Leadership Lessons from 2025: Insights from a Global Manufacturing Executive

In today’s dynamic manufacturing landscape, few leaders embody resilience and adaptability quite like Nashay Naeve, President of the Engineered Plastic Components Business Unit at Tsubaki-Nakashima. As one of the few women leading three global plants—located in Michigan, Italy, and the UK—Nashay oversees international operations from her home in Georgia. Her journey from mechanical engineer to global executive offers powerful lessons on leadership, change, and building high-performing teams in an ever-evolving world.

Reflecting on 2025, Nashay shared three key leadership lessons that guided her through a year marked by continued supply chain volatility, shifting workforce expectations, and the accelerating adoption of digital manufacturing technologies.

1. Adapt Strategy Locally

Global alignment doesn’t mean global uniformity. Nashay emphasizes the importance of empowering regional leaders to adapt strategies to their local realities. What works in Michigan may not work in Milan or Manchester. By granting autonomy and fostering trust, she’s found that teams become more engaged, more agile, and ultimately more successful.

In Lean terms, this reflects the principle of respect for people. Leaders must go to the “gemba”—the real place where value is created—to understand context and enable the best local solutions. A standardized system should never come at the cost of local wisdom.

2. Balance Breadth with Depth

As an engineer turned executive, Nashay credits her ability to lead effectively to having both breadth of perspective and depth of expertise. She encourages leaders, especially those in technical fields, to step outside their comfort zones—rotating through roles in operations, supply chain, or customer engagement to understand the full value stream.

This lesson aligns closely with Lean thinking. Continuous improvement requires seeing the entire system and understanding how each process affects the next. Developing “T-shaped” leaders—those with deep knowledge in one area and broad understanding across others—creates organizations capable of learning, adapting, and innovating at speed.

3. Reframe Risk as a Path to Learning

Perhaps Nashay’s most powerful insight is her approach to risk. She challenges her teams to “pilot and scale” rather than “plan and fear.” In a global manufacturing environment, perfection is unrealistic—experimentation is essential. Small, disciplined experiments create learning loops that strengthen organizational resilience and innovation.

This mindset echoes one of Lean’s most fundamental principles: kaizen, or continuous improvement through experimentation. Leaders who reframe risk as learning foster psychological safety, encourage innovation, and build cultures capable of thriving in uncertainty.

Leading with Purpose and Inclusion

Beyond the mechanics of operations and strategy, Nashay’s leadership philosophy centers on purpose and inclusion. She believes the future of industrial innovation won’t be defined solely by technology, but by leaders who combine clarity of vision with cultural intelligence and a commitment to developing people.

Her perspective serves as an inspiring reminder: great leaders don’t just drive efficiency—they cultivate capability, trust, and meaning. As organizations look ahead to 2026, these lessons offer a roadmap for leading with authenticity, agility, and impact.

Lean Takeaway:
Leadership in a global, complex world isn’t about control—it’s about connection. By empowering teams, embracing learning, and leading with purpose, we build not only stronger operations but stronger people.

3 Leadership Tips from Executive Coach Michael King to Start the New Year Strong

As we prepare to turn the page into a new year, leaders everywhere are reflecting on how to create clarity, build stronger teams, and drive meaningful progress. Executive coach Michael King—founder of TEAMS. Coach and host of The Level Up Leader podcast—offers powerful guidance that pairs naturally with Lean leadership principles. His message: leadership success in the coming year won’t come from doing more, but from leading with greater intention, alignment, and authenticity.

Here are three of Michael King’s top tips for leaders heading into the new year, along with how they connect to Lean and continuous improvement.

1. Lead with Clarity of Vision and Identity

King consistently emphasizes that leadership begins with clarity—clarity of purpose, of goals, and most importantly, of identity. Leaders must ask: What do I stand for? What am I trying to create? Why does this matter? Without clarity, teams operate in a haze, and improvement stalls.

This directly supports Lean’s focus on true north thinking. When vision is crisp and goals are well-defined, it becomes easier to align people, eliminate wasteful distractions, and create processes that support what truly matters. As King says, clarity cuts through chaos—and in Lean, clarity is what empowers teams to solve problems at the source.

2. Use the Power of “Nope” to Protect Focus and Flow

One of King’s signature messages is the strategic power of saying “No.” Not negativity—alignment. Leaders often create their own bottlenecks by saying yes to everything. Instead, King encourages leaders to protect their energy and focus by declining tasks, requests, or opportunities that don’t support their mission.

This is Lean thinking in action. We can’t eliminate waste if we’re constantly piling on more work, more priorities, and more noise. The ability to say “no” preserves capacity for improvement, protects the team from burnout, and ensures that leaders spend their time on the vital few rather than the trivial many.

