult conversations, play favorites and resist change, and take things personally. I think leadership requires a different mindset.

Now, with all that said, let's talk about the rewards. There is nothing like watching someone you trained and mentored succeed, seeing your team hit their goals, building a strong culture, and knowing you made a difference. And yes, the financial rewards grow, our opportunities expand, and our career path opens up. But the biggest reward? For me any way was the Impact or influence. You're no longer just part of the operation. You're shaping it.

If you're thinking about stepping into leadership, I want you to ask yourself a few questions. Do I want to lead or do I just want the title? Am I ready to be responsible for others? Can I handle tough conversations? Am I willing to grow and change? Because leadership isn't about being in charge or being the boss. It's about being responsible. And it's not always easy. But for those who commit to it, it will be one of the most rewarding journeys you'll ever take.

Thank you for spending a few minutes with me, Marty T Hawkins, today on Warehouse and Operations as a Career. If you found value in this conversation, share it with someone who's thinking about taking that next step. And remember. It's one thing to do the work, it's another thing to lead it.

And most importantly, y'all be safe out there, at work and at home!

Doing or Leading