Leaders are not spending enough time preparing next generation of workers: Mark Lewis

Leadership has never been about position or seniority. It’s about behaviour, and the effect that behaviour has on the system around it. In manufacturing and operations, future leadership capability is revealed when a line goes down, or quality slips.

Those moments expose whether leaders have created a culture capable of stepping up, or one dependent on a handful of overstretched individuals.

Over time, the absence of intentional succession planning doesn’t just slow decisions; it shapes culture, weakens resilience and leaves organisations vulnerable.

Much of my work begins by helping leaders starts by looking at expectations and what they believe their role, and the roles of those behind them, should be. Many still gravitate toward managing tasks, firefighting and holding onto control, rather than building capability in others. But sustainable performance doesn’t come from doing more or working faster. It comes from clarity, confidence and the ability to empower others to lead well.

Wellbeing matters here too. When senior figures operate in constant reactive mode, it sends a message: there’s no space to grow, no time to learn, no safety in trying something new. That mindset spreads quickly.

The way leaders manage their time, attention and emotional tone directly affects safety, quality and productivity - now and into the future.

In my opinion, leadership capability rarely improves by accident. Businesses often invest heavily in equipment, systems and facilities, but hesitate when it comes to developing the people expected to lead. Structured leadership development gives leaders the space to reflect, learn, and build the habits needed to support succession - rather than relying on instinct. When done well, it empowers people at all levels to lead more confidently, make better decisions and contribute more effectively to the whole system.

One recent example is Colchester Machine Tool Solutions, which underwent significant transformation while relocating to a new facility. The physical move was essential, but so was preparing the leaders who would guide teams through uncertainty. Working with managing director Jonathan Wright, we designed and delivered a bespoke Leadership Development Programme focused on communication, delegation, conflict resolution while fostering stronger collaboration across departments.

The result was more cohesive, empowered group of leaders and future leaders, better equipped to lead through change and aligned around shared purpose, prepared to model the behaviours needed for the organisation’s next chapter. Importantly, it ensured that future leaders were being actively developed, not left to chance.

Our programme has now launched its second cohort, the region’s manufacturing businesses are seeing the value in building the leadership capability their organisations need to succeed. Whether it’s is preparing the next generation of leaders, or instilling confidence in the existing management team, the right leadership development will leave a positive and lasting impact on your company and culture.

Mark Lewis is CEO of West Yorkshire Manufacturing Services (WYMS)