In a recent episode of the Manufacturing Executive Podcast, host Joe Sullivan sat down with Jon Summers, President of Noble X companies, to discuss the challenges and opportunities that arise during leadership transitions. With Noble X having undergone 4X growth and six acquisitions in the past five years, Summers had plenty of wisdom to share.
One of the key challenges Summers highlighted was helping existing and new teams merge effectively. “Nobody planned on a pandemic,” he noted. “And I think the biggest challenge is helping the team that exists and the new team kind of merge together. Finding common ground, finding an understanding that helps the folks who have joined the team realize that they’re important.”
Summers emphasized the importance of selecting a team that is “change capable” to handle the constant change that comes with rapid growth. “I think one of the more interesting opportunities as you grow this quickly is you can be working on 10 or 12 things simultaneously,” he explained. “And if you go back to when I kind of first started my career, we talked about it as you change one thing and you see how that works. And if it doesn’t work, then you change something else. And the world moves so fast these days that if that’s your pattern, you’re not likely to keep up.”
For outgoing leaders, Summers stressed the importance of preparing the team for feelings of uncertainty and loss, as well as ensuring a smooth transition by tying up loose ends and providing necessary information. He also advised retiring leaders to find a new purpose and plan for what’s next to avoid feeling lost.
Leaving isn’t failing. I’m never going to retire because I want to stay valuable my whole life. And if you reach a situation where retirement makes sense, it’s going to feel like you failed.
Incoming leaders, on the other hand, face a steep learning curve and the challenge of prioritizing the team and building trust. Summers recommended identifying quick wins to demonstrate value and build goodwill, as well as going slow and learning before making radical changes. “Go slow and learn before you do anything radical,” he advised. “One of the things they say is if a radical change happens in your life, take a year before you decide anything big.”
For team members staying through the transition, Summers emphasized the importance of acknowledging the normalcy of fear and uncertainty, engaging curiosity about the new leader, and focusing on day-to-day responsibilities. “Be aware that you will go through them and be aware that some of your responses will be out of the character to your norm because you are grieving,” he said. “And it’s exactly like if we lost a loved one, we’ve lost kind of continuity with the way it has always been.”
Throughout the interview, Summers returned to the idea that understanding the emotional aspects of leadership transitions is critical for all parties involved. By acknowledging and addressing these emotions, manufacturing leaders can navigate the challenges of change and emerge stronger on the other side.
To learn more about Noble X and their approach to managing growth and leadership transitions, visit noble-x.com.
