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After four months of work with his publisher's design team, Trevor had two book covers and a favorite. Then he asked the people the book is for. More than 60 people voted, and two out of three picked the cover he liked less. The split told the story. Newsletter readers and people who work in manufacturing chose the orderly cover, with puzzle pieces holding the title together. Marketers, speakers and authors chose the bold one. What does that mean for change management in your plant? Trevor's answer: the change you love can still miss if the people it's for see it differently. He shares what an author coach taught him, "A book is not about someone. A book is for someone," why a supervisor once told him "bring me along for the ride," and what the Minnesota Vikings' patience with Dallas Turner says about developing people. Manufacturing Greatness releases May 11, 2027. Enjoyed this episode? Subscribe at manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

As a young engineer on the Ford Explorer line, Shawn Herbig chased a strange complaint. Drivers said their radios were changing stations on their own. Dealers swapped the units, and every one passed the bench test. The cause: in cold-weather states, drivers wearing thick winter gloves were hitting two of the small buttons at once. Nothing was wrong with the radio, and to the customer, it was still broken. That moment started a career. Shawn founded IQS Research more than 25 years ago and his team runs the Kentucky Association of Manufacturers Wage and Workforce Study. He and Trevor get into why perception isn't reality but still changes behavior, what people outside manufacturing get wrong about what's behind the door, and why child care is underreported in workforce data. What does it mean to be a good consumer of data? Shawn's answer: confirming data deserves the same scrutiny as contradicting data. You never run a study to confirm a hypothesis. You run it to test one. For plant leadership and manufacturing workforce development, that's curiosity applied to the numbers. Shawn and Trevor share the stage at the Kentucky Industry Conference this week. IQS Research 👉 iqsresearch.com Bluegrass Bitters 👉 bluegrassbitters.net Frequency Matters, by Kristin Mackey and Shawn Herbig 👉 amazon.com/dp/1504332938 Shawn on LinkedIn 👉 linkedin.com/in/shawnherbig Enjoyed this episode? Subscribe at manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

An HR professional in manufacturing told Trevor her onboarding program is strong for ninety days, and then it starts to dip. Her instinct was to extend it. The research says something else. Once somebody is past three months, lack of onboarding is the last reason they leave. Toxic culture, unsafe conditions and feeling disrespected are at the top of that list. And on the stay side, job stability and competitive pay are almost tied, with a cluster right behind them worth nearly a third of first place answers: feeling valued by your manager, a positive team culture, and clarity of expectations. Not one of them is an SOP. Trevor walks through what changes on day ninety-one, why pay climbs in importance with age while stability stays flat across every generation, and why the youngest workers rank being heard above being paid. Onboarding has an end date. The conversations do not. Based on national research with The Center for Generational Kinetics and Crossover Solutions, 1,250 U.S. and Canadian adults open to working in manufacturing. Enjoyed this episode? Subscribe at manufacturinggreatness.com/subscribe and get bonus content in our newsletter!

Greg Harrod noticed something strange partway through a career leading cross-functional teams in manufacturing. He was getting more and more of the work he was best at, and enjoying it less and less. That is not a workload problem. It is a sorting problem. We hand out work based on two things. Is this person good at it, and are they available. We almost never ask whether the work gives them energy or takes it away. So the most dependable person on the floor gets handed more of what they are dependable at, and nobody notices what it costs until they quit. Greg is a business coach, a Certified Working Genius Facilitator, and he spent more than thirty years in manufacturing, including Johnson Controls and Caterpillar. He grew up in his family's welding shop. He and Trevor get into why the blue-collar instinct to just get it done eventually turns on you, what a design review taught him about who is actually in the room, and the simplest question a leader can ask on a Monday. His line to sit with: that is okay until it isn't. The Six Types of Working Genius is Patrick Lencioni's model, available through The Table Group at workinggenius.com. Take Greg's free Leadership Clarity Scorecard at leadershipclarityscorecard.com. Find him at GregHarrod.com and on LinkedIn. Enjoyed this episode? Subscribe at manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

Walk into most plants and you'll hear the same thing. The new, younger people need everything spelled out. The veterans just go do it. New research says that's backwards. Seventy-six percent of Gen Z expect clear expectations of their performance and responsibilities. Among Boomers it's 98 percent, and it climbs through every generation in between. The longer someone has worked, the more certain they are that clarity is the leader's job. Trevor's take is that the quieter half of that finding is the one to worry about. The veteran who isn't clear will push back and ask. The new person often won't, because they don't know yet what to ask. The absence of questions doesn't equal clarity. He also tells the story of a three o'clock meeting invite from his boss that threw off his whole day, and what a clear invite looks like instead. Source: national research study by Crossover Solutions and The Center for Generational Kinetics, 1,250 U.S. and Canadian adults willing to work in manufacturing. Enjoyed this episode? Subscribe at manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

