Cultivating the next generation of leadership

Like everything else COVID-19 hit, the pandemic delivered a blow to workplace leadership development, says Oren Margolis, founder of Pinetree & Palm Consulting. Headquartered in Los Angeles, Calif., the firm specializes in coaching founders, executives and high achievers to optimize performance and align personal and professional goals.

“It’s been really hard for folks to focus on growing their leadership skills while embroiled in the post-COVID whiplash,” says Margolis. “Questions around remote work and adjustments that the entire workforce has had to make over the last four to five years can’t be overstated, and we are still in that moment of transition as a society.”

At the same time, he says, the pressure on leaders to deliver outstanding results hasn’t abated, often leaving millennials who are stepping into more senior roles—and Gen Zers who will begin doing so—struggling to develop their “managerial instincts.”

Adopting new skills faster

Today’s leaders not only need the technical and business acumen to steer their companies in an upward trajectory, but they must also develop their people-oriented “soft skills.” On top of this, being able to quickly pivot is essential.

“Good leaders need to have the ability to adapt to a business and technological landscape that’s not slowing down anytime soon and to navigate through ambiguity,” Margolis says. “Workplaces are so fast these days. Building an adaptability muscle, honing strategic foresight and leveling up resilience will help the next generation of leaders take on the challenges that will surely show up in the years to come.”

Kyle Van Damme, the 35-year-old owner of Marine Tops Unlimited Inc., headquartered in Omro, Wis., sees several challenges looming. The company fabricates custom boat canvas and also provides a range of flooring options. Van Damme, who has been involved in the business for about 20 years, started working with his father during the summer while in middle school, advancing his way through the business. Over the last 10 years, he has assumed more of an “ownership role” alongside his father.

He’s keeping an eye on labor shortages, along with what he describes as “the dying art of sewing and trades-type work.” Combined, these two make for a difficult-to-solve problem. However, technology may offer a solution.

“Good leaders need to have the ability to adapt to a business and technological landscape that’s not slowing down anytime soon and to navigate through ambiguity.”

“Our industry is starting to move more and more towards technology, [but] it’s several decades behind, in my opinion,” he says. “This will make it easier to attract young people to our industry who can eventually replace veterans of our trade who will inevitably retire at some point.

“I think one of the tougher items to solve is how to blend the industry veterans’ savvy, knowledge and craftmanship with the younger generation’s new style, technology, the importance of social media and marketing, and so on,” Van Damme continues. “This is on the team-member side and on the product and marketing sides as well.”

Learning the ropes, embracing mistakes

One of the most effective ways to develop leaders is by creating a workplace where employees “feel empowered to take risks, make mistakes and grow the ability to learn from results,” says Margolis. This is an attitude Jason Storozum, president of Tek-Knit Industries, embraces. Storozum, who is in his early 40s, recently ascended to his role.

Headquartered in Mount Royal, Que., Canada, and with 21 full-time employees, Tek-Knit is an industrial warp knitter for agriculture, construction, government and other industries. It also manufactures items proprietary to its customers.

In 2001, Storozum’s father, Ted, joined the company, which has been in business since the 1970s. He became the sole owner in 2014. Storozum, who had previously spent about a decade working in banking, came on board that year.

He started out in marketing but soon began spending time in every part of the operation, including the warehouse, shipping and knitting—moving around the company to learn the ropes. For the past three years, Storozum concentrated on human resources but also tackled other aspects such as product development, supply and ordering. At present, he has been focusing attention on team-building, expanding the company’s market reach, and maintaining and upgrading its equipment.

His father has been an important mentor, says Storozum. But what also helped prepare him for leadership is just “trying out different things, experimenting with different ideas, seeing what works and what doesn’t.” In this regard, creating a culture where people aren’t afraid to try new things and make mistakes has been essential.

“Some of my biggest leadership opportunities have come from the fact that I’ve had a chance to work in every department of the company,” he says. “But learning by trial and error has also been an opportunity. I haven’t made any huge mistakes, but I have made some and I’ve learned from them. I’ve learned a lot from them.”

