Magline is a leading manufacturer of route distribution solutions. Back in 1947, the company was founded to “make things out of magnesium” because such products offered unrivaled strength and lightness. Magline’s first product was a modular magnesium hand truck that caught on rapidly. That was a pretty forward-thinking idea back then, and paved the way to help people do their jobs more safely and productively. Since then, the biggest change in the company has been in the role of women.
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Andrea Horner joined Magline in 1992. She has supported all facets of marketing, both domestically and internationally, including strategic planning, market research, product launches, public relations, media planning, customer engagement, channel growth, and margin analytics. After nearly a quarter century, Horner was recently named the company’s vice president of marketing. She is responsible for driving Magline’s brand strategy and revenue growth through new products and innovative marketing platforms.
Horner shared the story of her long road to manufacturing leadership success.
Thomas Cutler: What changes are most obvious in the opportunities for women since the start of your career?
Andrea Horner: I’ve worked in the material handling industry for two decades, and it used to be that women would hover in the mid-manager or administrative areas of departments, managing the tactical and day-to-day work. Now, women are stronger, more confident about their ideas, and bring an educated voice to the table. I also see women wanting to move up in organizations. Twenty years ago, middle management was the proverbial ceiling, but now more women are seeking elevated positions because they possess self-confidence and aren’t afraid to be challenged.
TC: Why do you think more women have not yet reached vice president or C-level status?
AH: Fear of failure and lack of self-confidence. Women who have the same education and talent as their male peers are quick to downplay their own skills and abilities. Women need to understand that they deserve a voice and a seat at the table as much as anyone else. It’s an interesting dynamic to watch a meeting room fill when there aren’t enough seats around the table. Men will automatically sit at the table no matter what level they are at, but most women in management roles will take the back seats along the wall.
TC: What is being done to encourage more women leaders?
AH: When I joined the workforce back during the early ’90s, most management and all senior management roles were filled by men. The women in the office were in clerical or administrative positions. I am with the same company after 23 years; today, our middle managers are mostly women, and almost half the senior management team is female. I do believe that as more senior roles and C-level roles and board positions are filled with women, it continues to send the message that we can accomplish any goal we set; the ceiling has been raised.
TC: What traits do you possess that make you a great manager?
AH: I have strong ethics, deep passion for what I do and ensuring the success of those around me, and I lead by example. We have to be continuous learners (and teachers). Business evolves and times change, and if you don’t continue to grow personally you can lose your edge in the business world. I’m a firm believer in never asking an employee to do something I myself wouldn’t do or have never done. Respect from those who work for and with you is paramount to anyone’s success. A great manager is able to push employees beyond their perceived capabilities, but employees will want to succeed and do great things out of respect for their manager.
TC: Do you observe any qualities or characteristics in the way women lead vs. the way men lead?
AH: There isn’t a compelling difference between male and female that I can speak to. All managers have their own style, and this even tends to vary based on the personalities of individual team players. I have only worked for male bosses in my career, and each of them had varying qualities. I have worked for my current boss for more than six years, and he is the epitome of what an exceptional leader should be—he is a boss, a mentor, and a sounding board. He helps when help is needed, but provides the autonomy to strategize and put plans in place that are executable. I take my lead from him regarding how I manage my direct staff, and as I said earlier, it is all about respect.
TC: What remains the biggest obstacle for women in senior management roles?
AH: The material handling industry is still predominantly male, and with first and second generations still involved in the day-to-day business, women aren’t always taken seriously. I am in a vice president role but still have some clients who want to speak with my boss even though I am completely capable of managing their account. This is definitely not the norm anymore but can still be a blow to one’s confidence.
TC: How have programs like Six Sigma, lean manufacturing, and theory of constraints affected your business? Your career?
AH: We always search out continuous improvement. We have certified Black and Green belts on staff, and I’m a certified Lean Manufacturing Champion. Our industry is very competitive, so we always have our eye on what we can do to improve people and processes to help us work smarter and leaner. Our original focus was on our manufacturing facility, but we have since brought lean initiatives into the office, where it is just as important to ensure we are adding value in everything we do.
TC: Does your company have a policy or initiative to encourage and invite more women into senior leadership roles?
AH: We don’t have a defined policy, but in today’s evolving business arena, women must be prepared to lead the organization through periods of innovation and rapid change no matter what roles they occupy. Women are encouraged to drive organizational change, and contribute more broadly to the company’s ongoing success. In simple terms, women are encouraged to pull up a seat and have a voice.
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