Leaders aren’t confined to the corner office.
Whatever the position and whatever the title, Tom Sothard says leaders are needed throughout companies and organizations.
“I want a leader out on the floor. I want a leader sitting in the office. I want a leader answering the telephone,” said Sothard, who retired from Konecranes in 2017 after 37 years with the company.
Konecranes is the world’s largest manufacturer and servicer of lifting equipment, manufacturing primarily chain hoists, wire rope hoists and crane components, Sothard said. The global company, with about 330 employees at its Region Americas headquarters at Springfield’s Prime Ohio Corporate Park, has been lauded for its ability to develop leaders. Sothard, whose positions with the company included global service manager and president of Region Americas, played a part in that development.
Early in his career, he helped to develop an apprenticeship program that helped to train employees and grow the business. Today, Konecranes still has an active apprenticeship program, with Springfield as its hub and additional training centers throughout the country, Sothard said.
In addition, Konecranes has been named several times as one of the best companies for leaders by Chief Executive magazine.
“It’s a company that believes in investing in its people,” said Sothard, a Pike Township resident who has lived in Clark County aside from four years at the University of Dayton and several years working in Georgia.
The cliché that the most important asset to a company is its people is often repeated and often truly believed, he said.
“The difference is: Do we act that way?” Sothard said.
A company must do more than talk the talk. Instead, it must also demonstrate that its people really are important. That, in turn, helps with turnover, productivity and profitability, he said.
Sothard called his own manner of leadership a coaching style, with a goal of getting the most out of others that they are capable of while recognizing that everyone has a different skill set.
“Not everyone’s a Michael Jordan,” he said. “Michael Jordan can’t win the game by himself.”
Anita Nirider, the manager of benefits and human resources services support for Konecrane’s Region Americas’ U.S. employees, agreed that Sothard is a coach.
“We’re a team, and he always thought of us as a team, where one person couldn’t do it without everyone else around him,” said Nirider, who has known him since 1985.
She praised his foresight and planning skills and said he was a true listener able to take in the ideas of everyone in a room. If someone had a problem, he was the first to reach out.
Nirider also called him a “servant leader” who was willing to share his experiences so others could learn.
“It was always very important to him to foster growth in others,” she said.
Mentoring, while not a formal policy during his time with Konecranes, was something Sothard tried to make part of the company DNA, he said. The questions he fielded weren’t all business, but also about items like setting priorities and achieving a work-life balance.
Successful companies, he said, look not only for skills but also for attributes – specifically, work ethic, attitude and aptitude. If employees have the first two, then aptitude can be developed, he said.
While leaders can come from all parts of an organization, not all leaders have to be vocal, Sothard said. There are also quiet leaders, who are the first to lend a hand, never complain and still produce.
“Those are the kind of people I wanted to be surrounded with,” he said.
Something else to keep in mind is that an employee may not happen to be both a leader and a manager, although successful companies need a blend of both.
“If you can get a good leader that’s a good manager, that’s optimal,” he said, but a growing business needs leaders who can cast a vision of the company’s future and keep others excited about what is in store.
Cultivating leaders has another benefit that isn’t always as obvious for organizations. Good leadership helps attract other talent.
“People may not recognize, if you treat people well, they’re going to be the biggest promoter of your company,” he said.
Sothard said it is his belief that no one worked for him, but instead he worked for them. It is a leader’s responsibility to make sure the staff has the tools, training and support they need.
“When you have great people,” he said. “you have to give them opportunity.”
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