The difference between training a steel manufacturer and a nurse

Mitko Ivanov opens the discussion by comparing training a steel manufacturer and a nurse, revealing he has experience in both fields. He then asks William J. Ryan for his opinion. Ryan shared that he does not believe there is a difference in terms of the content, but in the results and the proficiency with which individuals perform their roles. He emphasizes the need for each person to be able to perform their tasks successfully and effectively, regardless of whether they are dealing with high-stress situations such as working with high temperatures in steel manufacturing or having somebody's life in their hands as a nurse. Ryan states that the key to success is defining and describing what a successful person does, then measuring success by a defined level of proficiency. He mentions the famous '5 moments of need' model as a guideline for this practice. Regardless of whether people are learning for the first time, expanding their knowledge, applying their knowledge, solving problems, or instigating change, success in these five areas is critical. When Mitko Ivanov asks whether employees or customers are more important, Ryan states that he believes employees come first because if the employees are successful, then the customers will be satisfied. The conversation ends with Ivanov noting that the most successful CEOs prioritize their employees over everything else.

Open Discussion

William J. Ryan delves into the intricacies and challenges of leadership, particularly in family businesses and call centers. Ryan stresses the importance of developing leadership traits among all members, beginning from onboarding. This, he adds, is crucial to effectively handle high attrition levels in some industries. He also emphasizes creating a career path that aligns with organizational goals and individual skills. This harmonious alignment, he posits, is integral in fostering talent and discouraging attrition. Ryan suggests deconstructing traditional, linear career paths into lattices that allow for growth in different directions – technical or people-oriented, depending on individual skill sets -- to encourage employee retention. Ryan emphasizes that there should be constant coaching, mentorship and constructive feedback loops present in order to ensure employee satisfaction and growth. Despite the challenges, he believes that the development of leadership skills from day one and throughout an employee's career trajectory allows for personal growth and significant contributions to the organization.