Mastering Leadership in the Elevator Industry

Leadership in the Elevator Industry Isn’t Optional — It’s Earned

The elevator industry is full of opportunity.

If you stay in this business long enough, hands-on work in the field often leads to managing people — and eventually running a company.
Sometimes both at the same time.

And that’s where things change.

Because once you step into ownership or senior leadership, success is no longer about how good you are in the field.

It becomes about how you lead your people, make decisions, and build a business that can grow without breaking under its own weight.

In my experience, growth (whether it’s your team, your revenue, or the business itself) always exposes leadership gaps fast.
And as owners, it becomes our responsibility to close them.

I’ve seen this across decades in the field, in management, and ownership — leadership expectations outgrow the way the business is structured.

You might already be leading a team.
You might be managing projects and people.
Or you might be preparing yourself for the next step.

Wherever you’re at, leadership isn’t something you “arrive at.” It’s something you’re constantly refining whether you realize it or not.

We’ve all heard “leaders are made, not born.”
And if you’ve been in leadership for any amount of time, you already know the truth behind that statement.

The learning never stops.

Leadership Gets Heavier as the Business Grows

It's just a fact that we have to accept — leadership carries more weight.

Problem-solver.
Decision-maker.
Coach.
Mediator.
Communicator.

Those roles only multiple as your elevator business grows.

Early on, it’s easy to stay close to everything and stay involved. You know what’s happening and you can step in and fix things quickly if they go sideways.

But as the company grows, that approach stops working.

What got you here won’t get you where you want to go next.

The best leaders I’ve seen (and the ones I’ve worked hard to become), are the ones who recognize when their leadership needs to evolve before chaos ensues and forces their hand.

That evolution usually means shifting responsibility out of the owner’s head and into clear expectations, consistent communication, and shared accountability across the team.

And yes, that evolution is uncomfortable.

At least that’s the dream, right?
Growth without losing control of ourselves or the business in the process.

The Leadership Skills That Make the Difference

You already know the industry. You know the work. But leadership at this level requires sharpening a different set of skills, especially as your role changes.

These are the areas I see matter most.

1. Lead as a Coach, Not a Fixer

If you want your team to grow, you have to stop being the person who fixes everything for them.

That was one of the hardest shifts for me.

Micromanaging feels productive until you realize it’s quietly holding everyone else back. Your job as a leader isn’t to solve every problem.

It’s to teach your team how to solve problems without you standing over their shoulder.

That means:

• Mentoring.
• Coaching.
• Setting expectations.
• Giving context.
• And sometimes letting people struggle a little (with support) so they can actually grow.

Strong teams are built through developing trust and structure.

And structure doesn’t remove the leadership component — it reinforces it so the business doesn’t depend on one person to keep it pushing.

2. Communication Is the Backbone of Leadership

Communication isn’t just about what you say — it’s how, when, and why you say it.

In our industry, poor communication shows up everywhere:

• In missed expectations

• Frustration between the field and the office

• Avoided conversations that turn into much bigger problems later

Listening (really listening) is just as important as talking.

Feedback matters too.
And yes, giving feedback can be uncomfortable. But avoiding it costs more in the long run.

I talked about this on The Elevator Entrepreneur Podcast with Adam Thomas of Albany Elevator when we discussed taking over a family business.

Mistakes happen. They always will.
What matters is how you handle them.

Accountability is what builds leaders.

And accountability only works when expectations are clearly defined and consistently reinforced.

3. Handle Conflict Head-On — Not Later

Accept that workplace conflict is inevitable.

Every leader will face tough conversations. That includes disagreements between team members, discussing performance issues, and having to make hard decisions that won’t make everyone happy.

The strongest leaders face these moments calmly, directly, and with clarity.
They don't hide out in the office all day hoping to dodge the bullet.

That doesn’t mean reacting emotionally or asserting authority for the sake of control. It means listening, staying level-headed, and guiding the conversation toward a resolution that won't build resentment.

Conflict handled well builds trust but conflict avoided quietly will destroy it.

When conflict is addressed through structure instead of emotion (easier said than done), it strengthens the leadership credibility.

4. Trust Is Built Daily — Not Once

Trust isn’t something you establish and move on from. It’s something you earn every single day.

By:

• Following through.
• Being consistent.
• Making decisions that reflect your values and not just out of convenience.

Recognizing your team matters too. People want to know their work is seen.
Acknowledging their effort, celebrating the wins, and reinforcing progress that's been made goes a long way toward retention and morale.

Having a strong culture means reinforcing it through everyday leadership decisions.

Culture stops being assumed and starts being operational when company values show up in those key meetings, one-on-ones, and expectations.

Leadership Is the Long Game

As your leadership sharpens, the impact shows up everywhere in your team, operations, and your ability to grow without constant friction.

Strong leadership creates businesses that:

• Don’t rely solely on the owner

• Develop people instead of wearing them down

• Scale with intention instead of flying by the seat of their pants

Leadership also forces personal growth. The work challenges you. It stretches you.
And if you’re honest with yourself, it changes you.

The leaders who last are the ones who commit to learning, reflecting, and reiterating — over and over again.

Three Reminders for Leaders in the Elevator Industry

• Leadership is an ongoing journey

• Core leadership skills must be reinforced — not assumed

• Growth comes from reflection, accountability, and implementation

As always — stay safe out there. I’ll keep doing my part to empower elevator entrepreneurs to lead better, build stronger teams, and grow businesses that withstand the test of time.

If you’re navigating this leadership transition right now, we’re building something designed to support owners through it — intentionally and with structure.

You can join the eGROW 2.0 waitlist here.