3. Turn Failure into Fuel for Growth

King teaches that failure isn’t the end—it’s an accelerator. In his “Dreaming Through Failure” approach, he urges leaders to extract learning from setbacks, redesign their systems, and keep moving forward with resilience. Failure becomes fuel.

This mirrors Lean’s belief that problems are treasures. Setbacks reveal gaps, illuminate process breakdowns, and surface improvement opportunities that would otherwise stay hidden. Leaders who frame failure as learning—not loss—create a culture of psychological safety where experimentation, problem-solving, and continuous improvement can thrive.

Starting the New Year with Intention

Whether you’re a frontline supervisor or a senior executive, these principles offer a strong foundation for the year ahead. Lead with clarity. Protect what matters most. Turn challenges into catalysts. When leaders model these behaviors, teams follow—and organizations unlock the conditions for continuous improvement.

Leading with Accountability

Accountability is essential for any successful organization. When team members take ownership of their projects and accept responsibility for outcomes, the entire company benefits. In order to foster a culture of accountability, leaders must step up to the plate and model specific behaviors. Accountable leaders don't necessarily have to come from the C-suite. Anybody, at any level can lead through accountability.

In the book Winning With Accountability, author Henry J. Evans of Dynamic Results examines the ways in which individuals can demonstrate accountable interactions. The four pieces to accountability are:

1.     Clear expectations: The request, task, expectation, project and the response must be detailed and clear. One tool that can help with assessing specificity and clarity here is the SMART goals framework.

2.     Specific date and time: The individual commits to delivering something by a specific day and specific time. Align priorities and resources with your biggest goals.

3.     Ownership: The individual takes responsibility for seeing the task through to completion and accepts responsibility for the outcome. One task, one owner.

4.     Sharing: Accountability is created when two or more people know about a specific commitment. It’s crucial to make your team your accountability partners—it’s about declaring your commitment and asking your teammates to hold you accountable.

Accountability is the sauce of successful teams. Not only is accountability an essential quality to have at work, but also in life. Accountability is when you accept a hundred percent personal responsibility for your actions and decisions.

Successful teams and companies can’t thrive without accountability. Accountability in the workplace creates more robust relationships, healthier working spaces, and more productive teamwork.

Accountability is a skill that can be coached in many employees, and it is a value that is truly contagious. Accountable people lead by example, and when they take steps to lead their colleagues towards more accountable interactions, ownership and responsibility will catch on like wildfire. And the best part? Anyone, at any level of the company can step up to be a leader of accountability.

Delegation vs Empowerment

As a business leader, you have a responsibility to develop others, leverage your resources, and create an environment that engages people to volunteer their commitment. These are traits of a good leader, and one of the most effective tools you can use to fulfill your responsibilities and allow others to contribute is delegation and empowerment.

Delegation and empowerment are two ends of a continuum that leverage resources, develop others, and allow people to feel as if they are contributing.

The key difference between delegation and empowerment comes down to one important factor: who is in control, or how much autonomy does the individual have in the job.

“To delegate” is to deliberately assign a defined task, mission, or function to a specific person or entity, normally a direct report or subordinate.

“To empower” is a broader term that conveys giving or allowing others the freedom to act with little (or any) prompting, direction, or supervision. It also includes providing additional tools to enhance a person's capabilities.

There are three factors you must consider when deciding if you want to delegate or empower: knowledge, skills, and abilities. The more competent and experienced the team member, the more you can empower them to take ownership of the task and exercise more control. On the other hand, for less experienced team members, more direction and control may be required to ensure successful completion of the task.

The amount of control and autonomy required to complete a task is an important factor to consider when deciding whether to delegate or empower. Tasks that are very prescribed may not provide many opportunities for empowerment, but there may still be some aspects that can be delegated to team members to develop their skills and provide additional support.

Another important factor is the amount of control and autonomy that a leader is willing to give when deciding whether to delegate or empower. Unfortunately, some leaders have a tendency to micromanage everything and everyone, feeling that they must be involved in every decision and activity.

Leaders who micromanage may feel that their team members don’t have the necessary knowledge, skills, or abilities to complete tasks successfully without their guidance. However, this mindset can be counterproductive, as it can stifle creativity and innovation, demotivate team members, and limit their potential for growth and development.

Moreover, micromanagement can be a drain on a leader’s time and energy, leaving them little time to focus on strategic initiatives and higher-level tasks. It can also create a sense of distrust between the leader and their team members, eroding the team’s morale and productivity.

Your job, as a leader, is to develop others, leverage your resources, accomplish the work, and create an environment that engages people to volunteer their commitment. You can do this by giving people appropriate levels of control and autonomy with delegation and empowerment.

Delegation and empowerment creates a sense of ownership and responsibility within your team. It allows your team members to take the lead in their assigned tasks and work towards achieving the desired results. This, in turn, leads to increased productivity, better teamwork, and improved morale.

