I keep hearing the story: a high six-figure salary, a director title, and the promise of strategic influence, only for a newly hired executive to discover they’re stuck in endless tactical firefighting. Last week, I spoke with an engineering exec at an A&D startup who found himself in exactly this position. He was brought in for vision but quickly realized his real job was herding cats, not shaping the future.
This is not an isolated case. My recent poll found that 56% of leaders (out of 336 that voted) will leave a role if their vision is consistently blocked. That’s a massive warning sign for companies in the manufacturing sector. If you want to keep your best talent, you have to deliver on the promise of meaningful, strategic work.
The Disconnect: Why Leaders Feel Professionally Suffocated
Here’s the hard truth—most companies say they want strategic leaders, but what they really want are tactical problem-solvers who can execute and keep the wheels turning. The job description might sell a vision, but the day-to-day reality is often pure busywork. This disconnect is at the root of executive turnover in manufacturing:
- Job Descriptions as “Two Truths and a Lie”
What’s written is only half the story. Leaders are hired for transformation, but evaluated on how well they manage status quo tasks.
- Misaligned Expectations
Companies and hiring managers may not be fully transparent about the real scope of the role. Leaders walk in expecting to drive change, only to find their impact boxed in by bureaucracy or risk aversion.
- Culture Over Compensation
A big salary and impressive title don’t matter if the culture doesn’t value strategic thinking or if the leadership team isn’t truly aligned.
- Leadership Alignment > Title
The most successful leaders aren’t just chasing titles—they’re looking for organizations where their vision can take root.
Why Does This Happen?
- Legacy Thinking: Many manufacturers still operate with legacy mindsets—prioritizing operational efficiency and incremental improvements over bold, strategic moves.
- Fear of Disruption: Boards and senior teams often fear the unknown. A new leader’s vision might threaten established power structures, leading to subtle (or not-so-subtle) resistance.
- Lack of Honest Dialogue: Both sides—company and candidate—often fail to have brutally honest conversations about what’s really expected and what’s actually possible.
How to Prevent Vision Blockage and Retain Top Engineering and Manufacturing Leaders
If you’re serious about keeping strategic leaders, you must move beyond lip service.
Here’s what works:
Brutal Honesty in the Hiring Process: Be clear about what the role really entails. Don’t oversell the strategic scope if the reality is mostly tactical.
Negotiate and Defend the Scope of Impact: Leaders should be empowered to negotiate their scope of impact and defend it when necessary. Companies should support this, not punish it.
Prioritize Leadership Alignment: Ensure that the executive team is genuinely aligned on the company’s direction and the new leader’s role in getting there.
Build a Culture of Allyship: Encourage leaders to build networks and alliances internally. Allyship is the new currency—it helps great ideas survive and thrive.
Know When to Adapt, Know When to Exit: Sometimes, the fit just isn’t there. Both sides need the courage to recognize when it’s time to move on.
Walk The Walk and Talk The Talk
In automated and industrial manufacturing, the most successful leaders don’t just accept a job. They identify, negotiate, and defend their scope of impact. Companies that want to retain these leaders must deliver more than a title and a paycheck. They must create an environment where strategic vision isn’t just welcomed—it’s expected, supported, and celebrated.
If you’re not ready for that level of honesty and alignment, don’t be surprised when your best talent walks out the door.
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