Scott MacKenzie, host of the “Industrial Talk” podcast, shares how bold, visible leadership can reshape perceptions and attract the next generation of manufacturing talent.
Scott MacKenzie
Host, “Industrial Talk”
What role do you believe manufacturing leaders play in changing outdated perceptions of the industry?
The future of manufacturing starts and ends with its leadership. Over the decades, we’ve discouraged the next generation from entering the field, creating a major headwind. To counter this, today’s leaders must step forward and be more visible, accessible, and vocal about how much the industry has evolved. However, old-school thinking often discourages self-promotion, favoring quiet focus over outreach. Real change and attraction happen when leaders consistently share their stories and think beyond their companies, recognizing that reshoring and revitalizing U.S. manufacturing requires inspiring and engaging the next generation at a national level.
In your conversations with other leaders, what innovative strategies have you seen for recruiting and retaining skilled workers?
Many of the successful companies I’ve worked with are deeply committed to getting their leadership out front, and that’s a key differentiator. The next generation consumes content differently, and it’s crucial to meet them where they are through authentic, approachable, and consistent communication. These leaders aren’t focused on their discomfort; instead, they show up regularly, share their passion, and humanize the innovation happening in manufacturing. That realness is what resonates and attracts new talent. It’s a subtle but powerful shift that the most forward-thinking companies understand and embrace.
How can those leaders bridge the skills gap, especially for roles impacted by automation and digital transformation?
For years, we’ve discouraged young people from entering the trades, and our education system has only paid lip service to technical training. We need to reinvest in technical colleges and bring back trade programs in high schools to spark early interest, just like shop classes once did for me. As technologies like IoT, digital twins, AR, and AI evolve rapidly, our educational institutions must stay nimble and current. Instructors need to be up to date because the pace of innovation demands it. The conversations around tech in manufacturing have shifted drastically, and education must keep up.
What advice do you have for leaders trying to create a more inclusive and appealing workplace for the next generation of manufacturing professionals?
It’s essential to paint a clear picture of advancement, showing individuals not just where they start, but where they can go. If someone is willing to commit and sacrifice, they need to see a real career path. That means being accessible as a leader and helping others envision long-term growth in line with market and technology trends. Equally important is providing opportunities to upskill and evolve, not just at the entry point but throughout their career. Companies must commit to a culture of continuous learning. While there’s always a risk that trained employees may leave, investing in their growth creates loyalty, strengthens operations, and helps backfill the knowledge gap left by retiring workers. It’s about building a resilient, future-ready workforce.
Can you share a success story from a company that effectively developed internal talent and helped someone grow from an entry-level role into leadership?
One company that stands out to me is Fluke. They provide tools and technology in asset management, reliability, and maintenance, and their user conferences are a clear reflection of their vibrant culture. The energy is palpable, and you immediately notice how committed they are to creating an inclusive, engaging environment. While they may experience some employee churn like any company, their focus on culture fuels their ability to stay nimble and innovative. They maintain strong two-way engagement with customers, which directly informs and enhances their next-generation solutions. Fluke exemplifies how cultivating a dynamic internal culture not only drives innovation but also positions a company for long-term success, creating a true renaissance in how industrial businesses operate and evolve.
