Like everything else COVID-19 hit, the pandemic delivered a blow to workplace leadership development. At the same time, the pressure on leaders to deliver outstanding results hasn’t abated, often leaving millennials who are stepping into more senior roles—and Gen Zers who will begin doing so—struggling to develop their “managerial instincts.”

Today’s leaders not only need the technical and business acumen to steer their companies in an upward trajectory, but they must also develop their people-oriented “soft skills.” On top of this, being able to quickly pivot is essential.

Adopting new skills faster

Kyle Van Damme, the 35-year-old owner of Marine Tops Unlimited Inc., headquartered in Omro, Wis., sees several challenges looming. The company fabricates custom boat canvas and also provides a range of flooring options. Van Damme, who has been involved in the business for about 20 years, started working with his father during the summer while in middle school, advancing his way through the business. Over the last 10 years, he has assumed more of an “ownership role” alongside his father.

He’s keeping an eye on labor shortages, along with what he describes as “the dying art of sewing and trades-type work.” Combined, these two make for a difficult-to-solve problem. However, technology may offer a solution.

“Our industry is starting to move more and more towards technology, [but] it’s several decades behind, in my opinion,” he says. “This will make it easier to attract young people to our industry who can eventually replace veterans of our trade who will inevitably retire at some point.

“I think one of the tougher items to solve is how to blend the industry veterans’ savvy, knowledge and craftmanship with the younger generation’s new style, technology, the importance of social media and marketing, and so on,” Van Damme continues. “This is on the team-member side and on the product and marketing sides as well.”

Good leaders must adapt to a fast-paced business and technological landscape, says Oren Margolis, founder of Pinetree & Palm Consulting. Headquartered in Los Angeles, Calif., the firm specializes in coaching founders, executives and high achievers to optimize performance and align personal and professional goals.

 “Workplaces are so fast these days. Building an adaptability muscle, honing strategic foresight and leveling up resilience will help the next generation of leaders take on the challenges that will surely show up in the years to come,” he says.

This is often easier said than done—it’s hard to make time for personal development amid varying crises.

“It’s been really hard for folks to focus on growing their leadership skills while embroiled in the post-COVID whiplash,” says Margolis. “Questions around remote work and adjustments that the entire workforce has had to make over the last four to five years can’t be overstated, and we are still in that moment of transition as a society.”

Embracing mistakes, investing in the future

One of the most effective ways to develop leaders is by creating a workplace where employees “feel empowered to take risks, make mistakes and grow the ability to learn from results,” says Margolis.

Leaders will always face challenges, no matter how effective or prepared they are, Van Damme adds. An important lesson he has learned is that not everyone responds the same way to a particular situation. With the diverse age range of their team members, keeping this in mind and adjusting his interactions as necessary has proven a valuable leadership tool. Creating an environment that encourages engagement is essential as well.

“Having a bad culture can kill a business and make team members lazy and unmotivated,” Van Damme says. “A good culture can make your team members excited to come to work, eager to conquer the challenges of the day, and excited to turn out the best products they can.”

One way to build a positive culture and drive employees’ passion to stay in the industry as future leaders is to invest in their training and development. While training new people genuinely slows productivity in the short term, it’s an important long-term investment.

Camari Henderson, owner of Camari’s Custom Canvas in Vallejo, Calif., believes fabricators should view training the way they treat investment in new technology: A way to advance and preserve the industry while reducing wear and tear on seasoned fabricators. Know there will be a learning curve that slows down day-to-day operations and income, but it will result in future efficiency.

 “How do you preserve your ability to continue working? How do you relieve some of the strain on your body? The [physicality] of climbing in and out of boats,” Henderson points out, “if you can’t invest thousands of dollars into technology, invest time into younger employees.”

Listening, learning, leading

Van Damme also credits lessons learned from the decade he spent coaching high school track and field and basketball as well as his six years as a high-jump coach to the men’s and women’s track and field teams at the University of Wisconsin-Oshkosh.

“Be a leader and not a boss. Lead by example. Get into the trenches with your team, help out and lead the way,” Van Damme says. “This is your team, not just your employees. They are not just a number on a time card; they are your family away from home.

“Put your team in a position to feel like they really belong and are crucially important,” he continues. “Make them feel like they matter to the overall success of the business so they take ownership and pride in their work.”

