Over the years, Christy and I have been fortunate to explore some incredible places together. One trip that stands out was our rim-to-rim hike of the Grand Canyon. As we worked our way along the trail, I couldn’t help but notice how experienced hikers interacted with those around them. The strongest hikers weren’t focused solely on reaching the summit themselves. They took time to encourage others, point out obstacles, answer questions, and help less experienced hikers navigate challenging sections of the trail.
That experience reminded me of something I’ve observed throughout my career. The most impactful leaders operate much the same way. They’re not focused on collecting followers or being the smartest person in the room. Instead, they invest their time and energy helping others grow. They understand that their greatest contribution isn’t what they accomplish personally, it’s what they help others accomplish.
Unfortunately, many businesses unknowingly create the opposite environment. They become heavily dependent on a few key individuals while failing to develop the next generation of leaders. Over time, growth slows, leadership gaps emerge, and organizations struggle whenever a key person leaves or takes on a new role. That’s why I believe the ultimate measure of leadership isn’t how many people follow you. It’s how many leaders you’ve helped create.
One of the most common leadership challenges I see in the home services industry is what I call the promotion problem. It happens every day in companies across the country. A technician becomes the top producer on the team. A CSR consistently outperforms everyone else in the office. An installer demonstrates outstanding technical expertise and reliability. Naturally, ownership wants to reward that performance, so the individual is promoted into a leadership position.
While that decision is usually made with the best intentions, it often creates unintended consequences.
The reality is that being exceptional at a job doesn’t automatically prepare someone to lead others who perform that job. Technical excellence and leadership excellence are two very different skill sets. The technician who succeeded because of personal productivity must now learn how to coach others. The CSR who excelled through individual performance must now learn communication, accountability, and team development. The installer who thrived because of technical expertise must learn how to influence, motivate, and support others.
Too often, organizations promote people into leadership roles without giving them the tools, training, or preparation necessary to succeed. Then, when challenges arise, everyone wonders why the transition has been difficult. The issue isn’t that the individual lacks potential. It’s that leadership requires skills that must be developed over time.
The answer isn’t to stop promoting from within. In fact, I strongly believe promoting from within is one of the healthiest things a company can do. The answer is to begin developing leadership skills long before the promotion ever takes place.
One of the biggest misconceptions in business is the belief that leadership is something people are either born with or they aren’t. While some individuals may naturally possess qualities that support leadership, I’ve never believed leadership itself is reserved for a select few.
Leadership is a skill. And, like any skill, it can be learned, practiced, refined, and improved.
Throughout my career, I’ve watched quiet individuals become outstanding leaders. I’ve seen highly technical team members develop exceptional coaching abilities. I’ve witnessed people who once lacked confidence grow into leaders who inspire entire departments and organizations. None of those transformations happened by accident. They happened because someone took the time to invest in their development.
Leadership is built through skills such as communication, listening, decision making, accountability, coaching, conflict resolution, and influence. These aren’t traits that only a handful of people possess. They’re capabilities that can be strengthened when organizations intentionally create opportunities for growth.
That’s why leadership development shouldn’t begin after someone receives a title. It should begin long before they ever need one. When companies consistently teach leadership principles throughout the organization, they create a pipeline of capable, confident people who are prepared for greater responsibility when opportunities arise.
The strongest organizations I’ve worked with all share one important characteristic. They have a leadership bench.
Just as successful sports teams develop talent beyond their starting lineup, successful businesses continuously develop people beyond their current leadership team. They don’t wait until a manager resigns. They don’t wait until growth creates an urgent need. They don’t wait until they’re forced to fill a vacancy. Instead, they’re proactively preparing people for future opportunities.
They are identifying future Team Leaders, future Department Managers, future General Managers, etc., long before those positions become available. They understand that leadership development is not an event. It’s a process.
When organizations embrace this mindset, something powerful happens. People begin growing before they’re required to. Confidence increases. Skills improve. Opportunities become visible. The business becomes more resilient because leadership is no longer concentrated in just a few individuals.
One of the greatest rewards of leadership is watching someone you’ve mentored step into a leadership role and succeed. That’s the multiplier effect. Your influence extends far beyond your own actions because you’ve equipped someone else to lead, develop others, and continue creating positive impact throughout the organization.
The goal isn’t to build a company that depends on one great leader. The goal is to build a company filled with leaders.
If you’re looking for a practical place to start, identify three emerging leaders within your organization. They may not be the loudest people on the team or the most experienced. Instead, look for individuals who consistently demonstrate responsibility, initiative, integrity, and a willingness to learn.
Once you’ve identified them, begin mentoring them intentionally. Schedule regular conversations. Share lessons from your own leadership journey. Give them opportunities to lead projects, solve problems, and make decisions. Allow them to learn through experience while providing guidance and support along the trail.
Remember, leadership isn’t measured by how many people depend on you. It’s measured by how many people grow because of you. The businesses that thrive for decades aren’t built by one extraordinary leader. They’re built by leaders who invest their knowledge, experience, and energy into developing the next generation.
Because at the end of the day, great leaders don’t create followers. Great leaders create more leaders.
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