Finding Passion in a Motor Shop: The Power of Leadership in a Changing Industry

Let’s be honest—recruiting and retaining talent is tough. And in our line of work, it feels like an uphill battle. The electric motor shop industry, a trade that once thrived, is now facing the reality of becoming a forgotten trade. We need bright, motivated people to navigate the complexities of software, marketing, accounting, and sales. But how do we encourage individuals to join our team when they don't even know we exist!

Just last week, a new team member told me something that struck a chord. She said, “I never thought I’d end up working at a motor shop, but I’m so grateful I did. I wake up every day excited to come to work.” Hearing that was a proud moment for me, and it got me thinking about my own journey.

When I first started in this industry, I wasn’t sure where it would take me. It was a job—something I was thankful to have, but not something I was passionate about. But somewhere along the way, that changed. I found my passion in an electric motor shop, of all places, and more importantly, I found purpose in leading a team that feels the same way.

It wasn’t always easy. There were times when I questioned whether what I did really mattered. But then, something would happen—like that conversation last week—that reminded me it was all worth it. I recently read a quote that said, “Your customers will only feel as good as your employees do.” That hit home for me because, as leaders, our role is to make sure our team feels valued, supported, and excited about their work.

My journey into leadership didn’t start in a motor shop. It began at Chick-fil-A, where I learned that being a leader is about more than just managing people. It’s about understanding that every role, no matter how small, plays a crucial part in the success of the company. I was lucky enough to work in an environment where leadership meant doing whatever needed to be done to move the company forward.

When I think back to those early days, I realize that the lessons I learned then are the same ones I apply today. Leading a team in this industry, especially one that’s evolving so rapidly, means being patient, understanding, and willing to invest in people. It’s about recognizing that mistakes happen, and when they do, evaluating the impact before reacting. Was it a small error with no real consequences? Or did it affect our operations in a significant way? This approach helps me keep things in perspective and stay focused on the bigger picture.

But it’s not just about mistakes. It’s about understanding the challenges our team members face, especially when they’re new to the industry. I remember how intimidating it was to step into a male-dominated field with no prior experience. That memory stays with me, and it drives me to be a leader who takes the time to train, explain, and provide the resources my team needs to succeed.

One of the things I’ve found most rewarding is seeing how our team has grown through initiatives like our monthly Project Pulse Checks. These meetings aren’t just about checking boxes—they’re about coming together as a team to share what we’ve accomplished, where we’re stuck, and what we’re working towards. They’ve become a time of accountability, motivation, and even a bit of friendly competition.

Performance evaluations are another tool we’ve used to empower our team. Yes, they can be nerve-wracking, but we’ve turned them into a time to not only highlight areas for improvement but also to celebrate successes. And we’ve added a fun twist with our “Shark Tank” section, where team members can pitch ideas, complete with budgets. It’s a chance for them to contribute creatively to the company’s future.

At the end of the day, what matters most to me as a leader is being genuinely excited about the work we do. If I’m not passionate and motivated, how can I expect my team to be? Leadership isn’t about having all the answers—it’s about creating an environment where everyone feels valued, supported, and excited to contribute.

A significant part of what drives me is the story of our owner, Doug Powell. Doug started as an electric motor winder at just 18 years old, after being recommended by an unemployment office. From there, he worked his way up to supervisor, then foreman, and eventually bought the company. His journey is a testament to what can be achieved with hard work and dedication. But more than that, it’s a testament to the power of investing in people. Doug’s story didn’t happen in a time where leadership focused on this mindset, yet it’s precisely this mindset that has helped our company grow tenfold today. By carrying forward this approach—by truly investing in our team—we’re not just maintaining a business; we’re cultivating a thriving environment where growth and success are inevitable.

In a trade that’s both dying and evolving, the key to success is the same as it’s always been: investing in our people. By doing that, we’re not just building a team—we’re building a future. And that’s something worth getting excited about. I encourage you to share your story of why you started in your industry as well, you never know who you will motivate.