Good leadership doesn’t have to be complicated, says Margolis. It can be as simple as treating employees like human beings; listening to them; and giving continuous, clear feedback. “Lead from both the head and the heart,” he advises. “Have your team’s back. Invest in development opportunities. Default to empathy, and lead by example.”

Van Damme advises attending conferences and workshops. Becoming involved in organizations such as the Marine Fabricators Association is also something he recommends, explaining this allows for networking with other fabricators, providing the chance to build on already existing skills and to learn from the experiences of those who have been in the industry for many years.

“I think younger leaders in our industry have a great opportunity ahead of them due to the nature of the demographics in our field,” he says. “There has been a changing of the guard, so to speak, happening over the last decade, and it will continue to extend well into the future.

“There are some very talented young folks coming into this industry, but we need more of them, and we need to find ways to keep them hooked on this trade and interested in building a career in it,” Van Damme continues. “So, today’s leaders get the chance to sort of remake our industry and guide it through a big transitional phase to its next chapter. I think that’s pretty cool.” 

Pamela Mills-Senn is a freelance writer based in Seal Beach, Calif.

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SIDEBAR: Voices of experience

We asked those featured in this article to share some advice with the next generation of leaders coming up the ranks. Here’s what they had to say:

Keep moving

“Never think you’re the best. Always feel like there are ways to improve and more to learn. Always be on a mission to reach further and further to improve yourself, your skills, your knowledge and the quality of the products and services you deliver.” 

Kyle Van Damme, owner, Marine Tops Unlimited Inc.

Own up

“Leadership is a muscle, and reps matter. Don’t worry about getting it perfect every time. By being gracious, open and humble with your mistakes, you’ll actually build trust with the teams you lead.”

Oren Margolis, founder, Pinetree & Palm Consulting

Communicate intentionally

“Understand the ‘why’ behind the ‘what.’ Many times, we are told ‘This is what you do’ or ‘This is how you do,’ but knowing the ‘why’ equips you with the tools to make decisions necessary to reach any goal. Sometimes, someone’s ‘why’ no longer applies and there lies an opportunity for new technique or technology to be applied.”

Camari Henderson, owner, Camari’s Custom Canvas

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SIDEBAR: Building talent pools, busting myths

by Brianna Liestman

Developing future leaders requires fueling the workforce with young people who join the industry and fall in love with it. However, there are hurdles to circumvent if we want to successfully attract them.

Camari Henderson, owner of Camari’s Custom Canvas in Vallejo, Calif., says there are perceptions of the industry that cause hesitation—which she experienced herself while exploring this career path.

For instance, when people hear the word “engineer,” “it puts you on this level of skill, versus someone who might have gone to school for fashion or any type of design,” Henderson says. At the same time, focusing too much on the design aspect makes fabrication come off as an “artistic, struggling industry—and not an industry that is financially stable, something that you can build a career and a life on.”

In her state, workers aren’t moving to the area to pursue a trade—they want to capitalize on the technology sector in the Bay Area because they’ve been told they can make a sustainable income.

“Any time you bring up sewing, it becomes a craft [or] a hobby,” Henderson says. “Using terminology that helps change people’s mindset and shows that it can be financially stable is what’s needed.”

Henderson researched the industry and attended the Marine Fabricators Conference as a curious newbie, and she saw how marine fabrication offered a financially stable career with a creative outlet. She says the industry can benefit by finding opportunities to show this to people—potentially through invitations to explore the conference or some of its education.

It’s also a struggle to excite people about fabrication at a young age. How can the industry connect with college students—or even high schoolers—to capture their interest before they decide to pursue something else?

One solution is getting involved with Career and Technical Education (CTE) courses, which allow high school students to study a trade while completing their degree. Some CTE courses offer college or other certification credit as an added benefit.

“Schools have now adapted and understand that college isn’t for every student, and even the path to college is difficult and not as easy,” says Henderson. She adds that CTE courses “create pathways to advance education or future jobs.”

Henderson has worked with students completing their marine certification at previous companies. Showing them what the industry is like piqued their interest more than they expected—they wanted to work with “power tools” and didn’t connect that equipment with fabrication, despite their proliferation.

“You’re bending frames, running this heavy-duty industrial machine, and there are different aspects than what you assume,” says Henderson. “They were able to leave and understand [something they] hadn’t thought about.”