Dr. Sunita Sah asked nurses in a large hospital what stopped them from speaking up about medical errors. They gave her two answers. They were afraid of the repercussions, and they had learned that speaking up changed nothing. Then she asked their managers the same question. The managers did not name fear or effectiveness. They said the nurses were not taking responsibility, and did not have the skill set. Same floor, two completely different stories. That gap is why near misses go unreported in your plant. Sunita is a physician turned organizational psychologist, a professor at Cornell, and the author of Defy, a USA Today national bestseller. She joins Trevor to talk about insinuation anxiety, the reason we go quiet because speaking up would imply someone else is wrong, and about the piece almost every plant skips. We train for safety and we never practice the conversation. As she puts it, under duress you do not rise to the level of your expectations, you fall to the level of your practice. Trevor tells the story of a termination he carried out because he did not say no, and it is still the worst one of his career. Her line to sit with: compliance might be our default, but it is not our destiny. Defy is available in hardcover as Defy: The Power of No in a World That Demands Yes and in paperback as Defy: How to Speak Up When It Matters. Find Sunita at sunitasah.com. Enjoyed this episode? Subscribe at manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

You walk in Friday morning and the material is still sitting in quarantine. It was supposed to be relabeled and moved out Thursday, and you need that space today because corporate is walking the floor tomorrow. What happens in the next ten seconds decides the whole conversation. Trevor takes one real scenario from a manufacturing leader he was working with and runs it through all three gaps. How you show up, because how people feel determines how much they can engage with you. Whether Thursday was ever an agreement or just a date somebody said out loud. And what a real accountability conversation sounds like, which starts with what got in the way rather than why it wasn't done. The question to steal: if this had been done, what would have been different yesterday? It will not move the material any faster. But there is going to be another Friday morning. Also in this one, a short update on the book, out May 11, 2027. Enjoyed this episode? Subscribe at manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

Karin Lindner has spent fourteen years trying to make manufacturing attractive to the people who work in it, and she says it is still not there. Her new book, Making Manufacturing Sexy, argues that most manufacturing leaders are not leading. They are surviving, stuck in a system that rewards firefighting. Karin and Trevor both worked at Magna. In this conversation they get into what actually changes a plant, and it is not the equipment. Karin shares the coaching tagline she uses with every client, be curious rather than furious, and the story of a general manager who described himself as passionate when what he meant was that he lost control under pressure. Trevor tells the story of the whiteboard he once wrote on, and the shop floor leader whose feedback stopped him cold. They walk through the five non-negotiable shifts from the book, starting with the way you open your very next production meeting, and finishing with the one every leader avoids: stop tolerating what hurts performance. Karin's line to sit with: we judge ourselves by our intentions and we judge others by their actions. Making Manufacturing Sexy by Karin Lindner is available now. Find Karin on LinkedIn at linkedin.com/in/karinlindner and at karicosolutions.com. Enjoyed this episode? Subscribe at manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

What if the reason nobody applies has nothing to do with what you pay? In new research across the United States and Canada, concerns about physical safety ranked as the number one barrier to even considering a job in manufacturing. Pay came in fourth. Trevor assumed that was a perception problem, an old black-and-white picture nobody had bothered to correct. So he went looking for proof, and could not find any. The people closest to the industry name safety right alongside everybody else. What he found instead was a gap inside the plant. Employees named physical safety at forty percent. Managers, forty. Executives, thirty-three. The people who approve the capital are the least likely to name the barrier keeping people off the floor, and it is not because they do not care. An executive learns about the floor through a report and a recordable rate. An operator learns about it through their body. Same plant, two completely different pictures. Trevor tells the story of a hundred-person meeting where somebody raised a hand to say he could not get gloves, and what it took to find out why. Then three questions to take back to your plant. A practical look at manufacturing recruiting, the manufacturing labor shortage, and manufacturing team leadership for plant managers, operations leaders, and frontline supervisors. 🎁 Free: 10 great questions to ask your leadership and drive engagement → manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

