The Difference Between Good and Great: Why I Roll Up My Sleeves to Lead as a GM, AGM, or Superintendent
In every successful warehouse, manufacturing plant, or steel facility, there’s a pulse… a rhythm to the operation.
It’s made up of forklifts in motion, inventory being logged, team huddles on the floor, and orders being met with precision and purpose.
But what makes that pulse strong? It’s not just the process. It’s the people. More specifically, it’s the leadership.
There’s a noticeable difference between a good leader and a great one in the roles of General Manager, Assistant General Manager, or Warehouse Superintendent. And if you’ve worked in fast-paced environments like steel, logistics, or manufacturing, you’ve seen it firsthand.
Good Leaders Direct. Great Leaders Engage.
Good managers know how to delegate. They understand KPIs, P&L statements, and corporate directives. They can point to what needs fixing and assign someone to do it. That’s essential.
But great managers go one step further. They engage.
They walk the floor – not just to observe, but to participate.
They roll up their sleeves when needed. Whether it’s jumping on a forklift, sorting out a misrouted inventory issue, or loading trucks when the dock is slammed .
Great leaders don’t just talk about teamwork; they live it.
I’ve led teams of 150 across 10 departments. I’ve been responsible for inventory control in high-volume retail and manufacturing and safely managed the unloading of over 1 million pounds of steel daily.
I’ve written protocols that shaped corporate safety standards and trained future leaders who went on to manage operations of their own.
But none of that matters if the team doesn’t see you show up, not just in title – but in action.
Good Leaders Manage Systems. Great Leaders Build Culture.
Management is about making systems work. Leadership is about making people want to be part of the system.
In blue-collar environments, culture is everything.
High turnover, low morale, burnout – these are signs of a leadership gap, not just labor issues. The culture you build as a GM, AGM, or Superintendent impacts everything from retention to revenue.
I’ve spent decades in both retail and industrial settings, from regional management to high-volume steel operations.
What’s been consistent across the board is this: when your team knows you care, when they see you sweat alongside them, when you coach rather than command, they give you more than just compliance.
They give you commitment.
Why I Lead from the Front
My philosophy is simple: “No job is beneath me if it pushes the team forward.”
That means leading the safety meeting, running inventory checks, helping the new guy calibrate his first rack placement, or staying late to meet a rush order.
Not because I have to, but because I believe leaders should model what success looks like.
I’ve had the privilege to grow future store managers, regional leaders, and team supervisors. Not because I hoarded responsibility, but because I empowered others while never being afraid to jump in with them.
Why This Matters in Today’s Climate
Now more than ever, manufacturing, steel, and warehouse operations are evolving.
Labor shortages, rising costs, and customer demands are pushing companies to find every edge. The edge doesn’t just lie in automation or logistics. It lies in leadership.
You need people in charge who understand both the numbers and the people. Leaders who know how to hit metrics – but also how to inspire a team to exceed them.
I’m not a desk-only manager.
I’m not a title-chaser.
I’m someone who touches every shift, communicates clearly, adapts quickly, and never asks of my team what I wouldn’t do myself.
Final Thoughts
There’s a reason teams with strong leadership outperform others in safety, retention, quality, efficiency and productivity. Because great leadership isn’t about managing from afar. It’s about being present, being accountable, and being willing to do whatever it takes to make a location successful.
That’s the difference between good and great—and that’s the kind of leadership I bring to the table.