Like Storozum, Van Damme also worked throughout the company, starting with taking out the garbage and cleaning the shop when he was a youngster, then dissecting patterns and cutting material for the sewers, advancing from there to patterning and installing the easier boat covers. By his early 20s, he had taken over the patterning and installation of everything his company produced.

“I wear many hats when it comes to my responsibilities,” he says. “I do a lot of the day-to-day production work in our shop, like the digital measurement for projects, 3D CAD work and installation of most of our canvas products. I am also involved in marine flooring and upholstery projects to some extent. I jokingly like to say that I’m also the maintenance person, landscaper, janitor, HR person, marketing specialist and many more titles.”

Leaders will always face challenges, no matter how effective or prepared they are, he adds. An important lesson he has learned is that not everyone responds the same way to a particular situation. With the diverse age range of their team members, keeping this in mind and adjusting his interactions as necessary has proven a valuable leadership tool. Creating an environment that encourages engagement is essential
as well, he adds.

“Having a bad culture can kill a business and make team members lazy and unmotivated,” Van Damme says. “A good culture can make your team members excited to come to work, eager to conquer the challenges of the day, and excited to turn out the best products they can.”

Listening, learning, leading

Van Damme also credits lessons learned from the decade he spent coaching high school track and field and basketball as well as his six years as a high-jump coach to the men’s and women’s track and field teams at the University of Wisconsin-Oshkosh.

“Be a leader and not a boss. Lead by example. Get into the trenches with your team, help out and lead the way,” Van Damme says. “This is your team, not just your employees. They are not just a number on a time card; they are your family away from home.

“Put your team in a position to feel like they really belong and are crucially important,” he continues. “Make them feel like they matter to the overall success of the business so they take ownership and pride in their work. Make them want to act like an owner of the business.”

Good leadership doesn’t have to be complicated, says Margolis. It can be as simple as treating employees like human beings; listening to them; and giving continuous, clear feedback. “Lead from both the head and the heart,” he advises. “Have your team’s back. Invest in development opportunities. Default to empathy, and lead by example.”

Storozum says he has learned the importance of listening to people’s ideas and their concerns. This willingness, along with adaptability, are essential for effective leadership. “There is a lot you can learn from people and what they have to say. You have to have an open mind to opportunities,” he says. “And you have to take action steps. Having an idea is great, but you have to act on it.”

Van Damme advises attending conferences and workshops. Becoming involved in organizations such as the Marine Fabricators Association is also something he recommends, explaining this allows for networking with other fabricators, providing the chance to build on already existing skills and to learn from the experiences of those who have been in the industry for many years.

“I think younger leaders in our industry have a great opportunity ahead of them due to the nature of the demographics in our field,” he says. “There has been a changing of the guard, so to speak, happening over the last decade, and it will continue to extend well into the future.

“There are some very talented young folks coming into this industry, but we need more of them, and we need to find ways to keep them hooked on this trade and interested in building a career in it,” Van Damme continues. “So, today’s leaders get the chance to sort of remake our industry and guide it through a big transitional phase to its next chapter. I think that’s pretty cool.” 

Pamela Mills-Senn is a freelance writer based in Seal Beach, Calif.

We asked those featured in this article to share some advice with the next generation of leaders coming up the ranks. Here’s what they had to say:

Keep moving

“Never think you’re the best. Always feel like there are ways to improve and more to learn. Always be on a mission to reach further and further to improve yourself, your skills, your knowledge and the quality of the products and services you deliver.” 

Kyle Van Damme, owner, Marine Tops Unlimited Inc.

Own up

“Leadership is a muscle, and reps matter. Don’t worry about getting it perfect every time. By being gracious, open and humble with your mistakes, you’ll actually build trust with the teams you lead.” 

Oren Margolis, founder, Pinetree & Palm Consulting

Take a breath

“Just be patient. Not everything has to be done in a single day. Just show up and work hard. Period.” 

Jason Storozum, president, Tek-Knit Industries