What happens when a business invests in culture with the same commitment it gives to equipment, innovation or operations?
A hands-on, values-led approach creates more than a positive work environment. It builds a culture where employees feel seen, involved and proud of the work they do. And it drives measurable performance gains – higher productivity, improved teamwork and faster problem-solving.
So, how do you turn culture into a lasting competitive edge?
Richard Lindoe has spent over 30 years leading manufacturing turnarounds across the UK, Europe and North America. In every case, he has seen one constant: people, not process, determine whether a business thrives or fails.
Speaking at the latest Made in Group Monthly Meet-Up, Richard shared what he’s learned about turning culture into performance and values into impact.
Presence, Clarity and Accountability
Culture doesn’t happen by accident; it’s shaped, deliberately, by leadership. And that shaping starts with presence, Richard said. Effective leaders don’t hide behind reports or sit in head office. They walk the factory floor, listen to feedback and understand both the technical capability and emotional temperature of the team.
“Forget posters, surveys or slogans. What people need is clarity, structure and visible leadership,” he said. “Town halls are a given. But unless you’re actively listening, coaching and present, you’re not really leading.”
Failures, he noted, rarely stem from frontline workers. They’re more often caused by disengaged or disconnected management. In one case, the general manager of a struggling 200-person facility blamed employee apathy. But when Richard walked the floor, he found the opposite.
The problem wasn’t that workers didn’t care; it was absence. Absence of leadership, communication, goals and belief. By simply sharing clear expectations and listening to feedback, performance quickly improved. It was a classic case of leadership misjudging its people.
Usually, the best starting point isn’t a formal strategy session but informal observation. “Talk to employees. Listen without an agenda. And don’t pretend everything is fine when it isn’t.”
Managers Translate Strategy into Action
Team leaders are the bridge between boardroom ambition and shop floor execution. But, too often, they’re under-supported and unclear on what’s expected. “If your team leaders don’t know what matters from one shift to the next, your strategy is irrelevant,” Richard noted.
Empowerment, in his view, doesn’t need complex systems or the latest tech. “Sometimes it’s just a flipchart showing what needs to be made, and asking, How can we do this better?”
He shared the story of a cluttered factory with underused kit and low morale. He reorganised the space, streamlined processes and sold idle equipment to fund a new five-axis machine.
Weekly stand-ups were introduced, alongside whiteboards to track deliverables. Feedback became two-way, and staff began to own outcomes. Small changes like improved lighting, signage and ventilation made the space feel safer and more professional, and workers more valued.
“Once we talked openly about finances – no spin, just facts – people shifted from survival mode to shared purpose,” he said. “Throughput jumped 20% in six weeks. But the real change was belief. Belief that the plan would work, that their voice mattered, and that we were building something together.”
Extending Culture Beyond the Business
Culture, Richard argued, extends beyond your four walls to suppliers and customers. Indeed, cultural misalignment often manifests externally first.
“Too frequently, customers – especially OEMs and Tier 1s – assume control, and suppliers allow it,” he said. Transparency is key. “You might not be the biggest suppliers, but you can be the most dependable. That earns respect.”
He shared how simple, honest conversations can repair even strained relationships. What matters is rhythm – regular reviews, shared forecasts and proactive issue management. “Customers don’t leave because there’s a problem. They leave because they think you’re hiding one.”
Culture as Operational Discipline
Richard’s closing message was that far from being a soft issue, culture is a discipline – as vital as cash flow or capacity.
- People outperform tools. Tech only works with buy-in.
- Transparency builds trust. People can handle truth.
- Culture drives delivery. Poor environments create risk; good ones unlock potential.
“Leadership isn’t about showing strength, it’s about clarity,” he said. “When teams know what matters, feel empowered to act, and see leadership show up consistently, they’ll deliver.”
He closed with a challenge: “Let’s develop our people. Let’s treat transparency as a strength. Let’s support our managers to listen and lead. Let’s walk the floor and show up. Credibility comes from action. And never underestimate how far people will go when they feel trusted, supported and part of the mission.”
Lessons From the Discussion Group
Following Richard’s talk, Made Members joined a roundtable discussion to explore how to keep culture strong as businesses grow and evolve. Several practical insights emerged:
Start by listening – even if it’s uncomfortable
Changing culture starts by understanding how people feel. That can mean hearing tough truths. But listening – and acting on what you hear – is the first real sign that things are shifting.
Break down barriers, build shared direction
Leaders, managers and shopfloor teams must be aligned. Without a shared goal, everyone pulls in different directions. Trust and clarity come from open, two-way conversations and visible leadership.
Transparency builds trust
How much should you share, especially when business is tough? It depends on your relationship with your people. “Bad news has to be shared,” Richard said, “but how much depends on how well you know your team.”
Culture gets harder as you grow, unless you plan for it
As businesses grow, the challenge is maintaining a sense of unity and visibility. Succession planning and consistent leadership become essential. “If I die tomorrow,” Richard joked, “I know two people who could run this plant.” That mindset, building strength in depth, was echoed by other Members.
Hiring is a cultural lever, not just a skills decision
Culture starts with who you bring in. Richard is personally involved in every senior hire. “It shows candidates that I care, and it shows the team I care, too.” Several members agreed. If you want culture to be a strategic advantage, it has to influence how you recruit, onboard and develop people, not just how you run the shopfloor.
Join our Next Industry Meetup!
The opportunity to openly discuss challenges, opportunities and solutions is what makes the Made in Group’s Industry Meetups so invaluable.
During these captivating virtual events, industry experts, thought leaders, and professionals gather to share knowledge, insights and best practices.
The goal is to foster collaboration, inspire innovation, and drive growth within the manufacturing community.
Each meetup, we feature three engaging talks from Made Members, focusing on best practices around key themes that shape the future of manufacturing, including Global Trade, People & Skills, Future Factories, and Sustainability.
Presentations are followed by interactive Discussion Groups. These virtual roundtables enable Members to exchange ideas and gain further insights on their chosen topic.
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