When was the last time somebody stopped your line and you thanked them for it? Toyota built the andon cord into the line decades ago and most plants still treat pulling it as a failure. Dr. Michael Gillespie, organizational psychologist at the University of South Florida and co-author of Distancing with David Marquet, studies why the person closest to a problem is often the least able to see it. Being locked inside your own point of view is the default setting, not an occasional lapse, which is how five people can walk up to one stopped line and each honestly see a different problem. Nobody is lying. Everybody is immersed. Mike walks Trevor through the three moves that create distance, be someone else, be somewhere else, be sometime else, and shares the research on why higher performing hospital units report more errors rather than fewer. Trevor brings the plant floor version, including the moment he admits he spent years defending his own department instead of the whole line, and applies temporal distancing live to a month-end budget decision every operations leader will recognize. Ends with one exercise you can try tonight, and it sounds cheesy until you read the research behind it. A practical conversation about decision making, critical thinking, and manufacturing team leadership for plant managers, operations directors, and frontline supervisors. 🎁 Free: 10 great questions to ask your leadership and drive engagement → manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

You inspect for hazards every single day. When did anybody last inspect the culture? In new research across the United States and Canada, a toxic or unhealthy work culture ranked above unsafe or hazardous working conditions as a reason people would leave a new manufacturing job inside the first three months. Forty-seven percent against forty-three. Most leaders hear that and file it under the soft stuff. Trevor takes a different position. Four points apart is not two problems, it is one. Culture is a safety system. A plant where people do not speak up is a plant where near misses go unreported, and an unreported near miss is an incident waiting for its turn. He walks the mechanism one link at a time, from the grinding shield nobody wants to cross the plant to get, to the fork truck rolling a stop sign on midnights when nobody is watching. Then four questions to take back to your plant, starting with the one most leaders never think to ask: what does your near-miss reporting rate look like next to your incident rate? Also inside, why the most experienced workers are the most certain that culture is the dealbreaker, and a confession from fifteen years as a materials manager about what really gets communicated when the truck is late. A practical look at safety culture and manufacturing team leadership for plant managers, operations leaders, and frontline supervisors. 🎁 Free: 10 great questions to ask your leadership and drive engagement → manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

Your best people rarely quit in a dramatic moment. They leave a little at a time, and by the time they give notice the decision was made weeks ago. Gallup ties about 75% of voluntary turnover to the manager, and our own national research found that 35% of workers open to manufacturing have never had a single one-on-one development conversation with their manager. You can't keep people you never really talk to. Darcy Eikenberg, executive coach and author of Red Cape Rescue: Save Your Career Without Leaving Your Job, joins Trevor to turn the retention problem around: instead of replacing the people who leave, how do you help a good employee rescue the job they already have? A practical look at employee retention and manufacturing team leadership for plant managers, operations leaders, and frontline supervisors tired of watching good people walk out the door. 🎁 Free: 10 great questions to ask your leadership and drive engagement → manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

Why do six in ten of your people feel unheard at work? Trevor goes one level up from the first-week mentor: the new leader nobody onboards. He unpacks why a badge and a shift turn your best technician into a command-and-control boss, what the study of 1,250 manufacturing workers with Crossover Solutions and The Center for Generational Kinetics says people actually want from a leader, and what to build into a new supervisor's first 30 days so the concerns keep coming. 🎁 Free: 10 great questions to ask your leadership and drive engagement → manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

What if the only machine in your plant with no maintenance plan is you? Trevor sits down with productivity expert Marcey Rader, author of Reclaim Your Workday, to bring health-powered productivity to the shop floor: the red headphones rule that protects deep focus without an office door, why burnout comes from lack of recharge rather than workload, the burn-it-down audit nobody runs on the supervisor's role, and the rule of three that separates relentless prioritization from endless optimization in manufacturing team leadership. Connect with Marcey: Website 👉 helloraderco.com Book 👉 reclaimyourworkday.com 🎁 Free: 10 great questions to ask your leadership and drive engagement → manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com

What if your newest hire decides whether to stay in their very first week? Trevor opens a new solo series built on a national study of 1,250 manufacturing workers, run with Crossover Solutions and The Center for Generational Kinetics. The frontline wants a first-week mentor far more than the leaders who sign off on one, and that blind spot is feeding turnover. He names the Expectation Gap and shares the near-zero-cost move in manufacturing team leadership that closes it before your next hire walks in the door. 🎁 Free: 10 great questions to ask your leadership and drive engagement → manufacturinggreatness.com/subscribe and get bonus content in our newsletter! Connect with Trevor:  LinkedIn 👉 linkedin.com/in/trevorblondeel  Website 👉 manufacturinggreatness.com