The Just Don't Get It!

Strategic prioritization focused energy on changes that mattered most instead of scattered firefighting (Chapter 5). Business case thinking justified investments in people and systems with measurable returns (Chapter 6). Empowered supervisors gave frontline leaders time and tools to actually lead their teams (Chapter 7). Partnership across functions aligned HR, finance, and operations toward shared goals (Chapter 8). Visible culture change reinforced new expectations through consistent actions, not just words (Chapter 9). The workforce challenges facing manufacturing aren't going away. If anything, they'll intensify as competition for talent increases and workforce expectations continue to evolve. The plants that thrive will be those led by people who understand that engagement drives performance, that transparency builds trust, and that respect is earned through action, not demanded through position. This book will teach you how to become that kind of leader—one who can bridge the gap between business

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