Where I Started

Before I ever stepped into an executive office, I was on the frontlines—learning how to operate heavy equipment, and working long hours to meet deadlines with limited resources. I didn’t begin my career with a corner office or a fancy title. I started with a deep respect for the people doing the work.

And honestly, that’s where I learned my most valuable leadership lessons.

Some people assume leadership is all about strategy, vision, and making big decisions. Those things matter, of course. But what shaped me most were the moments I spent shoulder to shoulder with people who showed up every day to keep the operation moving—often without recognition or thanks. That’s where real leadership lives.

The Power of Listening

One of the first leadership lessons I learned on the ground was simple but powerful: listen to your people. Not just in meetings or when something goes wrong—but all the time. Ask how their day’s going. Pay attention when they bring up the same problem more than once. Take time to understand what’s really behind a complaint or a hesitation.

When I was working nights in operations, I remember a seasoned team member named Donnard who suggested that we clean a sediment pond in-house instead of having a third-party contractor. At first, no one listened. But eventually, I took his idea seriously and they completed the project in record time and saved a significant amount of money. 

That experience stuck with me. It taught me that the best ideas don’t always come from the top—they come from people who are closest to the work.

Respect Goes Both Ways

Working on the ground taught me another core truth: if you want respect, give it first. That means showing up. It means helping out when the workload gets heavy. It means knowing people’s names, asking about their families, and treating every role in the organization as essential—because it is.

There’s a big difference between authority and leadership. Authority is given; leadership is earned. And I’ve never earned anyone’s trust or effort by barking orders or hiding behind hierarchy. I’ve earned it by showing people I see them, value them, and trust them to do great work.

When you build that kind of trust, people rise. They step up. They take ownership. And that’s when you see real momentum in your organization.

Empowerment Isn’t Optional

Too often, leaders talk about “empowerment” like it’s a perk—something nice to offer when times are good. But from my experience, empowering people is a business necessity. It’s how you build resilient teams, improve performance, and foster innovation.

Back when I first moved into a supervisor role, I noticed how much time we wasted waiting for approvals or chasing micromanaged decisions. So I tried something simple: I gave my team leads more autonomy. They could approve schedule swaps, propose workflow changes, and handle minor issues without coming to me.

The result? Our turnaround times improved, complaints dropped, and employee satisfaction rose. All because people felt like their judgment was trusted. Empowered people care more. They think more critically. They stop waiting to be told what to do and start owning their results.

As an executive today, I carry that mindset with me. I don’t want teams that follow blindly—I want teams that lead boldly. That starts with giving them the tools, trust, and space to do so.

Recognition Isn’t Just a Bonus—It’s Fuel

One thing I’ll never forget from my early days on the ground is how far a simple “thank you” can go. A manager who stops to say, “Hey, great job today, I really appreciate your hard work” can change the entire tone of someone’s day.

When I became a senior leader, I made it a point to keep that habit alive. I visit job sites. I highlight individual wins in team meetings—not just big wins, but the kind of behind-the-scenes efforts that rarely get a spotlight.

Because recognition isn’t fluff—it’s fuel. It tells people they matter. It reinforces the behaviors that drive success. And it strengthens the bond between leadership and staff in a way no strategy document ever could.

Leading with a Ground-Level Mindset

I’ve spent plenty of time in boardrooms now. I’ve read the reports, set the budgets, and steered the ship through big decisions. But no matter how far I climb, I never forget where I came from—because the ground level gave me a leadership lens I’ll never let go of.

It taught me that your people are your greatest asset. That operational success is rooted in morale, clarity, and shared ownership. That a culture built on mutual respect and open communication isn’t just “nice”—it’s essential to survival and growth.

Bringing It All Full Circle

Sometimes, the most valuable business lessons aren’t learned in a business school or executive training. They’re learned during a lunch break with a team member who tells you what’s really going on. They’re learned when you get your hands dirty, not to “help” but because it’s the right thing to do.

As I look back on my journey from frontline worker to executive, I carry this truth with me: leadership isn’t about the title—it’s about the impact you have on the people who keep the heart of the business beating.

Support them. Listen to them. Empower them. Recognize them.

Do those things, and the rest—performance, retention, innovation, and loyalty—will follow.