Delegation and empowerment also help in developing your team members’ skills and abilities. As you delegate tasks and empower them to make decisions, they gain valuable experience and knowledge that will benefit them in their career growth.

Moreover, by delegating and empowering your team members, you as a leader can be free to focus on strategic initiatives and higher-level tasks. As you delegate more tasks, you free up your time and energy to focus on more significant issues, such as planning, strategizing, and creating new business opportunities.

Delegation and empowerment are powerful tools that can help leaders leverage their resources, develop their team members, and create an environment that fosters engagement and commitment. By understanding the differences between delegation and empowerment, leaders can determine when to use each one and how to apply them effectively.

Memorial Day – Leadership Lessons

Memorial Day is the day we remember those who paid the greatest price for our freedom. It is honoring to pause and reflect on those who gave what they could never take back. These are the heroes whose sacrifices we cannot fully comprehend for most of us will never be called upon to give so much. Yet, if we are to truly honor their bravery we would do well as leaders to imitate in our own small way the manner in which they gave.

Let’s take a moment to honor our fallen heroes by examining some of the lessons they left behind …

1. The Power of Sacrifice

The essence of Memorial Day is the recognition of sacrifice. The men and women who serve in our armed forces put their lives on the line for the greater good, often at great personal cost. This spirit of sacrifice is a cornerstone of effective leadership. Their selflessness in putting the needs of others above their own teaches us a vital leadership lesson – the importance of leading with selflessness. Influential leaders prioritize the well-being and success of their team members, demonstrating a willingness to make personal sacrifices for the greater good. By embracing a servant leadership mindset, leaders can inspire trust, loyalty, and dedication within their teams.

2. Commitment to a Greater Cause

Memorial Day reminds us of the unwavering commitment of our military personnel to a cause greater than themselves. Their dedication and sense of duty are inspiring examples of what it means to be fully committed to a mission. This is a reminder of the enduring legacy left by those who have served. Leaders, too, have the opportunity to leave a lasting impact on their teams and organizations. Leaders have the ability to inspire greatness and create positive change by setting a positive example, nurturing talent, and empowering others. This creates a ripple effect that spreads positivity and encourages growth. Leaders who prioritize mentorship and invest in the development of their team members ensure that their influence continues long after they have moved on.

3. The Importance of Resilience and Perseverance

The stories we hear on Memorial Day are often filled with incredible acts of bravery and perseverance in the face of overwhelming odds. These stories highlight the resilience that is essential for both military and leadership success. The brave individuals who have faced adversity on the battlefield display unwavering courage and resilience. Leaders must draw inspiration from their example and embrace adversity as an opportunity for growth. Great leaders do not shy away from challenges but confront them head-on, rallying their teams and instilling confidence. By leading with courage and resilience, leaders create an environment that encourages innovation, risk taking, and the pursuit of excellence.

4. The Power of Teamwork and Unity

Memorial Day reminds us of the power of teamwork and unity. Military units operate as cohesive teams built on trust, communication, and a shared sense of purpose. Leaders should strive to foster a similar environment of collaboration in their organizations. By promoting open dialogue, active listening, and a sense of belonging, leaders can create high-performing teams capable of achieving remarkable results.

5. The Importance of Gratitude

This weekend, we make it a priority to thank the brave men and women who sacrificed their lives for our country. We should also remember that our gratitude for them shouldn’t stop at a single day or occasion. The same is true with regard to business. Expressing gratitude to our team members and partners isn’t just for special occasions or when celebrating wins. Practicing and sharing gratitude leads to stronger relationships, increased collaboration, and a more positive organizational culture.

As you remember those who lost their lives in faraway lands, consider bringing their sacrifice home in how you lead your team. When you do, you’ll raise the value of their gift for everyone you serve.

The Five Levels of Leadership: Proven Steps to Maximize Your Potential

Around 83% of companies acknowledge the importance of leadership in their organization. Now, that is a pretty high percentage! It means that almost all countries across the globe know the relevance of leadership in organizational success.

But knowing is one thing, and implementing is another. Most companies are unsuccessful in developing compelling leaders in their organizations. It is because finding the right leadership style that fits the culture of the company and the employees is no small task. 

It's high time we took a closer look at the concept of leadership and analyzed it from a different angle.

Many recognize John C. Maxwell as a renowned educator. He was also a leadership specialist, lecturer, and author. His bestseller book "The 5 Levels of Leadership: Proven Steps to Maximize Your Potential" was a major contribution to HR and the world as a whole.

Maxwell’s model takes leadership to five different levels, each representing a new standard of influence and impact. These are my interpretations of each step.

Position (Level 1) – Leadership starts with your title or role. In the promotional products industry, having a management title is just the beginning. But Maxwell is clear – just being the “boss” won’t take you far if you don’t move beyond this level. At this stage, people follow you because they have to, not necessarily because they want to.

