Kevin Burns Blog

When your safety numbers are bad, you blame the safety system. When productivity drops, you blame the equipment. When good people quit, you blame the job market. But you're looking in the wrong place.

Here's the truth: your operational, safety, and retention problems aren't systems problems. They're relationship problems. And the person who creates or destroys those relationships is your supervisor.

Most industrial companies think their biggest expenses are equipment, materials, and labor costs. They're wrong. There's a hidden expense bleeding millions from their operations every single year—one that never appears on financial statements and rarely gets discussed in board meetings. This silent profit killer is operating right under management's nose, creating chaos in productivity, safety, and morale. The companies that have identified and eliminated this hidden cost are dominating their markets while their competitors struggle to understand why they can't keep up.

Every senior manager knows the pain: you promote your best technical worker to supervisor, then watch helplessly as good employees underperform, then eventually quit, because your new supervisor doesn't know how to lead. The trial-and-error approach to supervisor development isn't just inefficient—it's destroying your teams and killing your safety culture. It's time to identify your real enemy and fight back with proven leadership development that works from day one.

Think your frontline turnover problem requires bigger paychecks? Think again. The real reason your best employees keep walking out the door is less to do with compensation and more with who's leading them daily. Discover how focusing on supervisor skills—not just pay scales—can dramatically reduce turnover costs.

If your supervisors are struggling with high turnover, spotty attendance, and productivity issues, you might think you made the wrong choice in promoting them. But before you blame their leadership abilities, ask yourself: Did you ever teach them how to lead? The problem with most supervisor promotions isn't the person you chose – it's what happens (or doesn't happen) after you choose them.