Kyle Jansma brings 18 years of diverse experience in the dairy industry, having held roles across frontline production, safety leadership, and operations management in a variety of facilities. He currently serves as the startup manager for a new-build cheesemaking facility. Kyle is deeply passionate about leadership and draws continuous inspiration from his mentors, leaders, and exceptional teams, with whom he has had the privilege to work. His leadership philosophy is grounded in real-world experience, lifelong learning, and a steadfast commitment to adding value to every person and interaction.
In today’s fast-paced manufacturing world, leadership is no longer about command and control—it’s about connection, clarity, and customer focus. The most successful organizations are those that align their internal operations with the needs of their customers, both external and internal. As John Maxwell puts it, “People don’t care how much you know until they know how much you care.”
For decades, manufacturing leadership was built on tenure and toughness. You learned by doing—or by failing. But the workforce has changed. The expectations have changed. And leadership must evolve with it.
One of the most overlooked aspects of modern leadership is the internal customer. These are the team members, operators, technicians, and support staff who keep the wheels turning. Too often, in the excitement of innovation or the pressure of deadlines, we forget that our first responsibility as leaders is to serve them. When we fail to support our internal customers, we create gaps in communication, trust, and performance.
Leadership today must be intentional. It must foster open communication, prioritize respect, and strive to add value in every interaction. Whether it’s a daily huddle, a oneon-one coaching moment, or a tough conversation about accountability, leaders have the opportunity to build trust—or break it.
Because the way we lead today becomes the memory someone carries tomorrow
Jocko Willink’s philosophy of “There are no bad teams, only bad leaders” is a powerful reminder that culture starts at the top. When teams struggle, it’s not a reflection of their potential—it’s a reflection of the leadership they’ve received. I’ve seen this firsthand in high-stakes environments, from managing multi-million-dollar projects in operations to leading safety initiatives across multiple sites in the enterprise. The difference between success and failure often came down to whether leadership was present, engaged, and aligned with the needs of the people doing the work.
In my career, I have seen high-level execution across large teams with limited resources, and I’ve seen the sea part—where a lack of understanding of frontline needs created deep divides between leadership and those doing the actual work. Misalignment, even when unintentional, can lead to disheartened teams, morale-crushing missteps, and what I call “culture bombs”—moments where trust erodes and engagement plummets. These moments don’t just hurt productivity; they fracture the very foundation of a healthy workplace.
As you read these lines, you might recall a moment in your own life—a decision made by a leader that left a lasting mark. These experiences often stay with us far longer than we expect. I remember one vividly. I was a young man, eager to learn, asking questions to better understand a task. The supervisor looked at me and said, “Because I told you to do it, that’s why. Now do it.” Over a decade later, I still remember how that made me feel—dismissed, unvalued, and small. That moment shaped me. It became a personal benchmark for the kind of leader I never wanted to be.
Poor leadership doesn’t just impact performance in the moment—it lingers. It becomes part of someone’s story. That’s why, in those critical moments of disconnect, leadership must lean in, listen harder, and rebuild the bridge between vision and reality. Because the way we lead today becomes the memory someone carries tomorrow.
Customer focus isn’t just about the end user. It’s about understanding the full value chain—from the person operating the equipment to the one receiving the final product. When leaders take the time to listen, walk the floor, and ask, “What do you need to be successful?”—they unlock a level of performance that no KPI dashboard can measure.
The best leaders are those who create clarity in chaos, take ownership when things go wrong, and celebrate others when things go right. They don’t just manage—they lead. They don’t just direct—they develop. And they never lose sight of who they’re serving.
As Simon Sinek says, “Leadership is not about being in charge. It’s about taking care of those in your charge.”
The human element remains our greatest asset. Leadership is the lever that turns potential into performance.
Because at the front lines of industry, leadership isn’t optional. It’s essential. It’s what your team deserves—leaders who show up, learn daily, teach daily, lean in, and never forget that people are the foundation of every great operation.