Permission (Level 2) – Leadership grows through relationships. This is where it gets interesting for those of us in promotional products, where strong relationships with clients, suppliers and team members are essential. Maxwell emphasizes that at Level 2, people follow you because they trust you and respect you – this is where real leadership starts.

Production (Level 3) – People follow you because you deliver results. In our industry, where deadlines and creativity drive business, this is huge. Leaders at this level inspire their teams by showing that they can achieve goals, hit targets and get the job done. Maxwell explains that the best way to motivate people is by setting the example – something that every promotional products leader can relate to.

People Development (Level 4) – Great leaders help others become leaders. This level is critical in an industry where things change fast, and team development is key to staying competitive. Maxwell explains how investing in your team not only boosts their growth but also strengthens your entire organization.

Pinnacle (Level 5) – The highest level is about creating a legacy. This is where leaders become truly transformational. In the promotional products industry, this might mean building a business culture that thrives even after you step back. Maxwell’s insights here are about leaving a lasting impact that continues to shape the business and industry for years to come.

If you want to become more than a boss, whereby people just follow you because they have to, you’re going to need to master the skill of inspiration, whilst investing your time and attention into being the best version of you, you can be.

To be a stronger leader, you must produce results and build a team that is engaged and high performing.

To get to the next levels of leadership, invest your time in developing others, so they can be the best leaders they can be. If you are dedicated, skilled, and determined enough, then you can become a leader of the highest caliber.

By following the 5 levels of leadership, John C. Maxwell shares insight into how to pragmatically become a successful leader, and how to teach others to do the same – to reach the 5 levels of leadership.

Top 7 Qualities of Good Modern Manager

We’ve all worked for bad managers, and most of us can remember how it made us feel. Some of us have even left a role or the organization itself as a result of bad management. In fact, studies show that “seven in 10 U.S. workers say they would leave a job if they had a bad manager.”

Here are seven qualities that will improve your ability to manage and become the best you can be:

Connect the Work to the Vision

Everyone wants to feel like they are part of something bigger than themselves. Help your employees understand how their individual contributions support the company’s overall success. Validate their concerns and empower them to make decisions that are in the best interest of the organization. Listen to their ideas and suggestions for improvement.

Communicative

Being honest and transparent builds employees’ trust in management. Managers need to be open with their employees, and that openness should go both ways. Good managers give honest feedback and are open to feedback in kind.

The best managers also know how to communicate goals and expectations to employees to ensure that everyone knows what’s expected of them. And don’t forget, half of communicating is listening—the best managers listen to their employees and respond thoughtfully.

Engaged in Your Work

You can’t expect your employees to be engaged at work if you aren’t. This means demonstrating not only a passion for the vision and for the work, but also for your employees. Meet with them regularly, both as a team and through regular 1:1s. Get to know them as people. Learn their goals and desires, as well as their strengths and weaknesses. Show up for them and they’ll show up for you.

Calculated Risk-Taker

It will be impossible for you to thrive in the next normal if you are risk-averse. As Mark Zuckerberg said, “In a world that’s changing so quickly, the biggest risk you can take is not taking any risk.”

Those risks have to be compatible with the type of world you live in, naturally. You have to be well-prepared, composed and focused, so that the decisions you make stand the best chance of being right.

Empowering

As a manager, it might be tempting (and sometimes easier) to just do the work yourself, but that’s a temporary fix. Great bosses don’t control; they coach. This means providing feedback on a regular basis, developing your employees’ problem-solving skills, and setting broad goals while giving your team room to figure out how they’ll achieve them. Managers don’t need to have all the answers. They need to set up appropriate challenges for those they supervise so they can try new things and learn.

Fostering Psychological Safety

For innovation to happen, team members need to feel safe and trust that the other members of their team have their back. That goes for their manager, too. This can be achieved by role-modelling the kind of behaviors that generate trust, such as encouraging debate, allowing people to express their opinions and share ideas, and allowing people to make mistakes and learn from them.

We are living in a time of constant change and, some would even say, constant crisis management. Making your people feel safe through this ambiguity is a key skill to develop in managers.

Future-focused

Of course, you have to concentrate on what has to be done today to get the jobs and projects completed. But you have to balance day-to-day operations with the big picture. Taking time to reflect can set your team up for success. We need to be able to take strategic pauses to separate the signal from the noise, make connections we might not have made in the moment, and prioritize how to move forward. Assessing how things are going at regular intervals and thinking through the most efficient way of doing things. For instance, a new manager might spend time getting to know their team and learning about what they do before optimizing operations.

Good management skills take time and effort, but they are worth the trouble. A good manager can make a real difference in employee engagement, loyalty and productivity. This is a win-win for both the organization and the individual employees.